About CEO Zones

Proceeding from that vast experience are several entwined and significant observations:

Too often those bearing the responsibility for the greater organization are multi-faceted individuals who are charged with leaning hard into just one facet —organizational leadership. Consequently, other vital dimensions wither or, worse, become disruptions. Counterintuitive to many, this imposed myopia inhibits their ability to maximize leadership results. In contrast, those executives who recognize the beneficial synergy of living well among their lives’ many roles, or “zones” as we call them, lead more effectively, and ultimately succeed more effortlessly.

An executive’s most valuable, and rarest, peer relationships are founded on the purity of being for the other in the interchange. Such associations aspire to rise above the transactional level in pursuit of the transformational. Debilitating is the self-interest that fosters a lack of bias-free input from otherwise competent colleagues. Leading well requires that conceptual, even fanciful, conversations nurturing essential clarity are best held first with those outside the organization.

The best executives are lifelong learners and, consequently, dynamic problem solvers. But the resources they feed upon and the solutions they find must first be winnowed from a profuse, and frequently mediocre, supply. The direct relationship between resource quality and the time demanded to discover it is an opportunity for increased productivity.

With these insights as a foundation, CEO Zones was conceived to solve three problems:

1- the tendency toward role myopia

2- the implicit bias of colleagues

3- the need for high quality, well curated resources, forums, and events

And to what end?

We say it this way: CEO Zones exists to improve the performance, work/life fulfilment, and principal relationships of its members.