第1章
The CEO's Playbook: Leading with Excellence in a Complex World
In a world where leadership failures make headlines daily, what truly separates extraordinary CEOs from the rest? The answer lies not in some magical personality trait or secret formula, but in how the best leaders approach their fundamental responsibilities. "CEO Excellence" offers a rare glimpse into the mindsets of the world's most effective corporate leaders-those who have consistently outperformed their peers by generating 2.8 times more shareholder returns than average. Through unprecedented access to 65+ top-performing CEOs, the authors uncovered patterns of excellence that transcend industry and geography. This book has become required reading at Harvard Business School and a favorite of leaders like Bill Gates, who praised its practical wisdom. At its core, the message is clear: CEO excellence isn't about playing small ball with incremental improvements-it's about making bold moves that transform organizations and create lasting value.
第2章
Direction-Setting: The Courage to Be Bold
The best CEOs don't just raise aspirations-they fundamentally reframe what winning means for their companies. When Hubert Joly took over a struggling Best Buy, conventional wisdom suggested the retailer was doomed to fail against Amazon. Rather than accepting this fate, Joly reframed Best Buy from "a retailer selling electronics" to "a company enriching lives through technology." This vision led to counterintuitive moves like embracing showrooming and partnering with vendors through stores-within-stores, ultimately driving a 330% stock increase during his tenure.
What separates excellent CEOs is their ability to make their vision about more than money. When Herbert Hainer led Adidas, he focused on "helping athletes perform better" rather than financial metrics. He told investors, "We will never disappoint an athlete with our product," investing heavily in product development despite pressure to match Nike's profit margins. This purpose-driven approach grew Adidas's market capitalization from $3.4 billion to over $30 billion during his fifteen-year tenure.
The best CEOs don't just set bold visions-they pursue equally bold strategies to achieve them. When Satya Nadella took over Microsoft in 2014, he paired his vision of "empowering every person and every organization on the planet to achieve more" with massive strategic moves: $50 billion in acquisitions, doubling investments in cloud services and AI, shifting from boxed software to subscription services, and divesting the mobile phone business. The result? A 60% revenue increase and sixfold stock price growth over six years.
Research across nearly 4,000 global companies reveals five strategic moves that matter most: (1) buying and selling businesses regularly, (2) investing at 1.7 times industry median rates, (3) improving productivity 25% more than peers, (4) differentiating to achieve 30% higher gross margins, and (5) reallocating more than 60% of capital among business units. Companies making three or more of these moves are six times more likely to rise from average to top performance.
Excellent CEOs also think like outsiders when allocating resources, challenging historical spending patterns. Boston Scientific's Mike Mahoney shifted R&D dollars from low-growth core businesses to faster-growing markets, increasing revenue and EBITDA by over 50%. Even insiders can think like outsiders, as demonstrated by Intel's Andy Grove and Gordon Moore when they pivoted from memory chips to microprocessors despite internal resistance. The best CEOs start with a zero base where no investment is taken for granted, solve for the whole company rather than individual divisions, manage by milestones rather than annual budgets, and actively prune underperforming investments while nurturing promising ones.
第3章
The Soft Stuff Is the Hard Stuff: Aligning Your Organization
While only one in three strategies is successfully implemented, the best CEOs recognize that failure isn't typically an intellectual problem but an emotional one. The "soft stuff"-people and culture issues-accounts for 72% of barriers to success. Rather than delegating these challenges solely to HR, excellent CEOs "treat the soft stuff as the hard stuff," ensuring every senior leader owns the people-related implications of strategy.
The most successful CEOs focus cultural change on "one thing" that will make the biggest difference. When Paul O'Neill took over Alcoa, he focused solely on worker safety, explaining: "If I could start disrupting habits around one thing, it would spread to the entire company." Despite investors' initial skepticism (one advised clients to sell immediately), within a year the company delivered record profits, and net income increased fivefold during his tenure. Other examples include Aon's "Aon United," Lockheed Martin's "Innovation with Purpose," Netflix's "Freedom and Responsibility," and Mastercard's "Decency Quotient."
