The professional capacity of a CEO is as vast as the business they guide. Whilst traditional elements such as overseeing innovation and change management, consulting with the Board and generally guiding the business, CEOs must be experts on the function of each department and fractal element of the business’ financial success, whilst having a sixth sense for people management.
It’s a lot of stress to hold on your shoulders, and a lot of anxiety to handle when things aren’t necessarily going to plan. Yet certain issues rise above the pack, and whilst they may only be of functional relevance to the CEO, their significance to upper management shouldn’t be overlooked by managers and employees.
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