Management – Page 60 – The CEO Magazine

Is Your Employee Just a Jerk…or Is He Struggling with Mental Health Issues?

Barbara Jaurequi, MS, LMFT, MAC Why certain employees are “really difficult” to deal with isn’t always clear. Some are simply annoying or interpersonally inept. However, some difficult employees may be legitimately mentally ill and in need of professional intervention. Consider that, according to the National Association of Mental Health, incidences of mental illness in the […]

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Managing Office Politics

Management

Jack Godwin What’s the key to managing office politics? It’s like the “broken window” theory of police work, which involves fixing problems when they are small—repairing broken windows and cleaning up litter—to reduce vandalism. The idea is that one broken window sends a signal that nobody cares, and nobody will care about another one. If

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Five Ways Firefighting Made Me a More Effective CEO

Leadership, Management

Bobby Campbell Founder & CEO, 3 Interactive and Adkarma Ten years ago, I took two big risks: I founded my first digital media startup company and became a volunteer firefighter. It was a difficult decision at the time. At the same time I was launching my first company, I was making a commitment to one of

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Then comes your greatest challenge. Coach Dambrot calls it instinct; I call it your Inner Brilliance. You want to prepare and practice. Then when the spotlight of life is on you, you want YOU to come out.

One Simple Reason CEO’s Give Boring Speeches

Leadership, Management, Strategy

30 million presentations are given every day. 90% are unbearable. Included in these numbers are countless CEO presentations. CEO’s speak to their Board, Bank, and other CEO’s. Sometimes they even speak to their employees in companywide meetings. How does an otherwise dynamic CEO become boring as a speaker? Keith Dambrot, says it this way, “the worst

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Drill Sergeant to CEO…Not That Big of a Mental March

Leadership, Management

Jason Levesque, CEO, Argo Marketing Group A fellow CEO asked me where I got my MBA, and my answer was succinct yet the same as always,U.S. Army Drill Sergeant Academy, Fort Leonard Wood, Missouri. When I graduated,I did not get a piece of parchment, I got a really cool hat and a whistle. As an

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Setting the Tone: Ethical Leadership Lessons

Leadership, Management

Gary E. McCullough In theory, many people think ethical issues are simple, cut and dried questions to answer or situations to be resolved. However, the reality is that most ethical dilemmas, particularly those faced in the workplace, are much more subtle. In real life, no one tells you that you’re about to find yourself in

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The Seven Steps of a Transformational Leader

Leadership, Management

In today’s continually changing economic and political landscape along with the rapid innovation of technology, how can a leader keep up? In order to lead from the front, leaders need to continually learn, understand market trends and stay aligned with the company’s vision and mission. It’s not always inherent or easy to understand what leadership

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How to Lead the Unleadables

Management

John O. Alizor Phd In every company there is at least one employee that feels that he or she knows more than the boss and everyone else. I have always wrestled with how the bosses deal with the unleadables, specifically if they are top producers when it comes to the bottom line. Let me introduce

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Align the Stars in Your Galaxy

Leadership, Management

Human stars create energy in the organization, often causing explosions of ideas that send shock waves throughout the industry. The human supernovae also influence the formation of other luminaries. To position your company for growth in a global economy and to create the agility to respond to future unforeseen turbulence, you need to create the

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Four Success Factors for Building the Executive Pipeline

Leadership, Management

Samantha Howland, Senior Managing Partner, Decision Strategies International Many organizations face a critical talent transition over the next decade. As experienced, senior leaders reach retirement age, trustees and senior executives cite succession planning as a crucial challenge considering the risks and requirements for smooth leadership transitions. Whether through internal promotion or external hires, many companies

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