To make cultural change happen, the best CEOs reshape the work environment, make it personal, make it meaningful, and measure what matters. Greg Case reinforced "Aon United" through consistent messaging, standardizing client service models, tying compensation to firm-level performance, and role modeling team language. Brad Smith demonstrated personal transformation at Intuit by publicly sharing his mistakes and performance reviews, which inspired others to embrace vulnerability and continuous improvement. Toby Cosgrove transformed Cleveland Clinic's culture by giving every employee-from doctors to janitors-badges reading "I am a caregiver," elevating patient experience from last to first among large American hospitals.
Just as modern skyscrapers must be both strong and flexible to withstand powerful winds, today's organizations need both stability and agility-what the authors call "stagility"-to thrive amid rapid change. The best CEOs resist the temptation to make radical shifts between centralization and decentralization, ensure clear accountability within matrix structures, and think "helix not matrix" by creating split reporting lines for different purposes. At Aon, Greg Case created this structure between geographic and product-line leaders, with geographic leaders owning P&Ls and client relationships while product leaders developed solutions and built delivery capabilities.
Building a great organization doesn't start with people but with roles. The best CEOs first identify what the most important jobs are and define the requirements needed to succeed in them. At Blackstone, Stephen Schwarzman took a microscopic approach, discovering that in one portfolio company, just 37 positions among 12,000 employees drove 80% of value, with one role alone capable of swinging earnings by 10%. Beyond obvious value-creating roles, top CEOs identify "left tackles"-positions that protect and enable value creation without getting the spotlight, like supply chain management or regulatory affairs.
第4章
Mobilizing Leaders: The Psychology of High-Performance Teams
The quality of a top executive team can make or break a company-investors cite it as the most important non-financial factor when evaluating IPOs. Companies with cohesive top teams are twice as likely to achieve above-median financial performance. Yet over half of senior executives report their top teams underperform, while only one-third of CEOs recognize these problems. The disconnect stems not from intellectual differences but from social dynamics-biases, competition for resources and advancement, and hidden agendas.
The best CEOs focus less on what teams do together and more on how they work together, obsessing over team psychology rather than mechanics. Like an old-growth forest where diverse tree species appear to compete but actually cooperate underground through mycorrhizal networks, effective executive teams balance individual excellence with collective strength. They select team members with both the right skills and mindset, act fast but fairly with those who don't belong, stay connected while maintaining appropriate distance, and build leadership coalitions beyond their immediate team.
Even teams composed of extraordinary individual talents can fail without proper teamwork, as demonstrated by the 1992 Olympic "Dream Team" initially losing to college players in practice. The best CEOs ensure their top teams focus exclusively on work that requires their collective perspective, avoiding the "law of triviality" where groups give disproportionate attention to minor issues everyone can relate to. Marc Casper of Thermo Fisher Scientific practices "ruthless prioritization," accepting mediocrity in non-priority areas to focus energy on what truly matters.
Excellent CEOs establish clear expectations that the top team is every member's "first team," meaning company needs take precedence over functional or business unit interests. Doug Baker tells his Ecolab team members they should "have one foot in my job and one foot in theirs," emphasizing that functions exist to maximize the company's effectiveness, not vice versa. They ensure decisions combine data, dialogue, and speed-research shows robust dialogue correlates with good decisions six times more than data analysis alone. Despite initial skepticism, the best CEOs consistently invest in team building, combining facilitated off-sites, coaching, and reflective exercises to enhance team performance.
Just as Tour de France teams follow a strict training rhythm to maximize performance, the best CEOs proactively shape their company's operating cadence to drive strategy forward. They establish regular rhythms of reviews covering organizational, operational, and strategic issues, connect the dots between management processes, conduct like orchestra leaders without playing every instrument, and demand disciplined execution through rigorous meeting practices and information standards.
