PRAISE FOR HIDDEN TRUTHS "A must-read for new and aspiring CEOs who want to minimize pitfalls and maximize their impact. David Fubini leverages his 35+ years of experience working with CEOs to bring us concrete, real life, very practical, and insightful advice."
--HUBERT JOLY, former Chairman and CEO, Best Buy "David has written an essential guide for the new CEO. Whether you are leading a public corporation or a major arts organization, Hidden Truths takes a productive approach to some of the most fundamental challenges of the role. David's counsel is practical, positive, and deeply relevant for all new leaders."
--MEREDITH "MAX" HODGES, Executive Director, Boston Ballet "A McKinsey veteran writes yet another high-minded leadership book--pass the espresso with a 5-hour ENERGY chaser, right? Wrong. David Fubini takes readers behind the C-suite scenes at some of the best-known institutions in America, revealing the vulnerabilities of their leaders and their pragmatic, deeply human insights about how to drive change and achieve success. This isn't a book about theory. It's a book about reality, one in which striking access combines with hard-earned wisdom."
--BRIAN MCGRORY, Editor, Boston Globe "Hidden Truths gives a unique, behind-the-scenes look at what the reality of leadership feels and looks like. Having experienced the challenge of leadership in military, academic, and business contexts I can readily say there are many important lessons learned for leaders of all types in this book."
--ADMIRAL JAMES STAVRIDIS, USN, former Supreme Allied Commander, NATO "David Fubini has produced a practical, insightful, and engaging book. He has used his years of consulting access to see 'behind the curtain' and showcase the very real, day-to-day complexities and challenges of being a CEO. He offers powerful and timely suggestions for leaders of all types of organizations."
--DOUG PARKER, Chairman and CEO, American Airlines "Many arrive in the C-suite with hard earned knowledge, but this is far from sufficient. Successful CEOs, whether in the corporate, educational, or not-for-profit sector, must be able to demonstrate a wisdom borne of knowing what to do, why to do it, and how and when to galvanize others to get the critical work of the organization done on a continuous basis. In his book, David Fubini brilliantly, simply, and compellingly bridges the gap between knowledge gleaned from research and lectures and the wisdom CEOs usually achieve p