Brendan McCurdy: Three leadership skills for CIOs - and other bosses

Imagine two very distinct chief investment officers. The first tries to gather as much information as possible, but often fails to organise their thinking around one big idea. They frequently change their mind and can be halting in speech - in the process resembling the proverbial ‘two-handed economist'. The second CIO is more confident in their delivery of ideas and projects certainty. They are likelier to make bold predictions and stick to them even when markets fail to cooperate. So which CIO makes a better forecaster? In the 2015 best-seller Superforecasting, Wharton's Philip Tetl...