Leadership transitions are pivotal moments. A CEO’s first 100 days in a role are exhaustively studied; the last 100 days far less so, despite the steep costs of poor exits and the compounding benefits of good ones. For organizations, mishandled transitions can erode shareholder value, destabilize strategy, and undermine trust. For individuals, they can unsettle identity, strain relationships, and tarnish reputations.

Michael Bungay Stanier’s Change Signal Podcast argues that most change management ‘best practice’ is often hopelessly outdated, mind-numbingly boring, consultant upsell, so wrapped in corporate jargon it might as well be encrypted. I agree!

Therefore I was delighted to be asked to provide some practical C-Suite wisdom to equip future change leaders.

The six Horsemen of Executive Performance provide a new way of analysing occupational risk for senior leaders. Unlike assessments based on traits or personality, this framework has been built around the demands od the C-Suite. It serves to build awareness and shape mitigations against the precitable hazards that go together with operating at the very top of business.

We are delighted to share our recent contribution to the FT Working It newsletter. We discuss with Isabel Berwick how senior leaders must recognise the power dynamics that accompany their role and ensure they receive independent challenge and feedback in the C-suite.

Kate Lye joins Isabel Berwick, host of the Financial Times’ Working It podcast to explore how businesses can navigate these C-Suite challenges. 

Why are world-class athletes surrounded by a dedicated support team managing their food, sleep, fitness, mental health, PR and more, while world-class CEOs largely go it alone?