What is *CEO Excellence* by Carolyn Dewar about?

*CEO Excellence* outlines the six key mindsets and responsibilities that distinguish top-performing CEOs, based on 20 years of research on 7,800 global leaders. Co-authored by McKinsey senior partners, it combines insights from interviews with 65 elite CEOs like Satya Nadella and Mary Barra, offering actionable frameworks for leadership excellence in areas like strategy, culture, and crisis management.

Who should read *CEO Excellence*?

Aspiring executives, current CEOs, and senior leaders across industries will benefit from its evidence-based strategies. The book also appeals to business students and professionals seeking to understand how top leaders drive organizational success through adaptive decision-making and stakeholder alignment.

Is *CEO Excellence* worth reading?

Yes—it’s a New York Times bestseller praised for combining rigorous McKinsey research with real-world case studies. The book provides practical tools, including self-assessment guides, and is frequently cited in executive education programs for its focus on timeless leadership principles.

What are the six key responsibilities of exceptional CEOs?

The book identifies six core areas: * Setting direction through bold vision * Aligning organizational culture * Mobilizing leadership teams * Engaging boards effectively * Connecting with stakeholders * Managing personal time and energy Top CEOs integrate these dynamically rather than excelling in isolation.

How do the best CEOs prioritize their responsibilities?

Elite leaders adapt their focus based on real-time organizational needs, balancing long-term strategy with emergent challenges like market shifts or crises. The book emphasizes context-specific prioritization over rigid formulas.

What research methodology does *CEO Excellence* use?

McKinsey analyzed 20 years of data from 3,500 companies across 24 industries, identifying 200 top-performing CEOs through metrics like tenure, financial results, and corporate conduct. In-depth interviews with 65 leaders provided qualitative insights.

Which lesser-known CEOs are highlighted in the book?

Beyond household names like Jamie Dimon, the authors showcase leaders like Doug Baker (Ecolab) who exemplify the six mindsets through niche industry transformations and cultural overhauls.

What practical tools does *CEO Excellence* provide?

The book includes assessment frameworks for leadership effectiveness, prioritization matrices for strategic decisions, and templates for stakeholder communication. An appendix offers tailored exercises for self-evaluation.

卓越CEO

卓越领导者区别于常人的六种思维方式

卡罗琳·杜瓦、斯科特·凯勒、维克拉姆·马尔霍特拉

4.17(1596 Reviews)

《卓越CEO》概述

探索为什么顶级 CEO 能在 40% 的人失败的地方取得成功。《CEO 卓越之道》（CEO Excellence）汇集了来自微软、Netflix 和摩根大通等公司的 67 位精英领导者的智慧。黑石集团 CEO 称赞其“揭开了”传奇领导力的“神秘面纱”，这本大师级著作已以 14 种语言售出 161,000 册。

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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.

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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.

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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.

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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.

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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.

★★★★★

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《卓越CEO》核心主题

corporate strategy execution
organizational culture transformation
resource reallocation
shareholder value creation
strategic leadership mindsets

《卓越CEO》经典语录

CEO excellence isn't about playing small ball.
Treat the soft stuff as the hard stuff.
If I could start disrupting habits around one thing, it would spread.
Building a great organization doesn't start with people but with roles.

《卓越CEO》主要人物

Carolyn DewarAuthor and expert on CEO leadership
Hubert JolyFormer CEO of Best Buy who led its turnaround
Paul O'NeillFormer CEO of Alcoa who focused on worker safety
Herbert HainerFormer CEO of Adidas who led purpose-driven growth

关于作者

Carolyn Dewar、Scott Keller 和 Vikram Malhotra 是《纽约时报》畅销书 《卓越 CEO：区分顶尖领导者与平庸者的六种思维方式》 (CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest) 的作者，该书被麦肯锡资深合伙人誉为里程碑式的领导力指南。

