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How Children Study and Handle Setbacks Is Very Different!

Can Behavior or EQ alone Build a Level 5 Leader?



Video: Find Your Missing Tools for Motivation

To many people, “motivation” is a magic word that can overcome any obstacle and enable them to be their best.  In fact, they mainly use the psychological part of  motivation at a basic level.

Without the right direction and sufficient tools, motivation alone may not improve productivity and innovation, achieve your goal but increase stress-related health issues like insomnia, burnout, heart attack and stroke.   “Can He Handle the Job?” is a good example.  In addition, studies found that workplace stress is also #1 cause of turnover.   Turnover and healthcare costs all contribute to human capital costs.  IQ, EQ, behaviors, and personality are not enough to know talent.  Below is a comparison between traditional piecemeal approaches and the 6Q Approach.

To know self and others deeply is the first step for efficient motivation, including the psychological aspect.   To motivate others and translate strategy into action is a key to build a level 5 leader or an exceptional CEO.   This video will tell you how to find the missing tools for motivation in talent management.  Leadership style and compensation are other significant tools for motivation although compensation cannot motivate top talent the best.


How to Be an Exceptional CEO?

To many leaders, to be a CEO is not good enough– they desire to be an exceptional CEO, whether they are at Fortune 100 companies or startups.  Should they copy behaviors or build the underlying structure?  Is there a timetable?  Are IQ, EQ and Behavior tools enough?  What is the difference between how to be a CEO and how to be an exceptional CEO?  Recently, McKinsey released its CEO study on what makes a CEO “exceptional” based on their pattern recognition among a big data, including behavior analytics.   Let’s review its 3 key findings and explore what takes to be an exceptional CEO or how to be a great CEO. In the meantime, give yourself a quick self-evaluation.

  1. Come in from the outside
  2. Change the strategy within the first 2 years.
  3. Reshuffle the management team AFTER the first 2 years, and balance how much change the institution can absorb.

This is one path how to be a CEO.  Although the path may not fit you, it is good to know the underlying structure and empower yourself if suitable.

What Takes to Be an Exceptional CEO?

1. Come in from the outside?
Not everyone needs to come from outside, for example, Microsoft CEO Satya Nadella and GE CEO Jeffery Immelt.  Both have transformed their businesses.  The key here is how to keep a fresh and objective view and minimize attachments to old glory and routines, which is a part of human nature management. We have found that unable to do so has stopped many CEOs in our leadership study and Fortune 1000 CEO study.  I have paid a heavy price here myself.

How do you do here?  You can take a quick leadership assessment.

2+3.  Change the strategy within the first 2 years. Reshuffle management AFTER the first 2 years?
Have you wondered what if an organization cannot afford the 2 years to warm up?  For example, Alan Mullaly joined Ford Motor in 2006 when Ford was on edge of bankruptcy.  Jeffery Immelt became the CEO of GE 4 days before 911 attack hit GE badly.  Regardless where they came from, neither had 2 years to warm up their institutions.  Let’s explore what takes to develop the strategy and translate it into effective action in a timely manner.

4. What Stops Leaders from Being an Exceptional CEO?
After assessing hundreds of CEOs and non-CEOs from different sizes of institutions, we have found the following:

  • Miss the big picture due to personal needs, past successes, weak abstract thinking, poor strategy, etc.   If it does not start right, it is hard to turn it right later.
  • To our surprise, many leaders lack deep human knowledge and struggle to hire talent for today or 18-36 months down the road.
  • Lack leadership styles to inspire and influence others and win hearts and minds.
  • Poor conflict management due to not only people skills but also leaders’ unfairness and missing the big picture.
  • Poor risk-taking, which limits institution’s opportunities, resources and resilience to failures.
  • Poor learning management for self and team, which will impact change management and strategy execution.
  • Low Adversity Quotient, which causes some leaders to give up too soon.
  • Insufficient body energy to keep up with needs and poor stress management (poor health).

All the above elements require not only IQ, EQ, learning Q (LQ), but also Adversity Q, Public Influence Q, Health Q.  How the 6Q work together just like how human muscles work together in body movements.  Industries, stages of business, the status of the team and others can add, modify, or delete the required elements.    CEOs are the keys to business success and need to be ready for the worst; therefore, their issues are often too complex for traditional IQ and EQ tools alone to handle.  Then behavior analytics emerge, which can recognize many behavior patterns but not their root causes.  However, most institutions, including top MBA, build leaders with piecemeal approach and pattern recognition and receive poor results.

