Making time for personal well-being.

simultaneously

insight

CEOs should recognize tha

This article presents the findings, offering insights not only into best time-management practices but into the CEO’s role itself. CEOs need to learn to simultaneously manage the seemingly contradictory dualities of the job: integrating direct decision making with indirect levers like strategy and culture, balancing internal and external constituencies, proactively pursuing an agenda while reacting to unfolding events, exercising leverage while being mindful of constraints, focusing on the tangible impact of actions while recognizing their symbolic significance, and combining formal power with legitimacy. What Do CEOs Actually Do? A look at the data on how CEOs allocated their time among various activities, places, priorities, and constituencies One CEO’s Approach to Managing His Calendar In an interview, Tom Gentile, the CEO of the $7 billion aviation supplier Spirit AeroSystems, shares what he learned from tracking his time in Porter and Nohria’s study—and what he’s trying to change