Non-PRO English to Arabic Bus/Financial Other

Boards should always have a viable pool of CEO candidates and, in case of a sudden succession crisis, a so-called name in the envelope. But when the moment of truth is imminent, directors who make great CEO picks set those lists aside. They start by understanding the current and future requirements of the job, zeroing in on the critical capabilities that will make or break the company. The result is not a laundry list of leadership traits any CEO should have, nor is it a single item. It’s a strand of two or three capabilities that are tightly interwoven and required for the new leader to succeed. This is what makes the decision turn toward one candidate over another. That’s why I call it “the pivot.”