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6 Keys to Building Level 5 Leadership

Many leaders desire to be a Level 5 leader, build level 5 leadership style, or be an exceptional CEO, whether they are at Fortune 500 companies or startups.  What has held them back?  Do they lack focus, vision, power or will?  Our recent studies have found that many leaders, from CEO, COO, CFO, CHO, CMO, CIO, other CXO to director, share the following development needs at different degrees:

  • Missing the big picture.
  • A lack of in-depth knowledge of talent.
  • Poor risk-taking.
  • Poor conflict management.
  • Low resilience.
  • A lack of effectiveness, not at their best.

Although the causes of the above development needs vary, there is one in common — most leaders only know talent’s IQ, EQ or behavior instead of their 6Q structure due to traditional education.  other personal causes are the next.    We have discussed why EQ and behavior alone cannot build a Level 5 leader.   Now let’s discuss the 6 keys to build level 5 leadership style.

Can You Focus on the Big Picture Naturally & Passionately?

Leaders can miss the big picture for many reasons.  First is their primary focus.  Authentic Leadership emphasizes “be yourself.”  Jim Collins’ Level 5 leadership focuses on humility —pursue the benefit of organization and team, not self, which we call “focus on the big picture.” In addition, we help leaders “Be Your Best,” which I will discuss further later.

Recently, a friend of mine, introduced Servant Leadership as doing primarily for others, not self.   Although I can see the selfless element in Servant Leadership, two questions remain: “Is everyone equal in front of the God?  Is selfless equal to self-depreciation?”  Later, I found that the same friend focus his attention on today’s brands or well-known and was unwilling to acknowledge the “Apples in garage.”  In fact, not every business has the chance to write “Hit Refresh” like Microsoft.Many leaders are authentically selfless but lack other elements or potential to get to the next level.   Some leaders do not have substantial knowledge and experiences in their industries, which they should gain at professional schools and workplaces.   Some have issues in their decision-making, innovation, initiative, risk-taking, effectiveness, and others, which affect how they focus on the big picture.

Do You Know Your Talent Deeply?

Knowing talent deeply is essential to task talent, manage conflicts, strengthen team performance, etc.  How deep should the knowledge be?  Here is an example:  One institution needed to restructure some part of the company.  One team was ready for the announcement; the other was not until six weeks later.  The CEO asked the chairman how to handle the situation. The Chairman told him one for all.  However, the CEO succumbed to the pressure of his staff, agreed to give the announcement twice and paid a miserable price.

Many leaders, including CEOs and CHOs, judge talent based on their past success and fail to link the success with its environment.  President Franklin Roosevelt is a good level 5 leader example– he was a great president in the White House but would be the worst runner in Marathon.  It is individual’s internal structure as well as their time and place determine their ultimate success.

Talent is the key to success. To build a high-performing team and optimize team performance, leaders need to know their talent cognitively, psychologically, physically, under the sunshine and in the storm, so they can make wise investments, excite and keep the best.

Can You Maximize Success with Risk-taking? 

John F. Kennedy once said, “Those who dare to fail miserably, can achieve greatly.” This is also true in business.   However, many leaders only “aim for success.”  Subsequently, they cut out their opportunities to win big.  CEOs, COOs, and CSOs usually do better here due to their job exposure.

Risk-taking not only matters to CEOs, but also to CFO, CHO, and other CXOs.  For example, risk-taking can affect how a CFO allocates budget, how a CHO recruits and develops talent, how a CIO prepares data to support the institution’s overall strategy.   Unless a team is on the same page, it is hard to executive institutional strategy effectively.

To enhance risk-taking requires not only some concepts or EQ tools, but also substantial knowledge base, sufficient innovation and learning, efficient resilience, robust energy restoration, and specific resources. Individuals need to build the confidence to take the risk.

How do you do?  Take a quick quiz

Do You Manage Conflicts Inside Out, Win Hearts & Minds?

Conflict management is inevitable if structure or strategic changes are necessary.  Many leaders are interested in our Good to Great Leadership CLASS 2: Leadership Style & Conflict Management.  Can people skills and deep talent knowledge handle any conflicts?  No.  Conflicts can emerge internally, too.  How the above CEO handle company reconstruction is a good example.  Another common internal conflict is being unfair to others.  To manage conflicts wisely, leaders need to do so inside out.

The next level is to win hearts and minds.  One skill many people admire Bill Campbell the most, former Chairman of Intuit, is that he could kick in somebody’s pants, tell the person was screwing up, and then sent the person off to improve self and let the person know that he was 100% behind.  Selflessness, deep talent knowledge and communication were essential elements here.  You can read more stories at Should a CEO Be Charming, Win Hearts & Minds?

In addition to interpersonal tools, policy-making, structure design and team development are also great tools to manage conflicts and win hearts and mins at personal, institutional, and societal levels. For example, how to defuse internal political problems. Law utilization and fast learning are beneficial here.

Will You Be Unforgettable in the Storm?