5. The Difference between How to Be an Exceptional CEO and How to Be a CEO

The differences between how to be a CEO and how to be an exceptional CEO are significant– an average CEO can be extraordinary in some areas and certain process, not almost all areas and all processes, especially learning and the health of their Ego.  Today, we can identify the “missing software” and strengthen leadership rapidly.

In general, symptoms are not equal to their root causes because all 6Qs can interact with one another.  For example, IQ and EQ can lose their power due to poor AQ and HQ, which is why IQ, EQ, LQ and behavior tools cannot solve all issues.  Being cool in the storm makes a leader unforgettable.  Being able to manage team’s mental health often can win CEO extra team devotion and social credits.

In addition, each element above can involve a lot of underlying work.  For example, “Focus on the Big Picture” involves not only decision-making quality, but also industrial insights, rules of games (business, society, and government), leaders’ health of Ego, innovation, resilience, and others.  Whether a leader can focus on the big picture is behavior.  Decision-making, knowledge, the health of Ego, innovation, resilience, and others are the underlying structure that will shape the behavior.   However, most people only focus on the technical part (IQ) but miss the rest, and many institutions either categorize leaders based on their today’s behaviors or waste time on secondary behaviors.

For further analysis and more case studies, please read Can Behavior and EQ alone Build a Level 5 Leader and What Stop Leaders from Good to Great.

How to be a CEO is a part of corporate leadership development.  A recent Deloitte survey found that only 13% of companies are building effective global leaders.   One fundamental cause is that traditional IQ, EQ, and behavior tools alone cannot solve complex issues efficiently.   To personalize development with the right tools is one key.   Here are other keys to optimizing corporate leadership development.

How well do you do at each part?  Take a quick assessment.

Speed, Results & Power 

First, Today Is NOT Tomorrow.  Not every leader has what they “should.”  Instead of focusing on their behaviors today, we should explore the underlying structure and find the “missing software.”  Without the supporting underlying structure, today’s behavior WILL NOT exist tomorrow.  The tools are often beyond IQ, EQ and behavior alone.

Second, catch the development needs of a leader before “the 360 degree” and make wise investments because NOT all issues have quick solutions, for example, talent type and pathological Ego.  In addition, there is no one tool for all issues; therefore, we work with the best.

Furthermore, many “intractable issues” are due to a lack of the right tools.  For example, target all issues involved in “Focus on the Big Picture” with IQ tools.  By getting to the root causes with the right tools, we often can save at least 50% of the time and discover fast solutions to 30-40% “intractable issues.”   Time is money.  Efficiency is life.   I wish everyone can see that.

After years of researches, we have found that building exceptional leaders is the most efficient way to strengthen society.   How to be an exceptional CEO usually includes how to be a level 5 leader, but more challenging because a CEO needs to handle all-in-one responsibilities.   Thus, the program “Be an Exceptional CEO” usually  requires more time and effort than “Leadership, from Good to Great.”

In summary, you want to know not only how to be a CEO, but how to be an exceptional CEO.   The sooner you know the difference, the better CEO you can be, the more impact you can make on the world.

1. Identify your “missing software” before “the 360-degree evaluation,” which are often beyond IQ, EQ and Behavior tools alone.  The difference can be to do damage control or save at least 50% of the time and turn 30-40% “impossible” possible efficiently.
2. Install the “software” as smoothly as possible.  The difference can be weeks vs months or months vs years.
3. Integrate learning with practices.  The difference here can be knowledge vs action.
4. More tips on how to go from good to great, to exceptional.

The right approach means more when you are a “underdog” who need to win unfair competitions.   It is easier to score higher, faster and better than to be frustrated about “justice” although you should never give up your right.   General job exposure and self-discovery are often too general and time-consuming.  These days, speed and results determine the rise and fall of businesses and CEOs.

If the 6Q approach new to you, consider read more CEO case studies in the book What Stop Leaders from Good to Great.  Like Reid Hoffman, the founder of Linkedin, said at one of his Master of Scale episodes, “You have to frequently ask yourself, ‘Which of the old lessons have to be thrown out? And which things do I have to unlearn or learn anew?’”  Throw out your old tools at least before your competitors do.  In addition, DO NOT give up your issue before consulting The Prince Synergy even if it is impossible to anyone else.