第5章
Engaging the Board: Partners in Excellence
Engaging with the board is one of a CEO's most daunting challenges, as directors function like no boss an executive has ever had-multiple individuals who don't come to work daily. The best CEOs reject the passive mindset of merely helping the board fulfill fiduciary duties, instead proactively helping directors help the business. They build boards with the right skills, ensure members' time is used effectively, and create open, transparent boardrooms.
The best CEOs build trust with their boards through radical transparency, creating a virtuous cycle where early trust enables bold moves that improve performance, which deepens trust further. They cultivate especially close relationships with their board chairs, tailoring their approach to each chair's style. DSM's Feike Sijbesma explicitly discussed the nature of his relationship with his chair: "Please, challenge as well as support me," recognizing this required trust and openness.
Beyond the chair, excellent CEOs invest in relationships with all directors individually, understanding each one's worldview and unique talents. As Aon's Greg Case advises: "Spend substantial amounts of time early on as a new CEO." They typically meet with each board member once or twice yearly, often on the director's home turf. While building these relationships, they maintain appropriate boundaries-as Galderma's Flemming rnskov notes, "They're not your friends."
The best CEOs work with boards to clearly define roles and establish boundaries. As U.S. Bancorp's Richard Davis explains, "the board will operate at the level you bring them to." He advises CEOs to leverage the board where it's most beneficial rather than involving them in minutiae. Microsoft's Satya Nadella tells board members their job is to "pass judgment on my judgment," while Best Buy's Hubert Joly made it clear to new board members that his job wasn't to implement every suggestion.
Like comedian Jim Carrey writing himself a future-dated $10 million check that became reality, the best CEOs understand that focusing attention on the future leads to superior outcomes. They use board meetings to tap into directors' wisdom, treating them as expert consultants eager to help. They start meetings with private sessions to discuss concerns and context, promote forward-looking agendas that balance fiduciary responsibilities with strategic topics, gain perspective by serving on another company's board, and let the board run itself without meddling in governance processes.
第6章
Connecting with Stakeholders: The Power of Purpose
Today's CEOs must engage with multiple stakeholder groups more extensively than ever before. As Microsoft's Satya Nadella puts it: "The job is all about customers; it's all about partners; it's all about your employees, your investors, governments. It's all about all of them, all the time." Research shows stakeholder relationships can influence up to 30% of corporate earnings, and pre-crisis stakeholder engagement significantly impacts how a company weathers difficulties.
The best CEOs start with deeper questions: Why is our company worthy of operating in society? Why are we relevant to each stakeholder? Why are they relevant to us? Research shows companies with clear social purpose have significantly outperformed the S&P 500 over twenty years, enjoying increased customer loyalty, better efficiency, motivated employees, lower capital costs, and earlier risk mitigation.
Henrik Poulsen's transformation of Danish Oil and Natural Gas into rsted exemplifies purpose-driven leadership. Facing stalled growth, Poulsen asked: "What does the world need, and where does the company excel?" Believing in climate science, he bet on offshore wind despite initial economic challenges. Despite fierce backlash when selling 18% to Goldman Sachs to raise capital, Poulsen persisted. By 2016, rsted went public at $16 billion valuation, phased out coal, sold oil and gas businesses, and renamed itself. By Poulsen's 2021 retirement, the company was ranked the world's most sustainable with a $80 billion market value-up ninefold.
The best CEOs avoid "woke-washing"-claiming to support good causes while continuing harmful practices. At Ecolab, Doug Baker made sustainability an outcome of growth rather than a hobby. "If your approach is, 'My growth creates more pollution, so I buy offsets'-you're in a natural position of conflict," says Baker. Instead, he engineered programs delivering results while using fewer resources, making sustainability integral to operations. This approach grew Ecolab from $7 billion to over $60 billion market cap, with clients saving 206 billion gallons of water annually.