Like John F. Kennedy said, “Those who dare to fail miserably, can achieve greatly.” To enhance risk-taking requires not only some concepts or EQ tools.  Adversity Quotient is one key element in Level 5 leadership building.  The impact of Low AQ can be enormous to both business and individuals, which is why to be cool in the storm makes a leader UNFORGETTABLE.

How to handle setbacks and failures is no longer the hardest issue in business via the 6Q Approach.   However, people only “aim for success.”  By the time when storm arrives, they give up quickly, including some well-known Fortune 500 company CEOs.

Are You Effective and at Your Best? 
Some leaders fail to acknowledge their uniqueness– what fit others may not suit them vice versa, which makes it hard for them to maximize their effectiveness in work and life.   Also, “Be Your Best” is not only leaders’ leadership style and skills but also their physical and mental health and personal life.  Motivation or Will alone does not have unlimited power. The CEO with low energy is a good example.   Unless we can see the whole picture, more “intractable issues” will emerge, waste time and money, and kill dreams.


The above are 6 common development needs that stop leaders from reaching level 5 leadership.  The good news is that solutions are available.  To be a Level 5 leader, develop level 5 leadership style or be an exceptional CEO, you need not only vital elements, but EVERY element because all aspects of your 6Q system are integrated.  It just takes one item to slow down or break the whole system function.  Of course, different individual,position, industry, and environment require differently.

Not every leader has what he or she should.” However, today is NOT tomorrow.  Issues at the top are often complex and involve more than IQ, EQ and behavior tools. Through the 6Q Approach, we can locate the “missing software” and make learning easy and fast; therefore, we often can begin to see result in weeks or days instead of years or months and find efficient solutions to many “intractable issues.”   “Can He Handle the Job?” is a typical example.

The New Year is coming.  Do you want to achieve more in the new year?  Do you have the right tools?  Self-discovery is necessary but not always efficient.   Do we have any seats left?  Check it out.

How we help clients

About the Author
Bin Yang is a global CEO adviser, leadership Doctor and the Managing Director of The Prince Synergy (, a leading consulting firm that focuses on building exceptional leaders and optimizing top team performance, and solves the hardest issues that no one else can.  She authored What Stop Leaders from Good to Great, Take Your Leadership to Level Five.  For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.


Minimize “Early Retirement,” Get Ahead, Stay Ahead with The Prince Synergy!

Recently, we have noticed one more “Early Retirement”– another Fortune 500 CEO reviewed our newsletters on how to beat setbacks and failures over and over before his company was acquired.  It has become a phenomenon in the past two years.  Whenever a CEO suddenly read our newsletters a lot, it usually means that the person is in “hot water” and will soon “retire” or disappear.

Like Ms. Yang, our Founder, said, “It hurts me to see great leaders fade away while many of their issues are AVOIDABLE, TREATABLE, and have FAST solutions.  Hundreds, thousands or millions of employees and associated families will be impacted.  To watch those in the making is even more heart-breaking.”

In fact, we can minimize the “Early Retirement” and Learn from Former Fortune 500 CEOs, Get ahead, and Stay ahead! Most challenges in leadership and performance are due to human nature and constant changes as well as partial tools that have limited power outside of IQ, EQ, and behaviors. Subsequently, fast becomes slow, complex turns into “intractable,” and avoidable grow into inevitable. “Early Retirement” is a combination of the three.

Today is No Longer Yesterday

Today, we can not only identify issues when they are small and invisible to the public but also bring results in weeks or days instead of years or months in many cases.  On the other hand, most leaders just need to update a few small pieces of software as they already finished significant professional development, which is another reason for fast results.

  • Is it worth to “retire early” when issues are AVOIDABLE, TREATABLE, and have FAST solutions?
  • Would it be better to identify issues when they are small and invisible to the public and take early action?
  • Is it greater to use the right tools outside of traditional IQ, EQ, behavior, and other areas instead of the same hampers with poor or no results?
  • Will a lot of time be saved and many dreams come true if we can achieve results in weeks or days than in years or months?
  • What will the world be if we can turn slow fast, change inevitable avoidable, and make 30-40% of “intractable” possible?

TODAY IS NO LONGER YESTERDAY!  Do not estimate 6Q’s speed and results with the ones of yesterday partial approaches, including IQ, EQ, behavior and other alone.

Join us!

Identify your “missing software” and take efficient action to achieve your goal or take your leadership to Level 5.  Individuals not only need to stay motivated, get ahead but also sustain success with the right tools.  Above all, NEVER GIVE UP before consulting The Prince Synergy even if your issue is impossible to ANYONE ELSE!!

Please contact us with your needs and concerns, share your likes and comments on social media.  Together, we can change the world for the better

The Prince Synergy Team


Identify “Missing Tools,” Strengthen Your Leadership Qualities Rapidly!

Many leaders desire to strengthen their leadership qualities rapidly, build level 5 leadership, be a great leader, or be an exceptional CEO.  However, they waste their time on symptoms.  In fact, it may only take days to identify the root causes and “missing tools” and deliver custom solutions.  A lot of time can be saved, and many dreams can come true.

Recently, a CEO from a subsidiary company of a Fortune 500 company came to us to improve his leadership qualities and conflict management.  He had over 19 years of business experiences and graduated from a top MBA. He had tried various tools for over 1 year to improve his leadership, such as DISC, MBTI and 360-degree Feedback, but only got some general advice, such as “slow down.”

