We are engulfed in the cult of the charismatic leader, one who is lionized for single-handedly propelling a company to phenomenal success. This kind of mythmaking obscures what it takes to be a great CEO — and how the most successful CEOs struggle with and overcome the role’s evolving challenges throughout their tenures. Our latest issue of Point of View highlights research from our new book about CEO performance — what it really takes — and explores the critical importance of trust between the CEO and board chair and how they can work together to build it.

What would CEOs and board directors ask their peers if they had a chance? It turns out top leaders have a wide range of questions for one another, from the highly practical to existential questions about how they maintain their motivation and drive. Our inaugural Measure of Leadership report draws on quantitative survey data and thousands of candid written comments to answer the question: What’s on the minds of CEOs and board directors today? In a separate study, we hear from board directors on the state of sustainability.

Why do CEOs leave? What are the backgrounds of their successors? How can new CEOs quickly align their team to advance their early agenda? What differences and similarities do we see in the composition of boards around the world? Our latest issue answers these questions and more.