In the armed services, there are “peacetime generals” and “wartime generals.”
Some leaders thrive on turbulence. Others don’t. Same goes for CEOs. Certain executives perform better in today’s high-voltage atmosphere of opportunity and risk.
One recent CEO candidate told the board interviewing him: “I am absolutely not intimidated by this challenge. In fact, I thrive on it.” He meant it, too.
The peacetime generals, however, are still wringing their hands behind closed doors, hoping the clocks will magically reset to 2007.
Bottom line: If you expect to lead from here on out, perform a gut check to make sure you’re a wartime general.
— Adapted from “Do You Still Want to Be a CEO?” James M. Citrin, The Conference Board Review.
- How to Fire an Employee the Legal Way: 6 Termination Guidelines
- Outsourcing, recession make HR-to-staff ratios less precise
- Warn supervisors: Don't comment needlessly on race
- Where there's smoke, there's fire ... or, in some cases, no hire
- Lawsuit-proof hiring tactic: Develop a policy to post all jobs--and follow it