About the Author 
Bin Yang
is the Managing Director of The Prince Synergy (, a leading consulting firm that focuses on building exceptional leaders to strengthen society and solves the hardest issues in leadership and performance that no one else can.  She is also the author of Identify Your “Missing Software,” Go from Good to Great Efficiently.  For more information or to schedule an interview, lecture or appointment, please contact us at 310-668-1828.


Minimize “Intractable Issues” in Leadership & Team Performance with The Prince Synergy

(The press has appeared on Business Insider, Market Watch, PR Newswire and other media.)

LOS ANGELES, Oct 10, 2017– The Prince Synergy ( announces that they open its leadership practice and programs internationally to minimize “intractable issues” in leadership and top team performance worldwide.

When asked the significance of the plan, Bin Yang, the Managing Director at The Prince Synergy, said, “Many people are so used to ‘Intractable Issues’ in leadership & top team performance that they stop questioning the fundamental or looking for solutions.  Issues at the top are often complex, involving individuals’ whole 6Q system.  Technology (IQ), psychometric (EQ), and behavior tools alone can make complex issues ‘intractable,’ which is why only 13% of companies can build effective global leaders.  Through the 6Q Approach, we can be 10 x faster and find efficient solutions to many ‘intractable issues.’ In addition, learning needs to be integrated with practices since workplace practices are not available to everyone and are often inconsistent.”

The Prince Synergy focus on building level 5 leaders, exceptional CEOs, and optimizing top team performance since it is the most efficient way to empower millions at one time.   The Prince Synergy’s programs and classes are designed to target the compound challenges along the leadership journey, including those that no one else can, for example, how to know talent deeply, manage self-induced conflicts, and build resilience.

Unlike others, The Prince Synergy assesses the root causes of development needs instead of analyzing behaviors as different root causes can have the same behavior.   In addition, The Prince Synergy emphasize on catching development needs before the “360-degree assessment” and taking early actions.  Ms. Bin Yang first invented the 6Q approach at clinics and helped many patients meet challenges and stay healthy.  The holistic approach bases its interventions on business, law, medicine, psychology, and evaluates the whole 6Q system simultaneously to identify the root causes and make learning easy and fast.

The Prince Synergy chooses solutions through its diagnostic program.  It has programs that take leadership from good to great, manage conflicts, multiply leadership styles, and pursue organizational benefit efficiently.   It also has programs that aim to improve leadership skills and performance in days to weeks or target other unique needs.  Some clients are highly interested in its practice classes since workplace practices are unavailable to everyone or do not have the piece they need consistently.

The Prince Synergy’s video, “Join Us, Minimize the ‘Intractable Issues’ in Leadership & Top Team Performance!” can be found on Youtube (, and book “What Stops Leaders from Good to Great?” is available on Amazon.


About The Prince Synergy:

The Prince Synergy ( is a leading consulting firm that focuses on building exceptional leaders and CEOs and optimizing top team performance to strengthen society, and that solves the hardest issues that no one else can.

Media Contact:
For more info, or to schedule an interview, lecture, or appointment, please contact Judith Sullivan,, or 310-668-1828.

Identify “Missing Software,” Strengthen Your Leadership Rapidly!

Many leaders desire to strengthen their leadership and performance rapidly, build level 5 leadership or be an exceptional CEO, but waste their time on symptoms due to insufficient tools.  In fact, it may only take days to not only identify the root causes and “missing software,” but also deliver specific solutions.  A lot of time can be saved, and many dreams can come true.

Recently, a CEO from a subsidiary company of a Fortune 50 company came to us to improve his leadership style and conflict management.  He had over 19 years of business experiences and graduated from a top MBA.  He had tried various tools for over 1 year to improve his leadership, such as DISC, MBTI and 360-degree Feedback, but only got some general advice, such as “slow down.”

In addition to his needs, our assessment also found that he could self-induce conflicts and have development opportunities in innovation, independent thinking, and other areas, which also impacted his leadership style and conflict management.  We recommended two group practice classes to target his root causes and build skills and styles.  Each lasts 3 days.  However, he could only take one class at a time.  Unfortunately, he needed to have both back to back to achieve a desirable result.  In addition, he would only remember about 30% of the first class by the time when he came back for the second.

