CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest

They didn’t just raise aspiration levels; they changed the definition of success.

The odds of moving from being an average performer to a top-quintile performer over a ten-year period are only one in twelve.

creating a game-changing vision for their organizations. They do so by… … finding and amplifying intersections … making it about more than money … not being afraid to look back to look forward … involving a broad group of leaders in the process

setting the right course is, “at the intersection of four circles: what the world needs, what you are good at, what you are passionate about, and how you can make money.”

They embrace uncertainty with a view that fortune favors the bold. They’re less a “taker” of their fate and more a “shaper”—constantly looking for and acting on opportunities that bend the curve of history.

only 10 percent of companies create 90 percent of the total economic profit (profit after subtracting the cost of capital) and that the top quintile performers deliver thirty times more economic profit than the companies in the next three quintiles combined.

“the test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function”

From our interviews six key responsibilities emerged: setting the direction, aligning the organization, mobilizing through leaders, engaging the board, connecting with stakeholders, and managing personal effectiveness.

“The CEO role is the intersection of all contradictions.”