Plenty of senior leaders arrive at the top expecting to carry out a larger version of what they did before. They’re poised to deliver deeper expertise, sharper functional judgement, broader decision-making. But, as one door closes behind them, the enormity of their new role hits home. It soon becomes clear the skills that made them stand out in finance, operations or commercial are now the baseline, and what’s needed now is the ability to carry the whole thing.
From bitter past experience, boards across the country tell us they lack confidence in the next generation to run the enterprise rather than a function. Meanwhile, those being promoted often feel under-equipped for the step.
We’re interested in building robust levels of leadership confidence, ahead of individuals landing the top job. Squarely focused on N-1 leaders being asked to make the next leap, this paper draws on a handful of top CEOs who both mentor on Holmes Noble’s flagship CEO-skills programme ‘The Ascent’, and appear on our Advice from Above podcast, hosted by Amy Speake, CEO of Holmes Noble.
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