Management

The people part of business operations.

the ceo magazine, decision making,

Avoid Bad Business Decisions: Three Questions Every Leader Should Be Asking Their Top Team

Dr. Mario Moussa, Dr. Derek Newberry & Madeline Boyer, Authors, Committed Teams: Three Steps to Inspiring Passion and Performance The executive team at Ford Motor Company in the 1950s made one of the best decisions and then one of the worst decisions in company history.  Our research and experience at the Wharton School tells us that

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the ceo magazine, employee engagement,

Employee Engagement: A CEO’s Tool for Creating, Driving a High-Performance Environment

Mark Royal, Senior Principal, Korn Ferry Hay Group In today’s highly competitive environment in which organizations must optimize every resource—especially talent—employee engagement is a powerful tool for driving performance. Employees who are highly engaged and well positioned for success are better able to deliver more, and organizations that are known for high employee engagement become magnets

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the ceo magazine, emotional intelligence,

CEOs and the Emotional Brain

Dr. Lola Gershfeld, CEO, Level Five Executive One of the least talked about subjects in board governance is the human condition. When it comes down to it, all board members and CEOs are emotional beings who instinctually crave emotional connection. These connections are essential to overall board performance. How directors feel about each other directly

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Closing Eyes

Why Closing Your Eyes is a Powerful Leadership Tool

Why Closing Your Eyes is a Powerful Leadership Tool. Look around. Take in everything that you see. There’s the stack of sticky notes with calls to be returned; a report that needs to be reviewed; the partially finished cost proposal for your big client; and a half-eaten sandwich sitting next to the book club book

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the ceo magazine, leadership qualities,

Leadership: Trust but Verify

Moe Glenner, Author, PlusChange: Genesis of Innovation Consider the following scenario:  You are preparing a sales report for the next manager’s meeting.  You are heavily relying on input from other people regarding revenues, costs, etc.  Once you receive that information, you prepare the report complete with suggestions and calls to action.  As you continue to prepare

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