The people part of business operations.
Vincent Spivey Every CEO dreams to be the leadership material that their employees would want to stick to for the rest of their careers. Great employees are great coworkers, and it is the goal of the CEO to keep them and maintain a healthy and growing relationship with them. Letting some good people go and […]
How To Be The CEO with Leadership Material Read More »
The new CEO wanted to slug it out of the ballpark at his first all-hands meeting. Employees were watching the broadcast from around the globe. Obviously, engaging those assembled in the auditorium in front of him would be much easier. But he didn’t want to miss the first opportunity to gain their confidence that he
Are You Telling Stories–Or Anecdotes? Read More »
Dan Schoenbaum, CEO, Redbooth Like many startups, we have two goals: to build incredible technology that solves real-world problems and figure out how to sell our product. At Redbooth, we worked hard to assemble a top-notch, aggressive and very capable sales team. Building the right sales model and team is a challenge that almost every company struggles
5 Lessons we Learned from Firing our Sales Team Read More »
Aaron Elder, CEO Crelate Talent No matter what sector your company is in, the fact is that technology is now at the heart of most everything we do. Accordingly, 63 percent of CEOs surveyed by PwC in 2015 said they use digital tech for strategic decision-making and risk management. However, the 2016 Watermark Board Diversity
The Modern CEO: Part CTO? Read More »
Leonard Sherman, Author, If You’re In A Dogfight, Become a Cat! – Strategies for Long-Term Growth The time to rethink three widely believed, but outdated management ideas is long overdue. 1. There are “good” and “bad” industries In the late 1970s, Michael Porter’s seminal article on business strategy — How Competitive Forces Shape Strategy — established
Three Management Ideas That Need to Die Read More »
Soren Kaplan, Founder, InnovationPoint Most corporate visions and missions sound alarmingly alike: “Become the number one provider of blah, blah, blah.” These generic, broad-based goals might rev up sales teams, but they do little to spark ingenuity. Perhaps the worst thing a company can do is give “innovation marching orders” without any guideposts. That’s when the
Why You Need an Innovation Intent Read More »
Keri Calagna, Principal, Deloitte &Touche LLP Empower a culture that seizes crises as opportunities to drive brand resilience A familiar story is on the front pages every few months — a CEO ousted from a company, a tarnished brand and customers flocking away to their competitors. The untold story is of the thousands of CEOs that
CEOs Shine by Owning Organization’s Reputation Risk Read More »
Leslie H. Kaminoff, Author, THE GREAT MANAGEMENT RESET: 27 Ways To Be A Better Manager (Of Anything) As managers, we have all spent endless hours coming up with possible solutions to motivate our staff. Let us assume that each employee has all the necessary tools to perform their jobs effectively. These tools include technology and
The New Dawn of Managing Your Human Resources Read More »
James Bowen & Brian MacNeice, Managing Directors, Kotinos Partners & Authors, Powerhouse – Insider Accounts into the World’s Greatest High Performance Organizations By governance we mean the model by which an institution is run. Thinking about governance is the “stuff” of management and one of the tasks to which leaders look forward the least. In a
In communication the number three is an important number. From childhood we remember Ready, Set, Go, the Nina, Pinta and Santa Maria, and breakfast, lunch and dinner. So it should come as no surprise that my most recent CEO lessons came in a series of three. CEO’s are different than you and me. While
The Rules of How C-Level People Rule Read More »