In addition to his needs, the Executive 6Q Assessment found that he could induce internal conflicts and have development opportunities in innovation, independent thinking, and other areas, which also impacted his leadership qualities and conflict management.  He had no issue in business structure and operation.  We recommended two back to back group practice classes to target his root causes and build skills and styles.  Each lasts 3 days.  However, he could only take one class at a time and would only remember about 30% of the first class when he came back for the second.

Based on his learning speed and other potential, we decided to offer him “Strengthen Your Leadership & Performance Rapidly” so that he could skip the unnecessary group training and sharing, focus on custom practices, and achieve an excellent learning result.   He finished the in-person training and practices in 1.5 days, inspired, and transformed.

What Makes the 6Q Approach Unique?

Human beings need to meet challenges while keeping their body functioning.  They can either gain the ability to meet the challenges or alter the challenges with their capacity.  Thus, they need to perform well in both society (macro) and their personal world (micro).   Unlike computers, human capacity can fluctuate in change, adversity, and storm.  These make adversity Q, health Q, and public influence Q essential to leadership development.

The 6Q Approach is the integration of Business, Law and Medicine (including Psychology), evaluating how individuals meet challenges (macro) and develop new capacity (micro).  I first invented the 6Q Approach to recover myself and then perfect the system at the clinics to help patients meet challenges, handle setbacks, and get well fast.  Many patients recover quickly, including the same say, with minimum re-occurrence.

The above CEO had many leadership development needs, one of which was to optimize innovation.  He could have issues with being open to new ideas, insights, creative confidence, knowledge structure, talent type, learning, action, resilience, resources, sales, team building, etc.  Unless we can identify the “missing tools,” motivation usually will not achieve a great result.

The Executive 6Q Assessment found that the above CEO had no other issues with innovation but liked to focus on his interest, which limited his insights.  Thus, the solution was to identify the products that did not get his attention in the beginning but surprised him with their impact later.  In the meantime, we gave him more tools to embrace all trends and helped the CEO solve other issues.   He finished the in-person training and practices in 1.5 days, inspired, and transformed.

What Impedes Leadership Development?

  1. Tools
    Traditional IQ, EQ, and learning Q tools only evaluate a half of the human system, which is insufficient to handle complex issues.  Behaviors mainly reflect the 6Q structural change but have limited power to change the 6Q structure.   DISC and 360-degree Feedback that most institutions use can collect behaviors but cannot get to their root causes efficiently.   In addition, personality alone is not enough because great leaders have all kinds of personalities that MBTI can define.   A recent study by Deloitte found that only 13% institutions feel that they can produce effective leaders.  Partial tools are one big reason behind the study findings.
  2. Approaches
    Many people go to their peers or professional coaches.  The first group advise others based on their experiences, some of whom are extraordinary.  The second group often uses the behavior tools and encourages self-discovery– find the solution on your own.  Thus, the results are often limited by the tools they use.

    Through the 6Q Approach, we will explore more dimensions and depths, and, therefore, often find the solutions that no one else and achieve results in days to weeks instead of months to years.  The speed and results matter more in crisis management.   The following case can show you the difference.

Another Example: Can He Handle the Job?

Mr. B, 38, had MBA and ten years of experience at a well-known leadership consulting firm in roles from consultant to local VP.  He was promoted to Regional Manager to boost regional sales and minimize turnover.  Two months later, sales remained flat, and turnover increased.  His wife was pregnant and very unhappy as Mr. B spent a great deal of time away from home due to the new job.  He was so burned out that he was contemplating resignation when he met us.

The Executive 6Q Assessment found Mr. B was an excellent consultant with many great leadership characteristics.  However, he was weak in sales and marketing and challenged in public influence, emotional expression, and others that were insignificant to a local VP.   There was no way to improve so many quickly.   We chose to optimize his emotion expression to first take care of his family crisis and later build intimacy with clients and colleagues. Through 30 minutes of training, he learned how to share his work stress with his wife, win her understanding and support, and how to utilize the same skills to connect with clients and colleagues more deeply.  He eliminated his family problem after the 30 minutes training.  One week later, he gained more confidence with his new job and could connect with clients and colleagues more deeply.

What would happen had he gone to a coach to discover the solution on his own?  Why his leadership firm could not anticipate his leadership development needs or support him efficiently during the crisis?  Read more in What Stop Leaders from Good to Great.

How well do you do at each part?  Take a quick quiz

How to Identify the “Missing Tools” Efficiently?

Every structure and process matters when building or managing a company.   The efficient way to identify the “missing puzzle” is to evaluate each element related and then target issues with the right tools. Because not every issue has a fast solution, it is wise to anticipate leadership development needs and do what is right.

Usually, the more capacities a person has, the fewer tools they miss. However, their learning resistance may rise significantly at the same time.  It has been heartbroken for us to watch a phenomenon in the past a few years — whenever a well-known Fortune 500 CEO suddenly reads our newsletters a lot, usually, he or she is in “hot water.” Soon the CEO will “retire,”  In fact, many of them did not miss big tools.  However, they refuse to acknowledge their new development needs and could not improve self until it was too late.

