<p>Dynamic leadership now matters more than ever. Equally important, though, is the ability of leaders to selfreflect so they can play to their strengths while seeking to overcome their weaknesses. IMA recently conducted a CEO leadership self-assessment survey, drawing over 120 responses. We sought to measure the (self-assessed) quality of leadership that our member CEOs bring to the table, across five dimensions: vision and strategy, engaging with the Board, talent management, organisational culture and personal effectiveness. By capturing self-ratings on these parameters, we hoped to shed light on how CEOs perceive their effectiveness. The findings are not only thought-provoking but also serve as a personal call to action.</p><p>The survey results reveal some striking patterns. On a scale of 0 (abysmal) to 10 (outstanding), the average CEO self-rated at 6.8, falling somewhere between ‘Satisfactory’ and ‘Proficient’. While this suggests a general sense of competence, it also signals room for improvement. Importantly, 35% of respondents rated themselves as more than ‘Proficient’ and closer to ‘Outstanding.’ On the other hand, 13% placed themselves in the sub-satisfactory category, highlighting the fact that they may require external support to rise fully to the challenges they face. Admittedly, your columnist, who participated in the survey, was rated dismally.</p><p>Among the five leadership domains, respondents rated themselves most highly on their ability to nurture the organisational culture and manage the Board. These are crucial areas and the high ratings in these categories suggest that many CEOs excel in fostering a positive work environment and engaging with critical stakeholders. However, talent strategy emerged as a weak spot, with CEOs acknowledging they need to improve in attracting and retaining the right talent. This finding is particularly important, as the ability to lead and inspire people is paramount in today’s landscape. An even more nuanced trend emerged when respondents reflected on their dominant traits. The survey revealed that most CEOs consider themselves visionaries and strong people-leaders, which aligns with the strategic nature of their roles. Yet, a noticeable gap exists in their self-perception of operational effectiveness and adaptability. While CEOs may be effective at setting the overall direction and rallying their teams, they are not as confident about operational management and the ability to adapt quickly to change.</p><p>An important theme that emerged from the survey was the influence career paths have on leadership selfassessment. Founder-promoter CEOs consistently rated themselves lower than their professional counterparts, regardless of whether those managers had risen through the ranks or were hired externally. This discrepancy could reflect the different challenges faced by founder-CEOs, who may struggle with balancing the demands of running a business while also evolving their leadership style. It also highlights the value of professional management in building the skills necessary for leading large organisations.</p><p>One of the most pressing issues identified by CEOs was the challenge of managing their own time. While respondents are generally strong in areas such as personal accountability and delegation, many struggle to achieve a sustainable work-life balance. In a high-pressure environment, it is all too easy for leaders to neglect their physical and mental health. This issue is critical, as the well-being of top executives has a direct impact on the overall success and culture of the organisation. Looking ahead, CEOs identified three primary priorities for the coming 5- 10 years: building a strong leadership team, refining the organisational strategy and driving profitability. These areas reflect the evolving demands of modern leadership. As companies grapple with rapid technological advancements, market shifts and global challenges, the ability to lead with vision, foster strong teams and sustain profitability will be crucial.</p>
<p>Dynamic leadership now matters more than ever. Equally important, though, is the ability of leaders to selfreflect so they can play to their strengths while seeking to overcome their weaknesses. IMA recently conducted a CEO leadership self-assessment survey, drawing over 120 responses. We sought to measure the (self-assessed) quality of leadership that our member CEOs bring to the table, across five dimensions: vision and strategy, engaging with the Board, talent management, organisational culture and personal effectiveness. By capturing self-ratings on these parameters, we hoped to shed light on how CEOs perceive their effectiveness. The findings are not only thought-provoking but also serve as a personal call to action.</p><p>The survey results reveal some striking patterns. On a scale of 0 (abysmal) to 10 (outstanding), the average CEO self-rated at 6.8, falling somewhere between ‘Satisfactory’ and ‘Proficient’. While this suggests a general sense of competence, it also signals room for improvement. Importantly, 35% of respondents rated themselves as more than ‘Proficient’ and closer to ‘Outstanding.’ On the other hand, 13% placed themselves in the sub-satisfactory category, highlighting the fact that they may require external support to rise fully to the challenges they face. Admittedly, your columnist, who participated in the survey, was rated dismally.</p><p>Among the five leadership domains, respondents rated themselves most highly on their ability to nurture the organisational culture and manage the Board. These are crucial areas and the high ratings in these categories suggest that many CEOs excel in fostering a positive work environment and engaging with critical stakeholders. However, talent strategy emerged as a weak spot, with CEOs acknowledging they need to improve in attracting and retaining the right talent. This finding is particularly important, as the ability to lead and inspire people is paramount in today’s landscape. An even more nuanced trend emerged when respondents reflected on their dominant traits. The survey revealed that most CEOs consider themselves visionaries and strong people-leaders, which aligns with the strategic nature of their roles. Yet, a noticeable gap exists in their self-perception of operational effectiveness and adaptability. While CEOs may be effective at setting the overall direction and rallying their teams, they are not as confident about operational management and the ability to adapt quickly to change.</p><p>An important theme that emerged from the survey was the influence career paths have on leadership selfassessment. Founder-promoter CEOs consistently rated themselves lower than their professional counterparts, regardless of whether those managers had risen through the ranks or were hired externally. This discrepancy could reflect the different challenges faced by founder-CEOs, who may struggle with balancing the demands of running a business while also evolving their leadership style. It also highlights the value of professional management in building the skills necessary for leading large organisations.</p><p>One of the most pressing issues identified by CEOs was the challenge of managing their own time. While respondents are generally strong in areas such as personal accountability and delegation, many struggle to achieve a sustainable work-life balance. In a high-pressure environment, it is all too easy for leaders to neglect their physical and mental health. This issue is critical, as the well-being of top executives has a direct impact on the overall success and culture of the organisation. Looking ahead, CEOs identified three primary priorities for the coming 5- 10 years: building a strong leadership team, refining the organisational strategy and driving profitability. These areas reflect the evolving demands of modern leadership. As companies grapple with rapid technological advancements, market shifts and global challenges, the ability to lead with vision, foster strong teams and sustain profitability will be crucial.</p>
