the ceo magazine, team management,
Linda Adams, Co-founder, Trispective Group

At this year’s Super Bowl, for many fans and sports pundits, the unthinkable happened. Nick Foles, the Eagles back-up quarter back, led his team to victory over the most decorated quarterback in NFL history. And he played knowing that even with an historic win, his position was not secured long term as Carson Wentz continues to recuperate from his season-ending injury.

the ceo magazine, corporate mission,
Markus Kramer & Tofig Husein-zadeh, Authors, The Guiding Purpose Strategy

Building a successful, Purpose led business is probably the one thing that will make the difference between dying a slow death and building a thriving company in the decades to come. Empowered consumers, radical transparency across value chains and a generation of consumers that breath technology like air are just a few factors that underpin the changes ahead.

John Knights, Co-founder and Chairman of LeaderShape Global

It is not surprising that most CEOs and other senior leaders put a brake on their personal development as a leader once they are in that position. First, they got to where they are by being who they are! Who can argue with that? And second, the job as a CEO can often be overwhelming, time-limiting and lonely. And there is so much more operational stuff to learn, in areas where they are not experts.  Hardly surprising that they tend to feel “There is just no time for continuing to develop as a leader”.

the ceo magazine, body language,
Denise Dudley, Founder, SkillPath Seminars

You’re a CEO, and by definition, you do all sorts of CEO-like things. You think like a CEO. You talk like a CEO. (You even read The CEO Magazine!) But are you sure your totally awesome CEO-ness is coming across to others, loud and clear?

Revel Gordon, Director, International Coach Federation Australasia

It is often impossible to predict the challenges a leader will face on any given day, let alone weeks or months into the future. In this volatile, uncertain, complex and ambiguous (VUCA) reality, personal resilience is one of the most powerful capabilities executives need in order to succeed. Fortunately, resilience - the capacity to deal with and bounce back from challenges - is a developable capability. Here are some practical and evidence-based ways to do so.



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