sustained wealth during a pandemic

How CEOs & Investors Can Enjoy Sustained Protected Progress Through & After the Pandemic

Raamon Newman is the co founder of – a leadership development consultancy based out of Los Angeles, USA and Melbourne, Australia. They’ve helped leaders protect and enhance their and their teams achievement and progress through optimizing their mental capacity and leadership skill, to know what is really required to inspire more support for their vision.

With the pressure to drive up stock prices in a post COVID world, the qualities CEO’s of public companies will require over the next decade have turned on their head. 

The transition to 2020 has been nothing short of a bumpy ride, and leadership qualities that previously propelled CEO’s to greatness are quickly becoming outdated.

With a recession pending, productivity hacks, time management techniques, and leadership weekends no longer providing the edge most are looking for, leaders need to go beyond the traditional ‘7 habits’ and ‘Getting Things Done’ productivity techniques, and think differently to get to the source of the real problem and create a sustained commercial advantage.

Here are four common leadership problems that need to be transformed in the current environment….

1. Avoid Over Analysis, Make Better Decisions

Over analysis is something all leaders battle with.

An executive client of a multi-billion revenue company in the healthcare industry considers decision making the single most important skill a leader needs to master. 

“Whether it’s interactions with your team or commercial judgements, there’s nothing more crucial” he says. “Yet it’s easy to fall victim to dwelling and over analyzing, whereby you’re unable to see the forest from the trees.” 

2. Communicate Effectively to Team Members & the Board

There’s no doubt the current crisis tests a CEO’s ability to lead. 

It’s critical to both help your team stay healthy, motivated and engaged, while also getting your message across to the board in a clear, articulate and precise way. Not to mention, the management of public expectations.

3. See What Others Don’t, Prioritize What to Focus On

John Annand, CEO of Advanced Braking Technology, used to think he had to do everything, causing him to feel overwhelmed and drained. 

Yet because he was busy being busy, the stress he would shoulder would block the good ideas coming & would often miss out on opportunities. 

“I now realize just because a task is on a to-do list, it doesn’t mean it’s important” he says. “By grasping the latest techniques, I am able to firstly help myself which in turn helps the company proactively avert danger, handle any obstacle, and I am awake to opportunities I never noticed before.” 

4. Remove ‘Lazy Habits’ 

When stress is high, it’s easy for CEO’s to drift into lazy habits. 

These can range from failing to say no, to underestimating the cost of projects, undermining diversity, cutting corners, feeling like they’re working 24/7, or ignoring the importance of company culture.  

Lazy habits are often unconscious habits, and course correction is very important as a CEO.  

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