Boards choose leaders who look, sound and act like them.
Leaders choose adjutants who look, sound and act like them.
Risks are rarely taken, and “experiments” left for where the
potential damage of a false move will be limited.
Under such risk-averse circumstances, how can transformation
be achieved? How can the hiring decisions of a century ago be
shaken up for a new millennium and a new global landscape?
How can this be achieved without throwing caution to the wind
and while maintaining board and shareholder confidence?
There is a narrow view of what defines leadership and the
hesitance to change hamstrings progress.
It is not about an
unwillingness to
change. It is about
unwillingness to
take risk.