Elena Botelho (Author) ELENA L. BOTELHO has advised more than 200 CEOs and boards in nearly two decades, first as a strategy consultant at McKinsey and currently as a top-billing senior partner at ghSMART. She grew up in Azerbaijan and Russia in a family of mathematicians. She earned her MBA from Wharton. Her life's work is to be a "greatness catalyst," helping others reach their full potential.Kim Powell (Author) KIMBERLY POWELL is a principal at ghSMART, where she works with clients in the areas of management assessment, leaderhsip coaching, and organization change initiatives. Previously, she worked for fifteen years with the Boston Consulting Group, advising CEOs and senior managers of Fortune 500 companies. She graduated summa cum laude from the University of Notre Dame, and was an F. C. Austin Scholar at the Kellogg Schoool of Management at Northwestern University.

What does it take to succeed at the top? Botelho and Powell offer the answer — and it’s not what you think. Whether you’re running a large organization, or simply have your eye on the corner office, this book should be your guide

Elena Botelho (Author) ELENA L. BOTELHO has advised more than 200 CEOs and boards in nearly two decades, first as a strategy consultant at McKinsey and currently as a top-billing senior partner at ghSMART. She grew up in Azerbaijan and Russia in a family of mathematicians. She earned her MBA from Wharton. Her life's work is to be a "greatness catalyst," helping others reach their full potential.Kim Powell (Author) KIMBERLY POWELL is a principal at ghSMART, where she works with clients in the areas of management assessment, leaderhsip coaching, and organization change initiatives. Previously, she worked for fifteen years with the Boston Consulting Group, advising CEOs and senior managers of Fortune 500 companies. She graduated summa cum laude from the University of Notre Dame, and was an F. C. Austin Scholar at the Kellogg Schoool of Management at Northwestern University.

What does it take to succeed at the top? Botelho and Powell offer the answer — and it’s not what you think. Whether you’re running a large organization, or simply have your eye on the corner office, this book should be your guide