The New Year is coming. 

Do you desire to strengthen your leadership qualities rapidly, go from good to great, build level 5 leadership, or be an exceptional CEO?   Look around you to see if insufficient tools are holding you and your people back.   We are here to help if you need.

Above all, DO NOT GIVE UP before consulting The Prince Synergy even if your issue is impossible to anyone else.  To read more CEO case studies and learn more about the 6Q Approach, please read What Stop Leaders from Good to Great. 

About the Author

Bin Yang is a global CEO adviser and the Managing Director of The Prince Synergy that focuses on building exceptional leaders to strengthen society.  She authored What Stop Leaders from Good to Great.  If you’d like to learn how to empower yourself beyond IQ and EQ, consider reading the life stories in the book.  Webinars, free mini assessments and group classes are also available.  For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.


Book: What Stops Leaders from Good to Great?

Read the book that many Fortune 500 CEOs wish they have before their “retirement.”  Identify your “missing tools” to go from good to great beyond IQ. EQ and Behavior tools alone.  (3rd edition)


Many leaders work hard to go from good to great and build Level 5 leadership but have failed.  One reason is that some of them, including Fortune 500 CEOs, do not want to take their medicine when the price is low, and the result is fast.  In addition, traditional IQ. EQ and Behavior tools alone often have limited power over non-IQ and non-EQ issues.

The author was a physician and had residencies in Internal Medicine and Psychiatry.  At clinics, she noticed that many patients went to the hospitals since they could not handle challenges outside. To help her patients find “missing tools” to meet their challenge, she perfected the 6Q Approach she initially invented to recover herself from Traumatic Brain Injury.  Many patients recovered quickly with minimum re-occurrence.

Later, while amazed by Level 5 leadership, she also discovered that top MBAs and other institutions build leaders with IQ, EQ and behavior tools alone that have limited power over non-IQ and non-EQ issues and often cannot achieve great results due to “intractable issues.”

What Stops Leaders from Good to Great will first get to the root causes to share with you what can stop leaders on their journey, including those of Humility and Will.   Then the book will demonstrate how to strengthen leadership through multiple dimensions at leader, team, culture, and system levels.  Because the book aims to build Level 5 leaders who can retain startup DNA and be efficient with the hardest issues, you will read many fascinating stories how Yang identified the “missing tools” and “unexpected” solutions and help CEOs and other executives strengthen leadership rapidly.

Although the book has many topics on CEOs, the book is excellent for all levels of management personnel, including managers, and leaders of tomorrow.


Please contact us for a digital book since we have closed our Amazon account.  A word from the Author:

“I could not believe the online robbery until it attempted to victimize us.  We cannot enjoy the lower price & greater convenience at the expense of other businesses nor tolerate violation & threats. Can you?”

About the Author:

Bin Yang is the Managing Director of The Prince Synergy, a global CEO adviser and the inventor of the 6Q Approach.


Find Your Missing Tools for Motivation

To motivate others and translate strategy into action is a key to build a level 5 leader or an exceptional CEO.  However, many leaders overly use the tools for motivation as they believe “motivation” can enable a human being to overcome ANY obstacle.   In fact, they mainly use the psychological part of the motivation at a basic level.

For example, to motivate a person to meet the challenges that the person has the potential but does not know is a great way to get a job done while exciting and keeping the best.   Leadership style is one part.   To know the talent at a personal level is essential.  Without sufficient tools or the right direction, motivation alone can not only fail and delay the whole project but also lead to stress-related health issues like insomnia, burnout, heart attack and stroke.   “Can He Handle the Job?” is a good example.

The lack of in-depth knowledge about talent is one common development need among executives.  One root cause is that IQ, EQ, behaviors, and personality are not enough to know talent.  Below is a comparison between traditional piecemeal approaches and the 6Q Approach.

In addition, studies found that workplace stress is also #1 cause of turnover.   Turnover and healthcare costs both contribute to human capital costs.   How well do you know your talent?   Take a free Mini Leadership Assessment.


Join Us, Minimize the “Intractable Issues” in Leadership & Top Team Performance!


Many issues in leadership, team building and health are “intractable” because they involve the entire 6Q system, and IQ, EQ and behavior tools alone cannot solve the complex issues. This is also why only 13% of companies can build effective global leaders, today’s healthcare costs are skyrocketing, and many dreams cannot com etrue.

This video will show you how complex becomes “intractable” and what you can change around you, within you, be an exceptional leader, and build a high-performing team.

Video Transcript:

Welcome to The Prince Synergy! Today our topic is “Join Us, Minimize the “Intractable Issues” in Leadership & Top Team Performance, and Change the world for the better!”

In fact, many “intractable issues” are not truly intractable, whether to solve a medical disaster or build exceptional leaders and CEOs.   Let me first tell you about my background.  I went to medical school because of my parents although I was passionate about business and Law.  Later I realized this background combination was my blessing.

