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:
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.
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.
About the Author
Bin Yang is a global CEO adviser, leadership Doctor and the Managing Director of The Prince Synergy (www.theprincesynergy.com), 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.
LOS ANGELES, Oct 10, 2017– The Prince Synergy (www.ThePrinceSynergy.com) announces that they open its leadership practice and programs internationally to minimize “intractable issues” in leadership and top team performance worldwide.
When asked the significance of the plan, Bin Yang, the Managing Director at The Prince Synergy, said, “Many people are so used to ‘Intractable Issues’ in leadership & top team performance that they stop questioning the fundamental or looking for solutions. Issues at the top are often complex, involving individuals’ whole 6Q system. Technology (IQ), psychometric (EQ), and behavior tools alone can make complex issues ‘intractable,’ which is why only 13% of companies can build effective global leaders. Through the 6Q Approach, we can be 10 x faster and find efficient solutions to many ‘intractable issues.’ In addition, learning needs to be integrated with practices since workplace practices are not available to everyone and are often inconsistent.”
The Prince Synergy focus on building level 5 leaders, exceptional CEOs, and optimizing top team performance since it is the most efficient way to empower millions at one time. The Prince Synergy’s programs and classes are designed to target the compound challenges along the leadership journey, including those that no one else can, for example, how to know talent deeply, manage self-induced conflicts, and build resilience.
Unlike others, The Prince Synergy assesses the root causes of development needs instead of analyzing behaviors as different root causes can have the same behavior. In addition, The Prince Synergy emphasize on catching development needs before the “360-degree assessment” and taking early actions. Ms. Bin Yang first invented the 6Q approach at clinics and helped many patients meet challenges and stay healthy. The holistic approach bases its interventions on business, law, medicine, psychology, and evaluates the whole 6Q system simultaneously to identify the root causes and make learning easy and fast.
The Prince Synergy chooses solutions through its diagnostic program. It has programs that take leadership from good to great, manage conflicts, multiply leadership styles, and pursue organizational benefit efficiently. It also has programs that aim to improve leadership skills and performance in days to weeks or target other unique needs. Some clients are highly interested in its practice classes since workplace practices are unavailable to everyone or do not have the piece they need consistently.
The Prince Synergy’s video, “Join Us, Minimize the ‘Intractable Issues’ in Leadership & Top Team Performance!” can be found on Youtube (https://youtu.be/E1BjvALU1QA), and book “What Stops Leaders from Good to Great?” is available on Amazon.
About The Prince Synergy:
The Prince Synergy (www.theprincesynergy.com) is a leading consulting firm that focuses on building exceptional leaders and CEOs and optimizing top team performance to strengthen society, and that solves the hardest issues that no one else can.
For more info, or to schedule an interview, lecture, or appointment, please contact Judith Sullivan, firstname.lastname@example.org, or 310-668-1828.
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.
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.
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.
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.
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?”
After 3 years of studies on what fails leadership development and stops leaders from good to great, we have found 6 leading personal causes, 5 of which require more than IQ and EQ to handle. However, most leadership development programs mainly offer IQ and EQ tools, some focus on secondary behavior, and many use self-assessments and offer no practices. The video will show you why and how to solve the problem.
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.
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.
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,
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.
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
LOS ANGELES, April 20, 2017– The Prince Synergy (www.ThePrinceSynergy.com) 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.
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 (www.theprincesynergy.com) 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.
For more info, or to schedule an interview, lecture, or appointment, please contact Judith Sullivan, email@example.com, or 310-668-1828.
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.
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 (www.theprincesynergy.com), 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.
Los Angeles, CA Dec. 4th, 2014– The Prince Synergy (www.ThePrinceSynergy.com) 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.
The Prince Synergy (www.theprincesynergy.com) 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 firstname.lastname@example.org, or 310-668-1828.
Do you have the right tools to meet challenges and stay ahead of changes? Take a short Leadership Tool Quiz.