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In the 1980s, Gordon Gekko famously declared “greed is good” in Wall Street, capturing an era when profit was the only measure of success. That mindset now feels as outdated as Blockbuster late fees. Of course, we still want profit, but today it must be reframed with purpose, paired with empathy and authenticity. We want it all: profit and progress, defined not by greed but by compassion and responsibility.
Leadership is entering a decisive new chapter. Based on my thought partnerships with CEOs, I believe both resilience and authenticity are priorities that will define success. It will not come to those chasing every shiny trend, but to those who master five imperatives: Treat strategy as a living discipline, embed AI as a strategic partner, lead with authenticity, reimagine the distributed workforce, and practice renewal as if your leadership depends on it.
Strategy is no longer a document reviewed annually and filed away. It must be treated as a living discipline that evolves with shifting markets, new competitors, and rising customer expectations. Boards are pressing CEOs to demonstrate how their organizations will adapt in real time, not in theory. This means embedding foresight and scenario planning into the operating rhythm of leadership, testing assumptions before they calcify, and ensuring execution is disciplined yet flexible. The most effective leaders will align corporate direction with personal conviction, making decisions that are not only profitable but purposeful.
AI has matured into a board-level agenda item. It is no longer a project delegated to IT but a capability that informs risk management, customer insight, and shareholder value. CEOs must establish governance frameworks that ensure AI-driven insights align with corporate purpose and long-term strategy. This requires talent who can translate technical output into strategic choices, as well as oversight structures that prevent misuse. Treating AI as a tactical add-on will be judged as falling behind. What was once experimental is now mandatory, and companies that ignore it risk becoming as outdated as dial‑up.
CEOs must be able to explain not only where the company is going but why it matters, in a way that feels genuine. Executives are realising that embracing their authentic personal brand fuels connection and influence. Respected leaders understand themselves as deeply as they understand profit, and employees and customers demand it. Complexity breeds confusion, and stakeholders are relying on leaders who bring clarity, not chaos. Authenticity has become the defining currency of leadership, requiring a personal CEO brand that bridges values with corporate priorities. A leader who knows their own North Star is far more capable of inspiring confidence across employees, investors, and customers.
Distributed teams require new leadership skills. Employees are demanding clarity on purpose, flexibility in how they work, and investment in well-being. CEOs who fail to address these demands risk attrition and disengagement. Talent strategy is now inseparable from business strategy, and boards are holding leaders accountable for culture as much as for financial performance. Organisations that succeed will treat employee experience as a competitive differentiator, investing in wellness-driven leadership development, digital collaboration tools, and transparent communication. Balancing productivity with humanity is now a core expectation.
Empowered leadership requires renewal. CEOs cannot lead effectively if they are depleted. Renewal is not indulgence but discipline. Whether through time in nature, reflection, or intentional silence, renewal sharpens decision-making. The most effective leaders will be those who recognize that personal energy is a strategic asset. Boards are beginning to understand this too, evaluating leaders not only on performance, but on sustainability of their leadership capacity. Renewal is the hidden foundation of resilience, and resilience is the hidden foundation of long-term value creation.
The 1980s celebrated profit above all else. In 2026, the measure of leadership is different: authenticity, adaptability, and renewal are the currencies that matter.
ABOUT THE AUTHOR
Beth Jannery is the Founder & President of Titan CEO Advisory, a boutique advisory firm known for trusted, confidential partnerships and quiet, powerful influence. With experience as a Fortune 50 Bureau Chief and as Chief Marketing & Communications Officer for a $1B company, Beth brings executive leadership and communications expertise to her work with CEOs.