What experiences does this executive need over the next five years to prepare them for enterprise leadership?
External leadership has also emerged consistently. Many executives are highly accomplished at leading internally. They have built strong teams, delivered transformation, improved performance and influenced Executive Committees.
Yet development recommendations frequently focus on increasing Board confidence rather than simply Board exposure, strengthening investor relationships, building strategic partnerships, engaging more closely with customers, governments and regulators, and becoming a credible ambassador for the organisation.
The role of a senior executive is no longer simply to run an organisation. Increasingly, it is also to represent it. External leadership is becoming as important as operational leadership.
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