First in medicine. Many people go to the hospital because they have a hard time handling challenges outside and then developed stress-related health issues or worsen existing ones.  Some of them are highly motivated.  The best way to help them is not just to relieve their symptoms, but find the missing tools they need to meet their challenges and make learning easy and fast.  Then their health issues will not reoccur easily.  That was how I invented the 6Q approach.  Individuals not only have IQ, EQ but also Learning Q, Adversity Q, Public influence Q and Health Q.  All 6Qs are connected.

A few years ago, I heard about level five leadership and was excited to learn more.  However, to my surprise, I found that top MBAs and other institutions build leaders with IQ, EQ and behavior tools alone.   Although behaviors can reflect the 6Q system, one behavior can have several underlying structures.  Later Learning Q was added.  However, issues at the top are often complex, involving the whole 6Q system, for example, how to know your talent deeply, take the risk, manage conflicts, and handle setbacks, which are critical to building exceptional leaders and CEOs.  Because complex issues often involve the whole 6Q system, IQ, EQ, and behavior tool alone can make complex problems “intractable.”  Through the 6Q approach, we can locate the development needs precisely, make learning easy and fast and target issues with the right tools.  Thus, we often can save significant time and find efficient solutions to many “intractable issues.”   You can find many case studies on our website.

In general, many issues are “intractable ” due to improper tools, and therefore, a lot of time, money, opportunities and lives could have been saved.  For example,

  • Some years of leadership development can be completed in months or less if we can identify the root causes and use the right tools.
  • Leaders tend to overuse the tool of motivation.  Many patients at the hospitals can tell them that motivation alone DOES NOT have unlimited power. They also need the right direction and tools.
  • How to handle setbacks and failures or build resilience is critical to risk-taking, daily success and long-term success.  This issue has been one of the hardest to business.  However, with the right tools, we can not only build resilience but also build it ahead of time.

Building exceptional leaders and CEOs is the most efficient way to empower millions at one time, which is why we are passionate about minimizing “Intractable Issues” in leadership & top team performance.  However, we cannot achieve the big task by ourselves; therefore, we ask you to join us and minimize the  “Intractable Issues” with us.

You may wonder how.

  1. From now on, whenever you see someone is struggling too hard or in dismay, or hear someone telling you that so-and-so issue is impossible, ask yourself, “is the issue truly impossible?  Are they using all the right tools? “
  2. Empower yourself, so you can provide solutions.  There are free quizzes, webinars, group classes, private coaching and consultation at our website.  We also help you use the resources outside wisely so that you can minimize “intractable issues” around you, within you, be an exceptional leader and build a high performing team.
    before you consult The Prince Synergy even if your challenge is impossible to anyone else.  In addition, we pay 10% for each referral, 30% for “impossible” to the top 5 firms in the world.

To change the world for the better, we need every leader to join us and minimize “intractable issues” with us.  This is also a part of our building Level 5 leaders and exceptional CEOs.   Thank you!!

Speaker:  Bin Yang, Managing Director


3-Year Study Findings: What Fails MBA Leadership Development

LOS ANGELES, April 20, 2017– The Prince Synergy ( announces its 3-year study findings on what fails leadership development and stops leaders to go from good to great. Among 6 leading personal causes, 5 require more than IQ and EQ to handle.  However, most leadership development programs mainly offer IQ and EQ tools, some focus on secondary behaviors or psychometrics, and many use self-assessments and offer no practices.

Six Leading Personal Causes:
1. Miss the big picture.
2. Self-destruction.
3. General development needs in the management of people, conflict, and setback.
4. External challenges and failures to meet new development needs.
5. Be vulnerable under setbacks and failures.
6. Lack of a big dream or motivation.

Three Leading Development Causes:
1. Piecemeal IQ, EQ or psychological approaches
2. Focus on secondary behaviors
3. Self-assessments and no practices

When asked the significance of the studies, Bin Yang, the Managing Director at The Prince Synergy, said, “Leaders are needed most in complex issues and the storm, which often involve much more than IQ, EQ or psychometrics alone – it encompasses the entire system.  It is important to scan the development needs of a leader at different stages, and make learning and action precise, so they can achieve their goal faster and better, including being an exceptional CEO.  The key to do so is knowing all quotients of the leader, get to the root causes with the right tools, and not to waste time on secondary behaviors.  The more leaders we can empower efficiently, the better the world will ultimately be.”

To go from good to great and develop Level 5 leadership, leaders need to optimize their leadership efficiency at personal, interpersonal, and institutional levels. They need to stay on the right track, be ready for changes and disruptions, be highly effective in the storm, and prevent setbacks and failures.   The speed, results and costs often determine their rise and fall.

Unlike others, The Prince Synergy scans direction and development needs of a leader at each stage with its Executive 6Q Assessment, just like an MRI scans human body slice by slice.  In addition, The Prince Synergy integrates learning with practices.   Furthermore, The Prince Synergy helps leaders anticipate development needs before the 360-degree evaluation, prevent setbacks and failures, and take early action.   Thus, they often take less than 50% of the time others may require.   The Prince Synergy’s video can also be found on Youtube, and book “What Stops Leaders from Good to Great?” is available on Amazon.

