Ramesh Srinivasan

Nov 15, 2024 | onlinelibrary.wiley.com | Dana Maor |Hans-Werner Kaas |Kurt Strovink |Ramesh Srinivasan

The authors, all senior partners at McKinsey & Company, concluded in working with many leaders that there was a need for greater self-awareness and self-reflection.

Nov 4, 2024 | mckinsey.com | Dana Maor |HansWerner Kaas |Kurt Strovink |Ramesh Srinivasan

Showing vulnerability can build connections and trust. One place to start: create a ‘to be’ list rather than a ‘to do’ list. What does it take to be a great CEO? There are the tangible skills, of course, such as financial acumen and operational management. Then there’s a short list of traits that corporate leaders can agree are prerequisites, including confidence, resilience, and versatility.

Oct 7, 2024 | mckinsey.com | Ramesh Srinivasan

Leadership is never easy—not for nothing did Shakespeare write, “Uneasy lies the head that wears the crown.” The job of leader may seem even more imposing these days given a range of micro- and macro- social, economic, and geopolitical forces. But amid the challenges, there is always the opportunity for growth, says Daniel Vasella, the former chairman and CEO of Novartis AG.

Sep 26, 2024 | chiefexecutive.net | Hans-Werner Kaas |Dana Maor |Ramesh Srinivasan |Kurt Strovink

The best leaders grant authority and then try to minimize mistakes by creating a modicum of control and by keeping people from straying too far from the company’s goals and values. On a day-to-day basis, that’s a hard act to pull off. The best CEOs use different metrics for monitoring and enforcing that balance between control and autonomy. The challenge here is to create an environment that provides both psychological safety and accountability. This is another polarity that leaders must master.

Sep 22, 2024 | theceomagazine.com | Ramesh Srinivasan

For the better part of a century, when Nissan’s CEO visited a workplace, he would answer five scripted questions. It wasn’t communication so much as kabuki (popular Japanese musical theater) with cars. Current CEO Makoto Uchida does it differently. With the automotive industry facing disruption, he realized that Nissan had to become more agile, self-directed and innovative. And he knew that change had to start with him.