As CEO, you’re frequently called on to introduce someone—a celebrity for your big client event of the year, an industry guru for your management meeting, a politician for a community gathering.  Whatever the occasion, you never want to be that person who disappoints the speaker, confuses the crowd, and embarrasses yourself.

the ceo magazine, cold calling,
Kraig Kleeman, Author, A Winning Brand: How to Build a Powerful, Personal Brand in Today's Modern, Digital World

Sales professionals of the world, I see you back there, lurking behind your email. Come on out, so we can have a talk. I know why you’re hiding. After all, quite a few thought leaders in the sales industry say that cold calling is dead. They say we should restrict all our sales activity to the digital world, like email and social media selling. Sellers have started to hide behind their emails and their social media selling, and they are abandoning the strongest weapon in their arsenal: the telephone. Now, I’m not trying to devalue digital practices. I strongly believe in them. But, as effective as they can be, cold calling is still one of the best things a sales professional can do to win business.

Karim Bishay, Living Orgs
In our current landscape of business, companies are constantly trying to adapt strategies and techniques in order to address the rapid change and new information that is all around us. However, very few companies have looked at how they distribute power throughout their organizations.
 
Power, if it is always held by the CEO, can slow a company down, create a workforce that doesn’t buy in, and result in high turnover.
the ceo magazine, leadership qualities,
Gustav Degerman, Founder & CEO, Portfoliobox

CEO’s are notorious for taking control and managing their business, but at the same token, it is important for CEOs to empower their employees in a way that increases productivity, and in turn increases the overall business development. What better time than the present or the new year for business leaders to reflect on their business model. So what works and what doesn’t?

the ceo magazine, managing change,
Jody B. Miller, CEO, C2C Executive Search & Strategic Management

Jerry Colonna was a Venture Capitalist, Co-Founder of Flatiron Partners and later a key executive of JP Morgan Chase’s Private Equity arm. An investment in your company by Jerry and his team meant that you were officially valuable. Your company could potentially become the next big sale or even IPO.

Some of the companies Jerry and his colleagues invested in at Flatiron included: Geocities Inc., Gamesville Inc., Vertical One Inc., and The New York Times Digital. While at JPMP, leaders like ProfitLogic were high on the investment list. ProfitLogic eventually sold to Oracle.

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