About The Prince Synergy:

The Prince Synergy ( is a leading consulting firm whose mission is to inspire and enable businesses and individuals to be their best and enjoy lasting success.  The Prince Synergy delivers groundbreaking leadership development and performance management with its endless passion for freedom and creativity, as only The Prince Synergy can.

Media Contact:
For more info, or to schedule an interview, lecture, or appointment, please contact Judith Sullivan,, or 310-668-1828.


Learn from Fortune 500 Companies CEOs, Get ahead, Stay ahead!

2018 is coming.  Reviewing our records, I noticed another well-known Fortune 500 companies CEO opened “Take Your Leadership to Level 5 to Achieve a Greater 2017!!” 15 times a few days before he retired.  This has become a phenomenon in the past a fewer years– whenever a well-known Fortune 500 companies CEO suddenly reads our newsletters a lot, it usually means the CEO is in “hot water,” and soon would “retire” and disappear.  In 2014, Fortune 1000 Company CEO Replacement, Man: Woman = 252:1.

Most Fortune 500 companies CEOs desire to go from Good to Great.   While it is not easy to get ahead, it can be harder to stay ahead.   When a person achieves more, his or her self- monitoring system often turns loose instead of becoming stronger.   The “yes” men and applauds around them usually speed up the decline: some stop updating self and miss new opportunities.  Some make unwise investments and lose.   Some are trapped in their own “Proxies” and lays of structure and lose velocity.  Some become arrogant and abusive towards others and are forced out of office…   These happen not only to Fortune 500 companies CEOs, but many others, including a well-known leader in innovation.

Some of these Fortune 500 companies CEOs have made their companies the leader in their industry while others have kept their company the leader.  Some have brought their companies to Fortune 500.  Some of the Fortune 500 companies CEOs have brought their businesses back to Fortune 10. They could have enjoyed their work more had they refreshed their self-monitoring system on time and stayed updated.  They could have continued to make more differences had they built sufficient resilience ahead of time and update others parts (unlike other skills, it is often hard to build resilience during the storm as setbacks and failures can shut down human mind and body).

While some CEOs stop improving themselves, the world never stop changing, and some changes come at an experiential rate.  How the 10 most valuable companies change in the U.S. in the past 100 years reflects the worldwide change.

Talent like the Fortune 500 companies CEOs are precious.   Fast replacement is not the best way to achieve lasting growth.  Instead, business should choose their CEOs with the right tools and support them to build level 5 leadership or enduring greatness.  It breaks my heart to see them disappear.  What these Fortune 500 companies CEOs need is to strengthen self-monitoring system, build resilience, and update other parts AHEAD OF TIME, which is called “Stay Ahead.”   Do those Fortune 500 companies CEOs know the necessity?  Yes.   However, they think that is someone else’s issue until it is too late.   This is a typical “intractable issue” within us.  I have been there, too, which is why “stay ahead” is included in the first and last practice classes of our Level 5 leadership curriculum and the book What Stops Leaders from Good to Great.

  • Have you conquered a lot in the past a few years?
  • Do people applaud for you often?
  • Do you feel like you have the answer for everything?

It is time to evaluate your self-monitoring system, resilience, associated parts, and build Level 5 leadership style to stay ahead.  The technology has helped many other executives get ahead and stay ahead.  Will the technology help you as well?  Try the Mini Leadership Quiz or join the next webinar.

I love to hear your feedback. Please share the lesson from the Fortune 500 companies CEOs with your friends.

About the Author
Bin Yang is a global CEO adviser, Dr. Leadership, and the Managing Director of The Prince Synergy (, a leading consulting firm that focuses on building exceptional leaders and optimizing top team performance, and solves the hardest issues that no one else can.  She authored What Stop Leaders from Good to Great, Take Your Leadership to Level Five.  For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.


2014 Fortune 1000 Companies CEO Replacement, Man: Woman = 252:1

Los Angeles, CA Dec. 4th, 2014– The Prince Synergy ( announces its latest studies on CEO Replacement at Fortune 1000 Companies in 2014.   Among 253 Fortune 1000 Companies CEO replacements, man: woman= 252:1.  The departure rate for men is 252/947=26.61% and women 1/53=1.87%.  The most common placement is departure.  Women held 46 CEO positions at Fortune 1000 in 2013 and 53 in 2014.

When asked the significance of the studies, Bin Yang, the Managing Director at The Prince Synergy, said, “Fast CEO Replacement is inefficient for Fortune 1000 Companies to achieve lasting growth.  Today’s technologies can anticipate development needs,  seed of early decline  and others long before 360 degree.  Instead, businesses should choose the right CEOs with the right tools and empower their CEOs to take charge of strategy execution, speed, and costs, which is win-win.”

The top priorities for CEO are to keep their vision and power up-to-date, so they can react to shocks and capture opportunities efficiently.   And the first step is to stay open.  However, only 17.92% of the replaced group opens The Prince Synergy newsletters while 63.89% of women CEOs do.  Some Fortune 1000 Companies CEOs rely on their executive assistants who delete every mail.   Compared to men, women Fortune 1000 Companies CEOs tend to carry more loads and meet higher standards at work and in life.

