Harvard Business Review did a comprehensive study of how corporate CEOs use their time. And the article became a very good treatise on leadership of large, complex organizations. The areas I found most interesting were those tasks that the CEOs thought they spent more time on than they actually did. I wonder how to account for the difference. Perhaps those are important items that require a lot of thought, but little time to execute, such as important decisions that need to be communicated clearly, but are executed by direct reports.