Excellent CEOs go beyond understanding what stakeholders want to grasp why they want it. Marillyn Hewson's handling of President Trump's public criticism of Lockheed Martin's F-35 program demonstrates this principle. Rather than just responding to his tweets attacking the program's costs, she recognized his underlying motivation: "Trump's goal is to let the American people know, 'I'm going to focus on defense of the nation. I'm going to get a good deal.'" By understanding this deeper "why," she aligned her messaging with his concerns while protecting her company's interests.
第7章
Navigating Crisis: The Ultimate Test of Leadership
When crisis strikes, CEOs face a defining moment that can either end their tenure or propel the company to new heights. The question isn't if a crisis will occur, but when-headlines containing the word "crisis" alongside the names of the largest global companies have increased 80% in the last decade.
Mary Barra's experience with GM's ignition switch recall just weeks into her tenure illustrates how quickly a CEO can be thrust into crisis management. Following Warren Buffett's advice to "get it right, get it fast, get it out, and get it over," she assembled a crisis team while ensuring the rest of the organization continued running the business. Barra used the crisis to accelerate culture change, emphasizing transparency and customer-first values. Despite harsh congressional questioning, she refused to speculate before having complete information-a decision that initially drew criticism but ultimately proved wise.
The best CEOs prepare for crises long before they happen. As Ecolab's Doug Baker notes: "The way you get prepared for a crisis is never on the day of the crisis. It's creating resilience before it ever happens." They go beyond standard forecasting to stress-test against "black swan" events-rare, severe crises that seem obvious only in hindsight. Netflix's Reed Hastings runs exercises asking "It's ten years out, and Netflix is a failed firm. Estimate the probabilities of the different causes," which helps identify risks and prompt behavioral adjustments.
When crisis hits, excellent CEOs establish cross-functional "command centers" with empowered teams that tackle both primary threats (legal, technical, operational, financial challenges) and secondary threats (stakeholder reactions). These small, agile teams receive high funding levels and decision-making authority to implement solutions within hours, not days. Like a battleship captain who contains a hull breach while keeping the vessel moving forward, excellent CEOs dedicate resources to crisis management while ensuring the rest of the organization maintains focus.
The best CEOs view crises as opportunities for transformation, using them to accelerate needed changes. Kasper Rorsted notes, "It's actually the best time to make radical change in a company." They also protect long-term interests by avoiding short-term fixes-like Sandy Cutler preserving talent through voluntary layoffs and leadership pay cuts during recession, despite Wall Street pressure for mass layoffs.
第8章
Personal Effectiveness: The Foundation of Leadership
Leading oneself is perhaps the most challenging aspect of the CEO role. As Majid Al Futtaim's Alain Bejjani puts it, "Leading yourself is the most difficult and the most daunting task. It requires the most courage." While personal approaches vary, successful CEOs share a common mindset: "My job is to do what only I can do" rather than "My job is to do what needs to be done." This fundamental shift in thinking helps CEOs focus on their unique value-add rather than becoming overwhelmed by the endless demands of the position.
The best CEOs recognize they cannot outwork the job-it will always be bigger than them. They compartmentalize effectively, as U.S. Bancorp's Richard Davis explains: "If you bring every burden to every meeting, if you let the day start to pile up on you... you don't know how to compartmentalize." Successful CEOs develop sophisticated strategies to manage their mental load. For instance, some use physical rituals like changing clothes or taking a brief walk to signal transitions between different roles or responsibilities. They develop specific routines to separate work from family time, such as never checking emails during dinner or dedicating weekend mornings exclusively to family activities. They actively manage their energy by scheduling important meetings during peak performance times - typically early morning for most - and build effective support systems including talented administrative assistants and chiefs of staff who can act as strategic partners rather than mere gatekeepers.
The CEO role is neither a continuous sprint nor a marathon, but more like interval training-alternating high-intensity work with recovery periods. This sustainable approach allows them to maximize impact while avoiding burnout. Many successful CEOs structure their calendars in "sprint weeks" focused on critical initiatives, followed by lighter weeks for reflection and recovery. They recognize that maintaining this rhythm is crucial for long-term effectiveness.