Based on his learning speed and other potential, we decided to offer him “Strengthen Your Leadership & Performance Rapidly” so that he could skip the unnecessary group training and sharing, focus on custom practices, and achieve an excellent learning result.   He finished the in-person training and practices in 1.5 days, inspired, and transformed.

What Makes the 6Q Approach Unique?

Human beings need to meet challenges while keeping their body functioning.  They can either gain the ability to meet the challenges or alter the challenges with their capacity.  Thus, they need to perform well in both society (macro) and their personal world (micro).   The 6Q Approach is the integration of Business, Law and Medicine (including Psychology), evaluating how individuals meet challenges (macro) and develop new capacity (micro).  I first invented the 6Q Approach at the clinics.   The 6Q assessment is called the Executive 6Q Assessment.

Like computers– Human beings have no function without working “human software,” and each person has unique software.  Usually, individuals only need to update some “human software” to meet new challenges.  The more specific the development needs is, the less individuals need to learn, the faster they can achieve desirable results.  Unlike computers, human capacity can fluctuate in change, adversity, and storm.  These make adversity Q, health Q, and public influence Q essential to leadership development.

The above CEO had many development needs, one of which was to optimize innovation.  He could have issues with  being open to new ideas, insights, creative confidence, knowledge structure, talent type, learning, action, resilience, resources, sales, team building, etc.  Unless we can identify the “missing software,” motivating the CEO to be innovative usually will not achieve a great result.

The 6Q assessment found that the above CEO had no other issues with innovation but liked to choose his focus with his interest, which limited his insights.  Thus, the solution to optimize his innovation was to identify the products that did not get his attention in the beginning but surprised him with their impact later, and, in the meantime, have more tools to embrace all trends and be truthful to himself.   We helped the CEO solve other issues through the same way.

Traditional IQ, EQ, and learning Q tools can only evaluate a half of the human system, which is insufficient to handle more complex issues.  Behaviors mainly reflect the whole 6Q structural change but have limited power to change the 6Q structure.   DISC and 360-degree Feedback that most institutions use can collect behaviors but cannot get to their root causes efficiently.   In addition, personality alone is not enough because great leaders have all kinds of personalities that MBTI can define.   A recent study by Deloitte found that only 13% institutions feel that they can produce effective leaders.  Partial tools are one big reason behind the study findings.

What else Can Slow Down Leadership Development?

In addition to the partial tools, many people go to their peers or professional coaches when development issues emerge.  The first can advise others based on their experiences, and the second mainly encourages self-discovery– find solution on your own.    Through the 6Q Approach, we often can see results in days to week instead of months to years because we can get to the root causes with the right tools.  The speed and results matter more in crisis management.

Here is another example: Can He Handle the Job?

Mr. B, 38, had MBA and ten years of experience at a well-known leadership consulting firm in roles from consultant to local VP.  He was promoted to Regional Manager to boost regional sales and minimize turnover.  Two months later, sales remained flat, and turnover increased.  His wife was pregnant and very unhappy as Mr. B spent a great deal of time away from home due to the new job.  He was so burned out that he was contemplating resignation when he met us.

The Executive 6Q Assessment found Mr. B was an excellent consultant with many great leadership characteristics.  However, he was weak in sales and marketing and challenged in public influence, emotional expression, and others that were insignificant to a local VP.   There was no way to improve so many quickly.   We chose to optimize his emotion expression to first take care of his family crisis and later build intimacy with clients and colleagues.  Through 30 minutes of training, he learned how to share his work stress with his wife, win her understanding and support, and how to utilize the same skills to connect with clients and colleagues more deeply.  He eliminated his family problem after the 30 minutes training.  One week later, he gained more confidence with his new job and could connect with clients and colleagues more deeply.

What would happen had he gone to a coach to discover the solution on his own?  Why his leadership firm could not anticipate his development needs or support him efficiently during the crisis?  Read more in What Stop Leaders from Good to Great.

How well do you do at each part?  Take a quick quiz

How to Identify the “Missing Software” Efficiently?

The efficient way to identify the “missing software” is to evaluate each process and stage of related tasks, for example, how to optimize innovation, and then target issues with the right tools. Because not every issue has a fast solution, it is wise to evaluate every Q, catch development needs ahead of time if possible, and do what is right.

