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Why the Best Leaders Are Habitually Wrong

| Blog, Leadership | No Comments

Leaders are expected to have all the right answers. But getting those answers means asking the right questions. And the higher one climbs, the harder it becomes to ask these questions. How can you overcome this dilemma? Start early – establish bubble-bursting habits now to help surface the information you need tomorrow. Hal Gregersen, Executive Director of the MIT Leadership Center, has recently shared tools in the Harvard Business Review that you can use today.

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Amy Webb

Amy Webb

Amy Webb is a futurist and the bestselling author of “The Signals Are Talking” and “Data, a Love Story,” as well as the founder of the Future Today Institute.

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Bursting the CEO Bubble

By Hal Gregersen

When you’re the CEO of a large organization—or even a small one—your greatest responsibility is to recognize whether it requires a major change in direction. Indeed, no bold new course of action can be launched without your say-so. Yet your power and privilege leave you insulated—perhaps more than anyone else in the company—from information that might challenge your assumptions and allow you to perceive a looming threat or opportunity. Ironically, to do what your exalted position demands, you must in some way escape your exalted position.

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