About 30-40% of intractable business issues are due to traditional IQ, EQ or behavior approaches because each person has 6Q.  CEOs can leverage their human capital more efficiently with the right tools, for example, how to maximize leadership efficiency, manage conflicts, use the right people, and build smart systems.  The latest tools utilize the 6Q multi-tasking talent model and the 6Q Approach.  As competitions intensify, vision, speed and results determine the rise and fall of the Fortune 1000 Companies CEOs and businesses.

About The Prince Synergy:

The Prince Synergy ( is a leading consulting firm that takes leadership from good to great and solve the hardest issues that no one else can.  We help leaders build long-term social and economic value in the world with increasing uncertainty and complexity. For more info, or to schedule an interview, lecture, or appointment, please contact, or 310-668-1828.

Do you have the right tools to meet challenges and stay ahead of changes?  Take a short Leadership Tool Quiz.


from PwC CEO Study to How to Focus on the Long Term, Go from Good to Great

Executive Summary:

Not every leader and elite has what they “should.”  The article will explore PwC CEO Study and use how to focus on the big picture and focus on the long term as an example to demonstrate how to be a CEO and go from good to great efficiently.   A webinar and a mini assessment are available for hands-on experiences.

Recently, PwC released its 2016 CEO study–17 years CEO succession analysis at the world’s largest 2,500 public companies.  It is sad to see such a high CEO replacement number, especially the increase in CEO dismissals for ethical lapses from 3.9% in 2007-2011 to 5.3% in 2012-2016—a 36% increase.

Do more CEOs lack integrity?  Not likely.  Media spread is one issue.  Unable to take early action is another.  In fact, we can reduce the second cause by catching many development needs of CEOs before “the 360-degree evaluation.” When CEOs can take early action, businesses can also achieve more via management continuity, which is what we have found in our 2014 Fortune 1000 CEO study.

Traditional approaches are mainly behavior summary plus IQ and EQ tools.  However, each person is an integrated 6Q system, and IQ and EQ issues can have non-IQ and non-EQ causes.  Behaviors can reflect the underlying 6Q structure, but cannot make it.    Without knowing the rest of the system, it is hard to get to the root causes, anticipate the development needs, and take the right action.  Some leaders are genius in reading people.  They are the exceptions here..

Know Yourself Ahead

Many executives desire go from good to great, develop level five leadership or become an exceptional CEO.  To know self is the first step.  By evaluating 6Q, CEOs can know themselves deeper, broader and take effective action.

The first two items define if the CEO can be good.  The rest determine if they can be great, to build enduring greatness, develop level five leadership, or become an exceptional CEO. These are an executive’s baseline.   Once the goal is clear, we can anticipate or valuate the gaps (development needs of a leader) and potential issues, solutions, alternatives, costs, etc.

How to Be a CEO Efficiently? 

Each step involves many underground works.  To focus on the big picture and focus on the long term is the first step to how to be a CEO, go from good to great, and develop level five leadership. Let’s explore what can cause CEOs to “miss the big picture” and how to manage efficiently.
How do you do in key areas?  Let’s take a quick assessment. 

1. Focus on the Big Picture, Focus on the Long Term

How well a person can focus on the big picture and focus on the long term is determined by its structure, execution, sustainability and more.

– Have a Good Structure 

Franklin Roosevelt and Steve Job were leaders in their fields.  Could they switch industries?   Most people can understand the technical foundation, such as talent type, knowledge base, experiences, and decision-making, but miss another piece.

A healthy Ego is critical for leaders not to hunger for applauding and make independent decisions that may take years to get results, for example, Franklin Roosevelt in the World War II.  A person with a healthy Ego has no problems to admit his or her errors and learn from the mistakes.  A healthy Ego is also necessary for leaders to be fair to others and win hearts and minds.  Without a healthy Ego, executives may be able to tell an ass kisser from a praiser and know what is right for the enterprise but still choose the ass kisser to satisfy their Ego.   Some may think they can steal, rob and destroy their competitors and then silence the competitors with threats.  In fact, these people are digging a grave for their Day One!!  Humility is only one reflection of a healthy Ego.

By knowing their talent type, knowledge base, and experiences, leaders can choose their right direction and action.   By strengthening the health of their Ego, leaders can develop many positive behaviors while eliminating negative ones and focus on the big picture naturally.  “Missing the big picture” is only a behavior or a result, not the root causes.  However, many institutions waste their time on secondary behaviors.  

– Sustainability

A right structure is only basic.  As time passes, CEOs can succeed and fail, which can inflate or deflate leaders’ Ego.  Some executives can over estimate self, disrespect others, and make unwise investments.  Some think they can steal, rob, destroy and then silence competitors.  In fact, these people are digging a grave for their Day One!! Some can become depressive, lose work efficiency, and leave a job undone.  Other events can challenge executives as well.  For example, Peter Drucker was so sad after he lost his mother that he did not return his clients’ call.  Later it took him 3 years to get those clients back.