Usually, the more capacities a person has built, the less “software” they miss.  However, more capacities do not always help more.  It has been heartbroken for me to watch a phenomenon in the past a few years — whenever a well-known Fortune 500 CEO suddenly reads our newsletters a lot, usually, he or she is in “hot water.” Soon the CEO will “retire” and disappear.   In fact, it is never too late to learn something new, especially when we can identify their “missing software.”

The New Year is coming. 

Do you desire to strengthen your leadership rapidly, go from good to great, build level 5 leadership, or be an exceptional CEO or CXO?  Are you excited to know that you can achieve results faster and better via the 6Q approach?   Look around you and inside of you to see if insufficient tools are holding you and your people back.   You can change the world for the better by starting with the issues around you.

Above all, DO NOT GIVE UP before consulting The Prince Synergy even if your issue is impossible to anyone else.  To read more CEO case studies and learn more about the 6Q Approach, please read What Stop Leaders from Good to Great. 

About the Author

Bin Yang is a global CEO adviser and the Managing Director of The Prince Synergy, a leading consulting firm that focuses on building exceptional leaders to strengthen society.  She authored What Stop Leaders from Good to Great.  If you’d like to learn how to empower yourself beyond IQ and EQ, consider reading the life stories in the book.  Webinars, free mini assessments and group classes are also available.  For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.


Book: What Stops Leaders from Good to Great?

Read the book that many Fortune 500 CEOs wish they have before their “retirement.”  Identify your “missing software” to go from good to great beyond IQ. EQ and Behavior tools alone.  (2nd edition)


Many leaders work hard to go from good to great and build Level 5 leadership but have failed.  One reason is that some of them, including Fortune 500 CEOs, do not want to take their medicine when the price is low, and the result is fast.  In addition, traditional IQ. EQ and Behavior tools alone often have limited power over complex issues.

What Stops Leaders from Good to Great will first share with you what can stop leaders on their journey, how to get to the root causes, including those of Humility and Will, what are the differences between how to go from good to great.   Then the book will demonstrate how to strengthen leadership through multiple dimensions at leader, team, culture, and system levels.  Because the book aims to build Level 5 leaders who can retain startup DNA and be efficient with the hardest issues, you will read many fascinating stories how Yang identified the “missing software” and “unexpected” solutions and help CEOs and other executives strengthen leadership rapidly.

During her residency, Bin Yang noticed that many patients went to the hospitals since they could not handle challenges outside. To help her patients find “missing software” to meet their challenge, she invented the 6Q Approach, and many patients recovered quickly with minimum re-occurrence. Later, while amazed by Level 5 leadership, she also discovered that top MBAs and other institutions build leaders with IQ, EQ and behavior tools alone and often get poor results due to “intractable issues.” Through the 6Q Approach, Yang has helped many CEOs and other executives solve their “intractable issues.”

At last, the book uses many topics on CEOs since CEOs often face the most challenges in general.  While the book is excellent for those who desire to be a great CEO (president), the management principles apply to all other leaders and elites.

GET THE BOOK at Amazon

About the Author:

Bin Yang is the Managing Director of The Prince Synergy, a global CEO adviser and the inventor of the 6Q Approach.

2014 Fortune 1000 CEO Replacement, Man: Woman = 252:1

Los Angeles, CA Dec. 4th, 2014– The Prince Synergy ( announces its latest studies on CEO Replacement at Fortune 1000 in 2014.   Among 253 Fortune 1000 CEO replacements, man: woman= 252:1.  The departure rate for men is 252/947=26.61% and women 1/53=1.87%.  The most common placement is departure.  Women held 46 CEO positions at Fortune 1000 in 2013 and 53 in 2014.

When asked the significance of the studies, Bin Yang, the Managing Director at The Prince Synergy, said, “Fast CEO Replacement is inefficient for Fortune 1000 to achieve lasting growth.  Today’s technologies can anticipate development needs,  seed of early decline  and others long before 360 degree.  Instead, businesses should choose the right CEOs with the right tools and empower their CEOs to take charge of strategy execution, speed, and costs, which is win-win.”

The top priorities for CEO are to keep their vision and power up-to-date, so they can react to shocks and capture opportunities efficiently.   And the first step is to stay open.  However, only 17.92% of the replaced group opens The Prince Synergy newsletters while 63.89% of women CEOs do.  Some Fortune 1000 CEOs rely on their executive assistants who delete every mail.   Compared to men, women Fortune 1000 CEOs tend to carry more loads and meet higher standards at work and in life.

