Essential Qualities of CEOs Prepared for the Future
In today's rapidly changing business landscape, the traditional "CEO as hero" model is fading, making way for a new approach that emphasizes resilience, diversity, and continuous learning. Deb Rubin, Global Chair and CEO of RHR International, is at the forefront of this shift.
The best CEO succession planning, according to Rubin, is an "evergreen process" that begins the day a new CEO takes the helm. This approach involves a deliberate strategy of job rotations, stretch assignments, coaching, and board exposure. Leaders must think like strategists, viewing talent development and succession planning as core components of their business strategy, and work closely with their Chief Human Resources Officer (CHRO) and board.
The CHRO's role has transformed from a cost center to a strategic partner in growth, and is increasingly central to the CEO succession process. CHROs work directly with the board to manage expectations and candidate dynamics in the CEO succession process. The alignment of the board, CEO, and CHRO is necessary to determine the skills future leaders will need and to identify and close gaps in the current talent pool.
Resilience is a key trait for any modern leader. For Rubin, resilience isn't just about bouncing back from failure or navigating change, it's about owning the responsibility to rebuild trust, one decision at a time. Leaders today must ask themselves if they are leading with honesty and transparency, even when it's difficult.
Success today requires a leader who can leverage the diverse experiences and capabilities of their entire team. The winning formula isn't about finding a perfect individual, it's about assembling a balanced, high-performing team that can collectively navigate challenges. Leaders must cultivate self-awareness, understand their strengths and weaknesses with brutal honesty, and build a team that complements their skills.
The method builds a resilient organization, one that has a deep bench of talent ready to step up when unexpected challenges arise. This approach focuses on continuously developing a pipeline of leaders prepared for the future. Trustworthiness and honesty are the traits respondents value most in leaders, yet the most recognizable figures are often seen as the least trustworthy.
The CHROs who are succeeding in this expanded role have built a solid foundation of trust and credibility. Embracing continuous learning, actively seeking out new knowledge, and being willing to reinvent their approach are essential for these CHROs.
The erosion of confidence isn't just a statistic - it's a call for reflection and action. Public trust in leaders is in crisis, with more than three-quarters of Americans unable to identify any public leaders they admire or aspire to emulate. It's time for leaders to step up and rebuild that trust, one decision at a time.
