the ceo magazine, organizational strategy,
Mostafa Sayyadi, Author, Leading Between the Lines

Today‘s globalized nature of competitiveness in the markets is placing more pressure on companies to develop more effective organizational strategy. There are many studies that focus on the organizational and managerial factors that create a better workplace for employees. Organizational strategy is such an area that plays a critical role and is a prerequisite for business success in today’s hypercompetitive environment. I place a new emphasis on this organizational factor and shed light on this important organizational element to build a workplace upon managing intellectual capital within organizations.

Why Surgeons need Emotional Intelligence

You might wonder why I am talking to CEO's about Surgones.   Every company has roles that require an increbily high level of IQ and technical skills, but even in those roles, Emotional Intelligence is the differentiator of sucsess.   This article helps expain why your bright and higly analytical people still need Emotional Intelligence in the same way surgeons do. 

the ceo magazine, leadership,
Kim Christfort, National Managing Director, The Deloitte Greenhouse™ Experience team

In a time of accelerating change, increasing disruption, and heightened uncertainty, success demands unprecedented levels of resilience and flexibility from executives.  CEOs in particular must strike a dynamic balance between seemingly paradoxical priorities - embracing risk while mitigating it, exploring new, untested, business models while executing efficiently on the existing ones, capitalizing on proprietary expertise while challenging established orthodoxies, and of course driving short term yields while fueling long term opportunities [i].  It takes real mental and emotional energy to maintain these tensions as an individual.  But the challenge of leading a truly associative organization, one that can operate effectively while sustaining unresolved tensions, is best met by CEOs that can harness the diverse strengths inherent in their leadership team.

the ceo magazine, leadership,

Why do some people conquer the dragon, but others succumb to it? Why can some overcome adversity when it devastates others? I wanted to know the answer, so in 1995, I decided to study heroes, people who had overcome significant adversity and emerged healthy and hardy—people who had taken care of others while they coped with their own hardships.

the ceo magazine, talent management,
Mostafa Sayyadi, Author, Leading Between the Lines

Effective talent management is needed to achieve a high degree of sustainable competitive performance. Executives can improve performance by taking a more strategic approach---suggesting that organization’s collective-interests are strategic tools that need to be managed to create competitiveness. Executives can therefore contribute to organizational performance through developing relationships with subordinates that link talents’ individual interests to the organization’s collective-interests.

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