Guests Kurt Strovink and Carolyn Dewar discuss how mid-tenure CEOs can avoid complacency and create more value. They explore challenges faced, continuous learning, taking an outsider's perspective, and charting the next S curve. Valuable insights for CEOs to sustain high performance and adapt strategies based on experience.
Mid-tenure CEOs should adapt their strategies while keeping core messages consistent.
Continuous learning and external perspectives are crucial for mid-tenure CEOs to drive future growth.
Deep dives
The importance of adapting strategies and messages
Mid-tenure CEOs need to vary their strategies and messages based on learnings and adapt to new challenges. They should keep the core set of messages consistent while optimizing and adapting their approach.
The need to constantly learn and broaden perspectives
Mid-tenure CEOs should prioritize continuous learning and seek external perspectives. They should engage with customers, investors, and fellow CEOs to gain insights and generate new ideas for future growth.
Navigating the transition to the next S-curve
CEOs in mid-tenure should anticipate and plan for the next phase of growth by defining the next S-curve. They should assess their team structure, evolve their operating model, and identify potential successors to ensure a smooth transition.
Future-proofing the organization
Mid-tenure CEOs should invest in relationships with stakeholders and develop a crisis management playbook. They should have an outsider's perspective to anticipate risks and challenges. Additionally, they should focus on maintaining their own well-being and that of their team to sustain long-term success.
The best CEOs find a new gear and sustain momentum and high performance after the heady first years in the job. We're joined by Kurt Strovink, a senior partner in our New York office, and Carolyn Dewar, a senior partner in our Bay Area office, to discuss the four ways CEOs can avoid complacency and create even more value in their mid-tenure.