About 30-40% of intractable business issues are due to traditional IQ, EQ or behavior approaches because each person has 6Q.  CEOs can leverage their human capital more efficiently with the right tools, for example, how to maximize leadership efficiency, manage conflicts, use the right people, and build smart systems.  The latest tools utilize the 6Q multi-tasking talent model and the 6Q Approach.  As competitions intensify, vision, speed and results determine the rise and fall of the Fortune 1000 CEOs and businesses.

About The Prince Synergy:

The Prince Synergy ( is a leading consulting firm that takes leadership from good to great and solve the hardest issues that no one else can.  We help leaders build long-term social and economic value in the world with increasing uncertainty and complexity. For more info, or to schedule an interview, lecture, or appointment, please contact, or 310-668-1828.

Do you have the right tools to meet challenges and stay ahead of changes?  Take a short Leadership Tool Quiz.

from PwC CEO Study to How to Focus on the Long Term, Go from Good to Great

Executive Summary:
Not every leader and elite has what they “should.” Not to mention to take early action.  The article will explore PwC CEO Study and use how to focus on the big picture and focus on the long term as an example to demonstrate how to be a CEO 
and go from good to great efficiently.   A webinar and a mini assessment are available for hands-on experiences.


Recently, PwC released its 2016 CEO study–17 years CEO succession analysis at the world’s largest 2,500 public companies.  It is sad to see such a high CEO replacement number, especially the increase in CEO dismissals for ethical lapses from 3.9% in 2007-2011 to 5.3% in 2012-2016—a 36% increase.

Do more CEOs lack integrity?  Not likely.  Media spread is one issue.  Unable to take early action is another.   In fact, we can reduce the second cause by catching many development needs of CEOs before “the 360-degree evaluation.” When CEOs can take early action, businesses can also achieve more via management continuity, which is what we have found in our 2014 Fortune 1000 CEO study.

Traditional approaches are mainly behavior summary or IQ and EQ tools.  However, each person is an integrated 6Q system, which behavior can mainly reflect, not make.   Without knowing the rest of the system, it is hard to get to the root causes and anticipate the development needs of a leader tomorrow.  When unprepared elements become significant, damage control is almost inevitable.

Know Yourself Ahead

Many executives desire go from good to great, develop level five leadership or become an exceptional CEO.  To know self is the first step.  By evaluating 6 Q, instead of IQ, EQ and behavior alone, CEOs can know themselves deeper, broader and take effective action.

The first two items define if the CEO can be good.  The rest determine if they can build enduring greatness, develop level five leadership, and become an exceptional CEO, which is to be great.  These are an executive’s baseline.   Once the goal is clear, we can anticipate or evaluate the gaps (development needs of a leader) and potential issues, solutions, alternatives, costs, etc.

How to Be a CEO Efficiently? 

Each step involves many underground works.  To focus on the big picture and focus on the long term is the first step to how to be a CEO, go from good to great, and develop level five leadership. Let’s explore what can cause CEOs to “miss the big picture” and how to manage efficiently.

How do you do in key areas?  Let’s take a quick assessment. 

1. Focus on the Big Picture, Focus on the Long Term

How well a person can focus on the big picture and focus on the long term is determined by its structure, execution, sustainability and more.

– Have a Good Structure 

Franklin Roosevelt and Steve Job were leaders in their fields.  Could they switch industries?   Most people can understand the technical foundation, such as talent type, knowledge base, experiences, and decision-making, but miss another piece.

A healthy Ego is critical for leaders not to hunger for applauding and make independent decisions that may take years to get results, for example, Franklin Roosevelt in the World War II.  A person with a healthy Ego has no problems to admit his or her errors and learn from the mistakes.  Warren Buffet is a good example– he reveals his money AND opportunities losses to shareholders.  A healthy Ego is also necessary for leaders to be fair to others and win hearts and minds.  Without a healthy Ego, executives may be able to tell an ass kisser from a praiser and know what is right for the enterprise but still choose the ass kisser to satisfy their Ego.  Humility is only one reflection of a healthy Ego.

By knowing their talent type, knowledge base, and experiences, leaders can choose their right direction and action.   By strengthening the health of their Ego, leaders can develop many positive behaviors while eliminating negative ones.   “Missing the big picture” is only a behavior or a result, not the root causes.  However, many institutions waste their time on secondary behaviors.  