In the meantime, as disruptions and changes can come from all directions at an exponential rate, new challenges can exceed CEOs’ current capacity or disable then.  Then issues that can impact their learning or adjustment will step in, for example, talent type, personal interest, knowledge base, resources, etc.  Setbacks and failures can shut down leaders’ mind and body.

Sustainability is essential for a CEO to go from good to great and develop level five leadership. Resilience is also needed for daily negotiation, innovation, etc.  By knowing self ahead, CEOs can take custom training and save time and effort.  To be cool in the storm also makes great bosses unforgettable.  Unfortunately, many Fortune 500 CEOs only think of us when they are in “hot water,” which is heartbreaking to me.

Do you know yourself deeply?  Take a quick assessment. 

– Strategy, Innovation & More
Can the institutional focus, industrial insights, and resilience guarantee success?  Not always.  Japanese are well-known for the three.   Still, many of them fail since they do not compete with strategy but imitate one another and cut down their own profit.  How Japanese compete has a lot to do with their culture that encourages obedience and loyalty, not autonomy and innovation.

On the other hand, the same culture system also builds a broad knowledge foundation that Western Culture fails to do.  By knowing an executive deeply, we can evaluate the negative impact of their culture, identify the missing segments of their innovation and strategy, and maximize their success.

2. The Other Steps

To focus on the big picture and focus on the long term is only the first step to how to be a CEO, go from good to great, or develop level five leadership.   To convert their vision into effective action, team performance management is essential.  In the past 3 years, we have studied what fails leadership development and stops leaders from developing level five leadership among fortune 1000 companies and other large institutions.   Many CEOs and executives show the following leadership development needs:

Most of the above require more than IQ and EQ to handle.  Unfortunately, most leadership development programs mainly offer IQ and EQ tools, and some programs focus on secondary behaviors.

Speed and Results Matter!

Not every leader has what they “should.”   However, they can still go from good to great if they can identify their “missing software” and take early action or the right action.   By getting to the root causes with the right tools, we often can be at least 50% faster that others, which have saved many dreams.

Can He Handle the Job” is a good example.   An executive at leadership consulting firm was promoted to a regional manager and almost resigned 2 months later because of business and family crises.  The Assessment found that he had too many development needs of a leader that to fulfill at that time.  Thus, I chose to improve his emotional expression to eliminate his family crisis so that he could focus on his new job.   He did, through a 30-minute learning, which saved his job and the region.

How to be a CEO is the beginning.   The sooner the CEO knows “How to Be an Exceptional CEO,” the better the person can prepare self for lasting growth with the right tools instead of IQ, EQ and behavior tools alone that McKinsey and others use.   “Should a CEO be Charming” is another challenge on the journey of how to be a CEO.

Catch Development Needs before 360 Degree Evaluation 

The 360-Degree Evaluation is a great tool to closes the gaps between individual self-awareness and objective reality.  The observation starts AFTER someone gets on the spot.  However, what is on the surface is not equal to the root causes and the issues beneath, not to mention those that will emerge in new environments.    

The Executive 6Q Assessment is designed to catch the development needs of a leader at different stages, like MRI, recommend action accordingly, and make learning easy and fast.  We evaluate every talent element even they are “insignificant” today.  By knowing self well ahead, CEOs can be ready for the future, be highly effective in turbulence, and hopefully, develop level five leadership.   When CEOs can go from good to great, businesses and society can also achieve more through management continuity, which is why we are enthusiastic about how to be a CEO and build level five leadership.

Furthermore, because the 6Q data is good for two years in the absence of significant events, we can assist executives with their next challenge thousands of miles away.  Will there be gaps between anticipation and reality?  Yes, no one can anticipate everything in the world no matter how hard they try.  Thus, the two assessments can be a great synergy.

How we help clients


PwC CEO study reviews that CEOs face increasing complexity, uncertainty and storm.   Although not every leader has what they “should,” today is not their tomorrow as they can develop what is needed.  This is why today’ direction and power cannot define a good leader and a great one; without the right underlying structure, today’s glory cannot last

On the other hand, no one is designed for every challenge, and not all issues have fast solution.  Thus, it is critical to know CEOs’ all 6Q instead of IQ, EQ and behavior alone ahead of time, and take early action, from the focus on the big picture, focus on the long term, to team performance management.  When CEOs can go from good to great, businesses will also get to the next level, and society can also prosper.

In the meantime, a leader should not just focus on how to be a CEO, but how to be an exceptional CEO.  The sooner the leader know the gap, the better the leader can prepare self for lasting growth with the right tools instead of IQ, EQ and behavior tools alone.  That is what set us apart from McKinsey and others.  How to be a CEO is about not only a CEO, but also a team and a society that a company serves.   To build great CEOs is one of our efficient ways to bring productivity and happiness to the world, which is our mission and vision.

About the Author 

Bin Yang is a global CEO adviser and the Managing Director of The Prince Synergy, a leading consulting firm that focuses on building exceptional leaders to strengthen society.  She authored What Stop Leaders from Good to Great,” Go from Good to Great Efficiently.  If you’d like to learn how to empower yourself beyond IQ and EQ, consider reading the life stories in the book.  Webinars, free mini assessments and group and individual solutions are also available.  For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.