Why Do CEOs Call Other CEOs?

When chief executives need to make sense of what lies ahead, many turn to other CEOs more readily than to their own directors or chair. That does not necessarily indicate a failing board. It raises a more revealing question: if relevant experience is already present around the board table, why does the CEO seek it elsewhere? The answer may lie less in what directors know than in trust, timing and whether their knowledge can enter the conversation before a strategic direction has hardened.

The Priorities CEOs Aren't Prioritizing

CEOs know that execution and organizational alignment matter. Yet the latest CEO Confidence Index shows growth, profitability and efficiency commanding attention while talent, organizational capability and resilience rank much lower. That tension does not prove leaders have overlooked the enablers of growth. It reveals something more consequential: a CEO confidence survey cannot determine whether confidence at the top is shared by the people expected to deliver the plan. This article examines that evidence gap—and the question boards should ask before growth and AI ambitions outrun the organization beneath them.

The Execution Gap Isn’t Where Leaders Think It Is

Most CEOs are confident in their strategy—yet fewer than half believe their organizations can adapt and execute at the speed required. When targets slip, the problem may not be the strategy or the people. Critical decisions may still depend on the CEO, priorities may weaken as they move through the organization, and structures that once supported growth may now be slowing it. My latest article explores what the research confirms—and the organization-specific question CEOs and boards still need to answer: What is really getting in the way of execution?

LouAnn ConnerJuly 30, 2026organizational intelligence, scaling companies, Strategy & ExecutionComment

When Speed Outpaces Strategy: The Real Lesson of 2026's Tariff Whiplash

Risk and Resilience, Organizational ReadinessLouAnn ConnerJuly 9, 2026Strategy & ExecutionComment

Case Study: Hilton's Response to Their Franchise

There are lessons to be considered in Hilton’s response to one of their franchisees' refusals to serve federal agents earlier this month in Minnesota.

Background: A franchise property (under the Hilton/Hampton brand) gained media attention when it was reported that it canceled reservations for federal government employees tied to the recent anti-immigration efforts. Hilton quickly stripped the hotel of its branding for refusing service to federal agents.

For leaders of Small and Medium Enterprises (SMEs), this is not just a "big brand" problem. It is a cautionary tale about how decentralized operations can create reputational issues that need to be swiftly addressed.

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