Leadership and the art of plate spinning

Senior executives will better balance people and priorities by embracing the paradoxes of organisational life.

The three simple questions of business leaders. What are your company's ten most exciting value-creation opportunities? Who are your ten best people? How many of your ten best people are working on your ten most exciting opportunities? It's a rough and ready exercise, to be sure. But the answer to the last question - typically, no more than six - is usually expressed with ill-disguised frustration that demonstrates how difficult it is for senior executives to achieve organisational alignment ... READ MORE

Released by McKinsey Quarterly - November 2012