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Two CEOs, No Drama: Ground Rules for Co-Leadership

The co-CEO model can actually work. Here’s how. Leonard, the chairman of a global consumer goods company, was wondering what to do with the two co-CEOs running the firm. While it had seemed a great idea to have two individuals at the helm, this arrangement had led to conflicts, stalled initiatives and an overall lack of direction. Some of the company’s most valued executives had left. Before Leonard had put the co-leadership structure in place, some of his peers had pointed out to him how rare it was. The health sector was one exception, with successful dyads composed of one person having medical expertise and the other, administrative skills. Leonard knew of several professional service and family firms that also thrived with co-leaders. What had gone wrong?

Our Addiction to Charismatic Leaders Needs to Stop

The Connections Between Love and Work

Seven lessons about relationships that could save your career. “What happened with me would not have happened without her.” – Warren Buffett, on his late wife Susie A promising field of management research explores the role romantic partners play in shaping work outcomes. At INSEAD, for example, Professor Jennifer Petriglieri’s book, dual-career couples to thrive. And in recent research, Professor Winnie Jiang finds that romantic partners who do not sync in terms of the meaning they assign to their work end up struggling more during job transitions and are less satisfied at work. In my own C-suite seminar at INSEAD, it has always struck me how keen participants are to switch – unprompted – from discussing business to talking about their marital woes. Time and again, I have marvelled at how repetitive certain life patterns are. And how intertwined personal and professional lives are.

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