In 2006, during my summer internship, Kevin Sharer, the then CEO of Amgen, was invited to speak at McKinsey's New York office -- he was an alumnus of the Firm.
After his talk, someone asked him, "What is the hardest part of being a good CEO?"
He said, "Some jobs require you to think at a 60,000-foot level. You think about strategy, competition, and all the big picture stuff. Some other jobs need you to think at the 6-foot level -- you get into an incredible level of detail.
"A CEO has to be able to operate at the 60,000-foot level, at the 6-foot level, and at every level in between. And you have to be able to make these transitions nearly instantly -- sometimes from one meeting to another.
"This ability to effortlessly move up and down the ladder of abstraction is one of the hardest things about a CEO's job."
As the CEO, one moment, you might be figuring out why the assembly line is breaking down. The next moment, you might be looking at entering a new market. Nothing is off the table.
The higher your ambition, the wider the range of issues you should be willing to grapple with.
Some people have depth. Some have breadth. If you want to be a leader, you need both. 😊
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At HabitStrong, I offer programs for calm productivity, digital de-addiction, and building focus: www.habitstrong.com