<p>This episode is brought to you by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠<a href="https://oberle-risk.com/landing-page/in-the-trenches/" target="_blank" rel="ugc noopener noreferrer">⁠Oberle Risk Strategies⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠: Insurance Broker and Insurance Due Diligence Provider for Search Funds and Other Small-to-Medium-Sized Businesses⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠</a></p><p> </p><p> </p><p>*</p><p><br></p><p><br></p><p>This episode is brought to you by ⁠⁠⁠⁠<a href="https://boulaygroup.com/services/search-funds/" target="_blank" rel="ugc noopener noreferrer">⁠B⁠⁠⁠⁠⁠⁠⁠⁠⁠oulay, the industry standard for Quality of Earnings, tax, and audit services, serving search fund entrepreneurs for 20+ years⁠</a>⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠</p><p><br></p><p><br></p><p>*</p><p><br></p><p><br></p><p>In the acquisition entrepreneurship ecosystem, it’s well understood that the companies that we acquire often undergo change, maturation, and evolution under the watchful eye of the new CEO. What I think we tend to<em> under</em> appreciate, however, is the change, maturation and evolution required of the CEO <em>herself</em>. </p><p><br></p><p>When I think back to the CEO that I was in year 6 of my own hold period, that person is almost unrecognizable relative to the CEO that I was in my first 6-12 months at the helm… and that evolution wasn’t just specific to commercial considerations, though there were plenty of examples of those. A lot of it concerned the personal, psychological, and emotional realities of being both a leader and an entrepreneur. </p><p><br></p><p>My guest today, Jennifer Garvey Berger, is the Author of <em>Changing on the Job</em> (among several other books), and has introduced a framework that shows what she thinks are the four rather predictable stages of leadership maturity. </p><p><br></p><p>In our discussion today, we discuss what those stages are, what fundamentally changes from one stage to the next, why it’s important for a leader to know which of the 4 stages that they’re currently in, how to self-diagnose, where she most commonly sees high-performing executives or new leaders get “stuck”, and whether leadership maturity is simply a function of the passage of time.</p>