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Your Exceptional CEO Development Playbook 26:26 Lena: So Miles, we've covered so much ground about what makes CEOs exceptional. But I'm thinking about our listeners who might be aspiring to CEO roles or current leaders who want to elevate their performance. Where should they actually start?
26:40 Miles: That's such a practical question! The research provides a really clear roadmap. First, you want to assess yourself against those four essential behaviors we discussed - deciding with speed and conviction, engaging for impact, adapting proactively, and delivering reliably.
26:58 Lena: How would someone actually do that self-assessment?
27:00 Miles: The research suggests rating yourself on specific practices within each area. For example, on decisiveness - do you make decisions earlier, faster, and with greater conviction than your peers? Remember, the research showed that 94 percent of failed CEOs struggled with being indecisive, not with making bad decisions.
27:14 Lena: That's such an important distinction. What about the other behaviors?
27:19 Miles: For engaging stakeholders, ask yourself - do you really understand your stakeholders' needs and motivations? Do you drive for performance while aligning people around value creation? The research shows this isn't about being liked; it's about instilling confidence that you'll lead the team to success.
27:36 Lena: And for adapting proactively?
27:38 Miles: This is where you want to honestly assess - do you regularly scan wide networks and diverse information sources? Do you sense change earlier than others and make strategic moves to take advantage? The research shows CEOs who excel at adapting are 6.7 times more likely to succeed.
27:54 Lena: That's a huge multiplier! What about delivering reliably?
27:59 Miles: This might be the most important one. The research shows that 94 percent of strong CEO candidates scored high on consistently following through on commitments. So ask yourself - do you resist jumping into execution mode immediately, or do you first dig into budgets, plans, and expectations to understand what's realistic?
28:19 Lena: These seem like they could be developed systematically. What specific actions should someone take?
28:25 Miles: The research suggests several practical steps. First, join a peer advisory group or create a trusted network of advisors who can provide honest feedback. Remember that example of the Vistage member who could solve any problem through his network relationships?
28:39 Lena: Right, that was such a powerful example of the compound value of peer relationships.
28:45 Miles: Second, develop what the research calls "bold move" thinking. Start asking yourself regularly - "What would an outsider do?" Challenge your own assumptions about how things have to be done in your organization or industry.
28:58 Lena: That's such a simple but powerful reframe. What else?
29:02 Miles: Third, build systematic approaches to the key areas we discussed. Create regular processes for resource reallocation, not just annual budget reviews. Develop crisis response playbooks before you need them. Establish metrics that go beyond basic financial performance to include organizational health indicators.
29:20 Lena: And on the personal development side?
29:23 Miles: The research emphasizes treating self-development as seriously as business development. Reserve daily or weekly time for reflection and learning. Hire coaches or mentors. Most importantly, cultivate what the research calls "unflagging curiosity" - always be asking questions and seeking to understand rather than just to be right.
19:39 Lena: This makes me think about something - how do you know if you're making progress on developing these capabilities?
5:19 Miles: Great question! The research suggests looking for specific indicators. Are you making decisions faster than before? Are your teams more aligned around your vision? Are you anticipating market changes better than competitors? Are you consistently delivering on commitments?
30:04 Lena: And I imagine getting feedback from others is crucial too?
9:37 Miles: Absolutely! Remember that research about forming a small group of trusted colleagues who provide unfiltered advice? That's not just for current CEOs - it's essential for anyone developing these capabilities. You need people who will tell you what you need to hear, not what you want to hear.
30:24 Lena: For our listeners who are thinking about this journey, what would you say is the most important mindset shift to make?
30:31 Miles: I think it's embracing what the research calls "the endless journey" mindset. Exceptional CEOs never assume they have it all figured out. They're constantly learning, adapting, and growing. It's not about reaching some destination where you've "made it" - it's about continuous improvement and staying humble while staying hungry.