Leadership – Page 4 – The CEO Magazine

Improving Customer Service Skills: How executives can be of great help

Mostafa Sayyadi, Author, Leading Between the Lines Executives today are focusing on customer and employee relationship management. Executives today are also focused on strategic management decision making due to the hypercompetitive global environment and the public and private sector evaluation and opinion. Public organizations are attempting to function as private profit-wise while public companies have the Wall Street […]

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You’ve Reached the Top. Now What? Pointers for Facing Life After the C-Suite

Leadership, Self Governance

Nick Craig, President, Core Leadership Institute Congratulations: You’re at the top of your organization or field. CEO, CFO, chairperson, award winner… Most executives and high-achievers have a predictable narrative as to how they expect their journey to turn out, from moving up the ranks in their organizations to reaching a coveted position, often with a fancy

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The CEOs Challenge with Change

Leadership

Rick Miller, Author, Be Chief: It’s a Choice, Not a Title Those who occupy the corner office know that expectations and opinions about WHAT should be done and HOW it should be done come from all directions. And while there is a wide variance in the “what’s” of CEO decision making, the “how’s” are delivered with surprising

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How to Lead Middle-Aged Minnesotans with a Swedish Accent

Leadership

Chip R. Bell, Author, Kaleidoscope: Delivering Innovative Service That Sparkles There was a Muppet character on Sesame Street who was an enthusiastic chef with such a strong Swedish accent you could not understand a single word he said. His sketch appeared like a Julia Childs style cooking show. My son was eight or nine at the time,

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6 Signs That You’re a Micromanager

Entrepreneurship, Leadership, Management, Small Business

Nobody I know proudly brags about being a micromanager. Frankly, most vehemently deny the label. Yet the workplace overflows with them. Here’s how to spot them on your team before you give them even bigger opportunities to frustrate the people who work with them. And if deep down you fear you may be falling into

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iClipArt-204614- Conflict- Angry Male Middle Manager

6 Measures of Emotional Maturity as a Leader

Entrepreneurship, Leadership, Management, Sales, Small Business

On the good days as leader, you feel like a winning coach at the Super Bowl. On the bad days, you feel as though you’re skiing just a few feet ahead of an avalanche. Most days fall somewhere in between. To increase your chances of more good days than bad, check your leadership aptitudes and

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When Should a CEO ‘Blow Up’ Best Practices?

Leadership, Management

Geoff Tuff and Steven Goldbach, Authors, Detonate: Why – and How – Corporations Must Blow up Best Practices (and Bring a Beginner’s Mind) to Survive There aren’t many successful CEOs in the world who feel frozen when they need to take action. But there is one choice that can feel paralyzing: when the time comes to

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6 Lessons for Becoming a Hall of Fame CEO

Leadership

Kevin & Jackie Freiberg, Authors, Bochy Ball: The Chemistry of Winning and Losing in Baseball, Business and Life Whether you’re a fan or not, there are countless lessons to borrow from baseball and apply in business. As book critic, Jim Pawlak observed, “Both employ ‘players’ with specialties. Both have All-Stars (aging, prime, budding,) “A” and

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Finding Your Voice As a Leader

Entrepreneurship, Leadership, Management, Small Business

Many great corporate and political leaders will tell you that they watched and admired a parent, older sibling, or another family member or friend speak their mind and take charge of difficult situations. In other words, they saw first-hand the impact of leadership communication to calm a storm or controversy. Speaking out about issues and

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It’s not just thinking, it is misbehaving you want!

Leadership, Management

Bob McGannon, Author, Intelligent Disobedience: The Difference Between Good and Great Leaders While you may have fantastic processes, they won’t generate business improvement. Better results come from staff members who not only think and follow process, but are encouraged to break the rules, when appropriate, to improve your business outcomes. Why? Obeying all of the rules rarely

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