– Sustainability
A right structure is only basic.  As time passes, CEOs can succeed and fail, which can inflate or deflate leaders’ Ego.  Some executives can over estimate self, disrespect others, and make unwise investments.  Some can become depressive, lose work efficiency, and leave a job undone.  Other events can challenge executives as well.  For example, Peter Drucker was so sad after he lost his mother that he did not return his clients’ call.  Later it took him 3 years to get those clients back.

In the meantime, as disruptions and changes can come from all directions at an exponential rate, new challenges can exceed CEOs’ current capacity or disable then.  Then issues that can impact their learning or adjustment will step in, for example, talent type, personal interest, knowledge base, resources, etc.  Setbacks and failures can shut down leaders’ mind and body.

Sustainability is essential for a CEO to go from good to great and develop level five leadership. Resilience is also needed for daily negotiation, innovation, etc.  By knowing self ahead, CEOs can take custom training and save time and effort.  To be cool in the storm also makes great bosses unforgettable.  Unfortunately, many Fortune 500 CEOs only think of us when they are in “hot water,” which is heartbreaking to me.

Do you know yourself deeply?  Take a quick assessment. 

– Strategy, Innovation & More
Can the institutional focus, industrial insights, and resilience guarantee success?  Not always. Japanese are well-known for the three.   Still, many of them fail since they do not compete with strategy but imitate one another and cut down their own profit.  How Japanese compete has a lot to do with their culture that encourages obedience and loyalty, not autonomy and innovation.

On the other hand, the same culture system also builds a broad knowledge foundation that Western Culture fails to do.  By knowing an executive deeply, we can evaluate the negative impact of their culture, identify the missing segments of their innovation and strategy, and maximize their success.

2. The Other Steps

To focus on the big picture and focus on the long term is only the first step to how to be a CEO, go from good to great or develop level five leadership.   To convert their vision into effective action, team performance management is essential.  In the past 3 years, we have studied what fails leadership development and stops leaders from developing level five leadership among fortune 1000 companies and other large institutions.   Many CEOs and executives show the following leadership development needs:

Most of the above require more than IQ and EQ to handle.  Unfortunately, most leadership development programs mainly offer IQ and EQ tools, and some programs focus on secondary behaviors.

Speed and Results Matter (what makes us different from McKinsey and others)

Not every leader has what they “should.”   However, they can still go from good to great if they can identify their “missing software” and take early action or the right action.   By getting to the root causes with the right tools, we often can be at least 50% faster that others, which have saved many dreams.

Can He Handle the Job” is a good example.   An executive at leadership consulting firm was promoted to a regional manager and almost resigned 2 months later because of business and family crises.  The Assessment found that he had too many development needs of a leader that to fulfill at that time.  Thus, I chose to improve his emotional expression to eliminate his family crisis so that he could focus on his new job.   He did, through a 30-minute learning, which saved his job and the region.

How to be a CEO is the beginning.   The sooner the CEO knows “How to Be an Exceptional CEO,” the better the person can prepare self for lasting growth with the right tools instead of IQ, EQ and behavior tools alone that McKinsey and others use.   “Should a CEO be Charming” is another challenge on the journey of how to be a CEO.

Catch Development Needs before 360 Degree Evaluation 

The 360-Degree Evaluation is a great tool to closes the gaps between individual self-awareness and objective reality.  The observation starts AFTER someone gets on the spot.  However, what is on the surface is not equal to the root causes and the issues beneath, not to mention those that will emerge in new environments.    

The Executive 6Q Assessment is designed to catch the development needs of a leader at different stages, like MRI, recommend action accordingly, and make learning easy and fast.  We evaluate every talent element even they are “insignificant” today.  By knowing self well ahead, CEOs can be ready for the future, be highly effective in turbulence, and hopefully, develop level five leadership.   When CEOs can go from good to great, businesses and society can also achieve more through management continuity, which is why we are enthusiastic about how to be a CEO and build level five leadership.

Furthermore, because the 6Q data is good for two years in the absence of significant events, we can assist executives with their next challenge thousands of miles away.  Will there be gaps between anticipation and reality?  Yes, no one can anticipate everything in the world no matter how hard they try.  Thus, the two assessments can be a great synergy.