本书基于 20 多年对 70 个国家 7,800 位 CEO 的研究分析，这部管理经典揭示了经受过验证的高管成功策略。

Dewar 是《哈佛商业评论》的常客撰稿人和主旨演讲者，她与 Keller（《超越绩效》 的作者）以及 Malhotra（麦肯锡美洲区主席）合作，将董事会理论与现实世界的公司治理相结合。三位作者均利用其为财富 500 强 CEO 提供咨询的经验，为协调团队、管理利益相关者和推动组织转型提供了可操作的框架。

该书在全球已售出超过 16.1 万册，并被翻译成 14 种语言，巩固了其作为有志领导者必读书籍的地位。Malhotra 还通过他在沃顿商学院董事会和纽约市伙伴关系组织（The New York City Partnership）的任职，进一步深化了书中的见解。

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由哥伦比亚大学校友在旧金山创建

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@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

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"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

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"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

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"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

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"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

@SofiaP

"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

"Instead of endless scrolling, I just hit play on BeFreed. It saves me so much time."

@Moemenn

"I never knew where to start with nonfiction—BeFreed’s book lists turned into podcasts gave me a clear path."

@Chloe, Solo founder, LA

117

"Perfect balance between learning and entertainment. Finished ‘Thinking, Fast and Slow’ on my commute this week."

@Raaaaaachelw

"Crazy how much I learned while walking the dog. BeFreed = small habits → big gains."

@Matt, YC alum

108

"Reading used to feel like a chore. Now it’s just part of my lifestyle."

@Erin, Investment Banking Associate , NYC

254

"Feels effortless compared to reading. I’ve finished 6 books this month already."

@djmikemoore

"BeFreed turned my guilty doomscrolling into something that feels productive and inspiring."

@Pitiful

4.5K

"BeFreed turned my commute into learning time. 20-min podcasts are perfect for finishing books I never had time for."

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"BeFreed replaced my podcast queue. Imagine Spotify for books — that’s it. 🙌"

@Jaded_Falcon

201

"It is great for me to learn something from the book without reading it."

@OojasSalunke

"The themed book list podcasts help me connect ideas across authors—like a guided audio journey."

@Leo, Law Student, UPenn

483

"Makes me feel smarter every time before going to work"

@Cashflowbubu

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开启你的学习之旅，就是现在

第 8 章

卓越CEO

概述《卓越CEO》概述

一本书，多种聆听方式。

The CEO's Playbook: Leading with Excellence in a Complex World

Direction-Setting: The Courage to Be Bold

边听边看，每个词都清晰呈现

The Soft Stuff Is the Hard Stuff: Aligning Your Organization

Mobilizing Leaders: The Psychology of High-Performance Teams

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Engaging the Board: Partners in Excellence

Connecting with Stakeholders: The Power of Purpose

边听边看，每个词都清晰呈现

Navigating Crisis: The Ultimate Test of Leadership

Personal Effectiveness: The Foundation of Leadership

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The Humble Steward: Leadership's Ultimate Paradox

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《卓越CEO》核心主题

《卓越CEO》经典语录

《卓越CEO》主要人物

关于作者

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关于本书的常见问题

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发现更多

1,000,000+ curious minds.

1,000,000+ curious minds.

一本书，多种聆听方式。

The CEO's Playbook: Leading with Excellence in a Complex World

Direction-Setting: The Courage to Be Bold

边听边看，每个词都清晰呈现

The Soft Stuff Is the Hard Stuff: Aligning Your Organization

Mobilizing Leaders: The Psychology of High-Performance Teams

从 《卓越CEO》中收获更多

Engaging the Board: Partners in Excellence

Connecting with Stakeholders: The Power of Purpose

边听边看，每个词都清晰呈现

Navigating Crisis: The Ultimate Test of Leadership

Personal Effectiveness: The Foundation of Leadership

从 《卓越CEO》中收获更多

The Humble Steward: Leadership's Ultimate Paradox

你已读完 《卓越CEO》

用户还喜欢

发现更多

《卓越CEO》概述

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从《卓越CEO》中收获更多

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