In case you’re on the fence about whether or not The CEO’s Compass is right for you, I wanted to take a moment and emphatically say… maybe.

The truth is, The CEO’s Compass is a strategic, action-based book. This isn’t a light beach read, or something your retired Aunt Sadie is discussing with her book club (unless Aunt Sadie is a high-powered CEO and in that case I would love to meet her!)

I’ve spent the past several months talking about what’s inside The CEO’s Compass, but now that it’s out in the world I think it’s time to be clear about who SHOULDN’T read the book.

The following are a few reasons why The CEO’s Compass may not be right for you:

You’re not interested in improving your leadership skills

Being open to change is a critical skill in leadership. But if your current team is operating perfectly and you see no reason to adapt new strategies, this isn’t the time to crack open The CEO’s Compass.

Your organization does not experience change.

A recent study showed that over 75% of organizations anticipated mitigating at least five firm-wide changes in the next three years. In the world, and especially in business, change seems to be the new constant. However, if you are part of one of the rare organizations that is always consistent and never needs to adapt to new circumstances, there is no need to identify the gaps in your current operations or create a strategy to help you sleep better at night.

You have already identified all of your leadership blindspots

Organizations who are experiencing high turnover rates, sudden supply chain issues, and lowered customer satisfaction often struggle to see these problems as symptoms of a larger issue. If your team is operating efficiently and you have confidence that your team feels seen and heard when it comes to acknowledging problems, there’s no need to read The CEO’s Compass.

You have a complete system and plan for achieving optimal team performance

I’ve seen on multiple occasions how flaws within systems can create a domino effect of redundancy and frustration. Having a quick way to assess and solve problems is critical for optimal organizational performance. Those of you that have a complete system for acknowledging performance issues will have no need for the seven-point assessment system inside The CEO’s Compass. The worksheets, videos, and supporting resources that help CEO’s identify and solve problems in days instead of weeks is only valuable to those who need it.

You have a well-balanced workload and feel on track in business and in life

A recent study showed nearly 60% of leaders feel depleted at the end of day. This feeling is a key indicator of burnout and makes it difficult to lead and inspire others. However, if you’ve never experienced that restless exhaustion, the inspiring stories and strategies inside the CEO’s Compass will be just that – stories.

So, is The CEO’s Compass right for you? 

Whether or not you choose to read the book, I hope that you are inspired to think differently about leadership and what we can accomplish when focus on the humans behind the performance indicators. 

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