If you rise to become CEO of an established company or you’re brought in to turn one around, you face a raft of surprising leadership challenges, including:
- Inability to trust some of your inherited team to tell you what you need to know,
- Urgent need to replace some members of your leadership team, and
- Opportunity to motivate discouraged and skeptical employees.
These are some of the conclusions of Hidden Truths: What Leaders Need to Hear but Are Rarely Told, a 2020 book by David Fubini, a Harvard Business School senior lecturer who previously spent 34 years as a senior director at McKinsey.
Fubini makes a compelling case that many new CEOs take on the job after years developing skills within a specific function — such as marketing, sales, or manufacturing — that may not prepare them for mastering the top leadership role.
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