麦肯锡-最孤独的工作？顶级CEO如何应对困境和脆弱性（英）-2024-WN8.doc

Theloneliestjob?Howtop

CEOsmanagedilemmas

andvulnerability

Thisarticleconsolidatesinsightsfromaround100seniorleadersonfive

commondilemmasthatcomplicatetheirabilitytoleadinthefaceof

competingpriorities.

Thisarticleisacollaborativee?ortbyGautamKumra,JoydeepSengupta,andMukundSridhar,withJaniceKoh

andJenniferChiang,representingviewsfromtheMcKinseyCenterforCEOExcellence.

August2024

Formanyleaders,assumingtheroleofCEOisa

keycareergoalandtheculminationofdecades

ofhardwork.TheCEOroleisalsoamongthe

mostchallenginganddemandingpositionsin

anyorganization—particularlyduringtimesof

uncertaintyandupheaval.

linebetweenpreservingthecoreoftheirbusiness

andinnovatingforthefuture?Howcantheydeliver

short-termresultswhileinvestinginlong-term

organizationalhealth?Howdotheypreservea

personalidentitywhilefullyimmersingthemselves

intheirrole?

About100CEOshavepassedthroughtheMcKinsey

CenterforCEOExcellence(MCCE)leadership

programsinceitlaunchedinmid-2022(formore

informationontheMCCE,seesidebar,“Aboutthe

McKinseyCenterforCEOExcellence”).These

seniorleaders—representingcompaniesfrom

Africa,Asia,Europe,andtheMiddleEast—have

openlysharedtheirtriumphsandstruggleswithus.

Inapreviousarticle,wesharedprovisionalresults

fromourproprietaryCEOExcellenceAssessment

Tool(CEAT),aself-assessmentsurveydesignedto

captureCEOs’aspirationsandbehaviors.1

ByilluminatinglessonslearnedbyCEOsduring

thesedi?cultmoments,wehopetoshedlighton

aseldom-discussedsideoftheCEOexperience.

TheCEOjourneycanbelonely,andeventhemost

successfulCEOsexperiencemomentsofdoubt

andvulnerability.Wehopethisarticlesparksan

openconversationaboutthemanyoverlapping

challengesfacingtoday’sCEOsaswellasthe

tacticsandstructurestheycanusetobolster

theirperformanceatworkandmaintainasenseof

per