The success criteria for today’s corporate leaders are shifting. Executives no longer have the time necessary to develop the leadership skills for long-term success. A highly competitive marketplace that moves at lightning speed has replaced the days of legacy building — an era associated with the soaring successes of the steel industry or the heyday of the blue-chip company. This need for speed means that companies and shareholders are less forgiving of CEOs than they once were. In the days of blue-chip glory, the forgiving nature of corporate boards meant that a CEO was capable of seeing a corporation through its various life cycles. Today, the CEO high-wire act is far more value-driven, squeezing executive priorities and leaving little room for error.