How we help clients


PwC CEO study reviews that CEOs face increasing complexity, uncertainty and storm.   Although not every leader has what they “should,” today is not their tomorrow as they can develop what is needed.  This is why today’ direction and power cannot define a good leader and a great one; without the right underlying structure, today’s glory cannot last

On the other hand, no one is designed for every challenge, and not all issues have fast solution.  Thus, it is critical to know CEOs’ all 6Q instead of IQ, EQ and behavior alone ahead of time, and take early action, from the focus on the big picture, focus on the long term, to team performance management.  When CEOs can go from good to great, businesses will also get to the next level, and society can also prosper.

In the meantime, a leader should not just focus on how to be a CEO, but how to be an exceptional CEO.  The sooner the leader know the gap, the better the leader can prepare self for lasting growth with the right tools instead of IQ, EQ and behavior tools alone.  That is what set us apart from McKinsey and others.  How to be a CEO is about not only a CEO, but also a team and a society that a company serves.   To build great CEOs is one of our efficient ways to bring productivity and happiness to the world, which is our mission and vision.

About the Author 

Bin Yang is a global CEO adviser and the Managing Director of The Prince Synergy, a leading consulting firm that focuses on building exceptional leaders to strengthen society.  She authored What Stop Leaders from Good to Great and Identify Your “Missing Software,” Go from Good to Great Efficiently.  If you’d like to learn how to empower yourself beyond IQ and EQ, consider reading the life stories in the book.  Webinars, free mini assessments and group and individual solutions are also available.  For more information or to schedule an interview, lecture, or appointment, please contact 310-668-1828.



Can You Tell an Ass Kisser from a Praiser?

It may not be hard to tell the difference but can be difficult to choose the right one.   The answer reflects the health of a leader’s Ego that can affect many aspects of his or her leadership— vision, image, power, stability, etc.   To take leadership to Level 5, it is essential for leaders to focus on the big picture than personal benefits, so they can make independent decision, open to new ideas, be fair to others, etc.   Jim Colin’s humility reflects of a healthy Ego that can make the focus nature.    It wastes time work on secondary behaviors.

On the other hand, it challenges many leaders to tell an ass kisser from a praiser or know talent at a personal level, not to mention to utilize an ass kisser.  The Executive 6Q Assessment helps leaders scan their development needs and use the right people.

What Can Impact on the Health of the Ego?

Parents are often the primary impact- the victims are usually unfavorable children or those overloaded with stringent standards.   To these parents, the children are never good enough, which weakens the health of their Ego.   Child neglect and abuse have the worse impact.   Primary caregivers are usually the next significant impact.  England King George VI’s stuttering had a lot to do with how his nanny mistreated him when he was little.  The rest are various people at society, such as teachers, schoolmates, bosses, colleagues, etc.

Victims can withdraw from society, like the King George V.   Victims can also look for approvals, be eager to tell the world how smart they are, or abuse others, which will destroy their vision, image and power. When a leader is eager for approvals, ass kissing is more musical than praise.  The business empire will fall even faster.

By restoring the health of their Ego, many negative behaviors can go away quickly since they are secondary.   It usually takes weeks to months with the right tools and a deep commitment. Behaviors here reflect an injured Ego; therefore, it can be painful and slow to “better” the reflection.  Does every Ego have a quick solution?  We do not take cases that involve ethics and abuse.

Leaders usually have other needs, for example, innovation, leadership styles, conflict management, resilience development and other performance management, to further strengthen the health of their Ego.

Use the Right People

To use the right people is the first step to success.  An ass kisser can serve unique purposes if management is setup right.   The background check and track records are necessary.  However, they cannot anticipate the future performance, which is the to determine if the person can do the job.  To do so, leaders need not only assess individual current capacities, but also their level, performance and potential under different weather.  “Honesty and self-awareness” that Psychology or behavior tests  rely on usually do not apply to an ass kisser.   Here is the comparison between the 6Q Whole System Approach and partial ones.

The world is changing fast.  The more leaders can anticipate, the better leaders can use the right people.  Although gut feeling is good, the leadership and performance MRI provides scientific evidences and therefore is more reliable.  We help leaders see more, see far, and win big.



Is Level 5 Leadership development to tie leaders with high standards? No, it ought make learning and development as nature, healthy and easy as possible. Behavior and EQ alone cannot solve all issues, for example:
1. Unwise investments.
2. Use a wrong person.
3. Setbacks and failures.
4. Poor health.

It takes the right tools to empower leaders from good to great and build Level 5 leaders.  Let’s find the extra tools you need!

The Prince Synergy Team