MUMBAI: It’s become lonely at the top with CEO burnout now looming as a real concern.
Over the past two years, demand has increased manifold CEO.
They are required for resilient, adaptable and, at the same time, empathy and care about the employees.
Nine out of 10 CEOs in a global study by Egon Zehnder (EZ) of about 1,000 leaders- which 6% came from India and agreed that, in recent years, the CEO post has been moved to the center of the world is hard, with a more diverse and divergent voice.
2021 looks likely to break the record CEO departures.
Already, CEO tenures have shortened over the last decade, shows an analysis of 214 companies.
EZ analysis of 214 large, publicly traded companies worldwide found that half of them (48%) has been appointed CEO of three or more in the decade from 2011 to 2020.
As many as 39% of the leadership transition in the company of an emergency departure researched ez – CEO suddenly resign or be fired, or caught off guard board and not to extend the contract.
A large number of CEO departures are due to serious illness or death.
EZ India Pallavi Kathuria managing partner says this is the first time in two years that the CEO talked about burnout is quite open.
“Increasingly, stakeholders also increased pressure,” he said.
“The last two years have been very tiring for CEOs because they have to not only think about business performance, but also about motivating and attractive employee.
CEO duties have become increasingly complex.
There are many things that have been placed on the shoulders of a leader because, in the end, that’s where the buck stops, “said Kathuria.
CEO’s technology products Boat maker Vivek Gambhir said continuous flux, varying demands, constant juggling multiple priorities and make a lot of CEOs exhausted and drained – both physically and emotionally.
“CEOs need to develop more self-awareness and showing the vulnerability so that they can seek help when needed and do not see themselves as superheroes.
Many CEOs tend to isolate themselves.
It is important to create more in owning and instill a sense of collective ‘we’ in the team so that it feels like everyone in it together as opposed to the CEO taking on all the pressure, “said Gambhir.
Kathuria said the pandemic has caused people to think about the purpose of their lives and it is also one reason why the CEOs stopped.
While less than half of the CEOs in the study EZ said they were fully aligned with the executive team and board, 80% believe there is a need to change themselves and their organizations.
Sanjay Khosla, a partner and senior lecturer at the Kellogg School of Management, who is also an executive coach for CEO, said the script has changed dramatically with the need for adaptation, resilience, humility and curiosity to be much more intense.
successful leader, said Khosla, ‘change’, build ‘team’ and build trust ‘in order to thrive.
“Every leader has a choice-to be comfortable, or fly.
I believe it is very dangerous to be comfortable.
transform a successful leader, with their heads in the clouds and feet on the ground, “he said.
He added that the collaborative work has become even more important in the world this Zoom.
“I found the superstar individuals mengatakan’Aku’bukan’Kami’telah be even less effective.” At the same time, he said the need for each other back even more important in this world of human contact is reduced.
On the other hand, it could be a burden for the organization launched a search often elusive right-fit CEO.
“CEO succession is always complex.
This is a role where failure is very expensive.
Most of our clients to focus on retention and maintenance of their senior leaders.
But that does not mean that the organization will not do CEO succession planning, “said Kathuria.
With organizations demanding new CEO to hit the ground running and less wobbly, Kathuria said EZ, as the leadership advisory firm, is trying to reduce the time required for the CEO to be onboarded.
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