

Author: CEOs Must Connect Traditional
Capacities, New Capabilities
Book examines how business leaders are adapting and
thriving in an era of disruption and transformation.
The Edge: How 10 CEOs Learned
to Lead
—
and the Lessons for Us
All
In today’s radically changing world, a leader’s job is
standing on the cliff edge,
getting a grip on unfamiliar
landscapes and acquiring the
skills for leading the enterprise
into new territory, said Michael
Useem, faculty director of the
Leadership Center and McNulty
Leadership Program at the
University of Pennsylvania’s
Wharton School, in his new
book,
The Edge: How 10 CEOs
Learned to Lead — and the
Lessons for Us All.
Following is an edited transcript of an AM Best TV
interview with Useem.
What principles do CEOs need to supplement
traditional leadership capacities?
Leaders still need to think strategically, decide decisively
and communicate persuasively. We also have to
honor the room, making sure everyone knows that
we appreciate how good they are. I spent time with
Progressive CEO Tricia Griffith, who began as an adjuster
and worked her way up. A few years back, Progressive’s
chief executive and board said, “Tricia, you’re good at
AM Best TV
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the interview with Michael Useem.
adjusting, you understand people, you think strategically
and communicate persuasively. We’d like you to become
our CEO.” She accepted the promotion and like all people
who take a significant upward step in responsibility, she
appreciated that there won’t be a day when the decisions
in front of her will be easy.
She also concluded that her younger employees wanted
to be appreciated more for who they are and not just for
the mechanics of getting the job done. They sought to see
the CEO more personally and not perched in a high castle.
Thus, Griffith said, “When I meet people, I need to get off
the pedestal and be able to connect with them directly.”
And she did. When she entered a gathering hall to
address a group of new employees, there was no riser
or lectern. As she moved toward the front, she stopped
to greet a number of new employees, looked them in
their eyes and exchanged several words. By the time
she reached the front of the room, she had already
made a leadership statement louder than any words
she could utter. She is like them, she brings concerns,
she has a family and is happy to talk about it. Griffith
realized that sharing a sense of purpose, community and
approachability have become important elements of her
leadership.
How can leaders adapt and thrive in an era of
disruption and continuous transformation?
When things are going well, leadership is important.
When the world is changing and markets are disrupted,
our leadership calling is even greater. And how we do
that best now is a combination of what we learned in the
past and what we need to add for a different future.
—Lori Chordas
Lori Chordas
is a senior associate editor. She can be reached at
lori.chordas@ambest.com.
60
AM Best Business Trilogy
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AM Best details the history of AM Best, the history of
credit rating agencies, and the life of Alfred M. Best.
The Company—A History of AM Best
The Industry—A History of Credit Rating Agencies
The Man—A Biography of Alfred M. Best
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