000			01158nam a22001577a 4500
999			_c513876 _d513876
008			200915b ||||| |||| 00| 0 eng d
100			_aChastain, Andrew P. and Watkins, Michael D. _917685
245			_aHow insider CEOs succeed
260			_aHarvard Business Review
300			_aMarch - April 2020. p. 68-75
520			_aWhen an organization taps one of its current executives to be its new CEO, the transition might seem straightforward. The promotion is often the culmination of years—maybe decades—of hard work. CEOs who come from inside the company have probably served in the C-suite or run a large division before, so they have relationships with everyone in top management and the confidence of the board. They know the organization, its history, and its culture. They understand its strategy and might have been intimately involved in developing it. They’ve established credibility and support. You’d think, then, that they’d have an easier time adjusting to and excelling in the job than external hires would. - Reproduced
650			_aLeaders _917686
773			_aHarvard Business Review
906			_aLEADERSHIP
942			_cAR