the ceo magazine, leadership, employee engagement,

Years ago, I worked for a boss who would have told you how much he admired, encouraged, and inspired discretionary effort. And he would have been wrong on all counts. However, he would have also told you that he went to great lengths to hire highly motivated people who would ensure his success as a business owner, and he would have been right about that. So, how did the wheels come off his plan?

Highly motivated people don’t need external forces to encourage them to go above and beyond. It’s in their DNA. But these same top performers can cease to perform when their bosses engage in demotivating behaviors, as my former boss did.

the ceo magazine, employee retention,
Nancy O’Keefe, Author, Fighting The Talent Battle: How To Update Your Arsenal and Win the War

Finding great employees is a top problem organizations struggle with today. It is getting more and more difficult to attract, motivate and retain employees with the skills that are needed in a fast-changing business and technological world. Business leaders should be looking for the problem solvers, the innovative thinkers, the adaptable leaders and those with strong emotional intelligence to build the skills into organizations that are needed today and will be needed tomorrow. These skills and characteristics are becoming harder and more expensive to find. It currently costs about 2x salary to acquire a new hire and that price tag is going up as the supply of those skills become scarce. 

Having Difficult Conversations Isn't Easy

One of the most important things a CEO must do is have skillful difficult conversations – holding people accountable, rolling out change people don’t like, pushing back with the board, and for those of you with teenagers, telling them “no” to something they really, REALLY, want.    I’ve trained and coached many CEO’s, and these are 4 common mistakes that they (and I) make that will trigger other people defensive emotions when having a difficult conversation:

the ceo magazine, team management,
Susan Solovic, Author, The One Percent Edge: Small Changes That Guarantee Relevance and Build Sustainable Success

“Surround yourself with the best people you can find, delegate authority, and don't interfere as long as the policy you've decided upon is being carried out.”

—Ronald Reagan

Many people believe Ronald Reagan was a great president. Whether you agree isn’t important for me to make my point. People thought Reagan would fail, but Reagan surrounded himself with some of the best and the brightest minds America had to offer. As a result, he transformed a struggling economy into one with soaring growth, he rebuilt the military, and he restored alliances. He did what many of his critics thought was impossible.

the ceo magazine, leadership,
Jonathan Terrell, Founder & President, KCIC

On February 5, 2018, I became one of a small number of people from around the globe to complete the World Marathon Challenge — seven marathons, in seven days, on all seven continents.

It was a grueling experience, but I was successful because I applied several lessons I’ve learned since transforming myself into an endurance athlete seven years ago after feeling unhealthy and overweight. While I am a pretty fair athlete now, I don’t win races. I am just a regular guy who decided to get in shape and do something extraordinary for a cause I believe in. 

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