商品敘述：

Unlike rankings that are based on subjective evaluations or short-term metrics, HBR''s annual list of the best-performing CEOs in the world relies on objective performance measures over a chief executive''s entire tenure--and these "career numbers" tend to hold steady. It''s no surprise, then, that 65 of last year''s CEOs reappear this year. They do so despite a change in our methodology: This year we weighted environmental, social, and governance (ESG) scores to account for 30% of each CEO''s final ranking, up from 20% in the past four years. "The CEO Life Cycle," by James M. Citrin, Claudius A. Hildebrand, and Robert J. Stark, asks, How long should a CEO remain in the job? Executives and board members have ideas about this, but they are based on anecdote, assumption, and rules of thumb. To get beyond the conventional wisdom, researchers at the recruiting firm Spencer Stuart conducted a study on how CEOs typically perform over their tenure. They found a common pattern of ups and downs, which they''ve divided into five distinct periods. This framework should enable CEOs and boards to communicate more candidly. It may also keep directors from jettisoning a solid CEO during a temporary and predictable period of underperformance or tolerating mediocre performance for longer than they should. In "The CEO''s Guide to Retirement," Harvard Business School professor Bill George observes that some CEOs remain in the role too long, hurting investors, employees, and their own legacy. He sees a frequent reason for that: CEOs don''t know how to identify the optimal time to retire, and they procrastinate because they can''t imagine what they will do after they leave the job. In this article he presents questions that chief executives can ask themselves to determine the right time for an exit; a step-by-step process for stepping down; and an overview of the options a former CEO may find fulfilling.

涵蓋領域：

Assessing performance;CEO;Leadership;Leadership transitions;Retirement;Success;Succession planning

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