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.

the ceo magazine, leadership,
Kelly and Robby Riggs, Authors, Counter Mentor Leadership: How to Unlock the Potential of the 4-Generation Workplace

Unfortunately, most managers aren’t interested in being better leaders.

Not really.

What they’re most interested in is blaming the younger generation. From slumping sales to dismal employee engagement, it’s all the fault of those entitled, lazy, glued-to-their-phones Millennials.

We wish that was an exaggeration, but, in our experience, it is the reality.

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