The best CEOs recognize that leadership isn't just about what they do, but who they are. They maintain a "to-be" list alongside their "to-do" list, intentionally deciding how they want to show up each day. This might include qualities like "being present," "showing curiosity," or "demonstrating empathy." Exceptional CEOs follow the same principles in all circumstances, knowing that inconsistency undermines leadership. While maintaining core values, they modify their leadership style to fit changing circumstances-this "situational leadership" doesn't compromise authenticity but enhances effectiveness. For example, they might adopt a more directive style during crises while maintaining their fundamental values of transparency and respect.
Despite their position, CEOs receive surprisingly little direct feedback. Exceptional CEOs actively solicit honest input through specific questions and external coaches. Intuit's Brad Smith learned to ask "What could I have done better?" rather than general questions, and follows up with "What would have made it a 10 out of 10?" to gather actionable insights. Many successful CEOs establish regular feedback sessions with their board members, direct reports, and even front-line employees to maintain a realistic view of their performance and impact.
Research shows a leader's mood is contagious throughout a company, creating what Daniel Goleman calls "emotional contagion." When facing challenges, exceptional CEOs deliberately project optimism and resolve rather than fear or uncertainty. As Duke Energy's Lynn Good realized, "It's always showtime"-she must express optimism even in dark moments because the team won't believe they can succeed otherwise. This doesn't mean being inauthentic, but rather choosing which authentic emotions to display for maximum positive impact.
第9章
The Humble Steward: Leadership's Ultimate Paradox
Despite reaching the pinnacle of corporate success, the best CEOs maintain genuine humility. They recognize they're merely stewards of their organizations rather than indispensable heroes. Majid Al Futtaim's Alain Bejjani reminds himself he's "an employee who just happens to be sitting in that chair," while IDB's Lilach Asher-Topilsky used a daily ritual of looking at her chair and remembering "people were going to walk in and talk to the chair."
The most effective CEOs instinctively deflect attention away from themselves and toward their organizations. Mastercard's Ajay Banga uses a vivid nautical metaphor, describing CEOs as "stewards of the system in a ship sailing through the sea" whose job is to ensure the boat doesn't sink and picks up improvements-but never to "brand the boat with your name."
The best CEOs adopt a servant leadership mindset, viewing their position as a privilege rather than an entitlement. American Express's Ken Chenault believes "if you want to lead, you have to be committed to serve." U.S. Bancorp's Richard Davis discovered that "practicing humility will win you more followers than any strategy or tactic." Leaders like Home Depot's Frank Blake visualize their organization as an inverted pyramid, placing themselves at the bottom supporting everyone else, which forces them to truly listen and understand what matters to their people.
Exceptional CEOs build a personal "kitchen cabinet" of trusted advisors who provide confidential feedback and perspective beyond formal channels. Mastercard's Ajay Banga deliberately seeks "views of people who didn't look like me, walk like me, or have the same experiences." Duke Energy's Lynn Good explains this addresses a fundamental CEO challenge: "Where do you go when you need to talk to somebody?"
The best CEOs maintain deep gratitude for their privileged position. This gratitude creates a virtuous circle-CEOs who feel grateful tend to perform better, which increases their positive impact and deepens their gratitude further. Despite their success, they proactively maintain humility, recognizing that their time in the role is relatively brief in life's grand scheme.
The best CEOs resemble decathletes rather than specialists-they excel not by mastering any single skill but by integrating all their responsibilities simultaneously. As KBC's Johan Thijs notes, "For a CEO, what's important is that you can balance everything together." While technology and society evolve, the core CEO responsibilities remain constant. Like sailing-where fundamentals persist despite centuries of innovation-direction-setting, organization alignment, leader mobilization, board engagement, stakeholder connection, and personal effectiveness will always matter. Looking ahead, future exceptional CEOs will be more ethically accountable, diverse, resilient, and impactful. Despite AI advancements, the human elements of leadership-raising aspirations, inspiring others, and unleashing creativity-will become even more valuable competitive advantages in an increasingly complex world.
