Spencer Stuart interviews

“This is what we refer to as executive intelligence — the ability to make decisions in real time, process new information and course-correct when conditions change.”

“While certain aspects — scenario modelling, forecasting, KPI tracking — can and will be enhanced by AI, the heart of leadership remains profoundly human. Decisions involving ambiguity, ethics, and organisational sense-making cannot be outsourced.”

“The first step is a thorough assessment of top leaders in the organization, even two or more levels down in the organization, to identify those who have the ability to stretch well beyond their current roles.”

“This is the capacity to inspire people inside and outside the organization through a combination of clear vision, demonstrated competence and authentic connection that motivates others to willingly commit to shared goals.”

“In an unpredictable business environment, depth of experience is less important to CEO performance than the range of experience, particularly with organizational change, failure and recovery.”

“These leaders tend to be highly adaptable, learning-oriented and able to navigate complexity and politicized situations. They have good judgment, even in situations they haven’t encountered before.”

“We want to know from our candidates how they have leveraged technology and innovation to drive and expand their business and how they have sought to enhance the quality and value of data in their previous leadership roles.”

“CEOs should be the company’s power user of AI. Lead by example and help the organization see the possibilities of AI by carving out time to prototype with AI and showing your work.”