Steven Mundahl, CEO and Sharon Massoth, Psychotherapist

Having an aptitude for leadership usually shows up early in life. Yet our greatest strengths also contain elements of our greatest weaknesses. Risk-taking is a good example. (I put a risk-taking quiz on my website for that reason.)

The ability to take good calculated risks can also turn into reckless behavior unless you have a strong “inner coach” at the helm.  We only need to read the morning headline of the latest “outed” leader to ask ourselves:

ceo magazine stress management

As a health coach, I am always preaching the importance of getting your vitamin levels tested.   All vitamins and minerals perform a certain function in the body. Therefore, it is important that we are getting all the vitamins and minerals that our body needs to sustain life.  Deficiencies can come up for any number of reasons. Sometimes our body doesn’t absorb vitamins or minerals like it should, resulting in a deficiency.  In the past two weeks, I had a very personal experience come up with my mother and it was a very scary one.   

ceo magazine office politics
Jack Godwin

What’s the key to managing office politics? It’s like the “broken window” theory of police work, which involves fixing problems when they are small—repairing broken windows and cleaning up litter—to reduce vandalism. The idea is that one broken window sends a signal that nobody cares, and nobody will care about another one.

ceo magazine leadership
John J. Murphy

When people hear the word Zentrepreneur, several questions typically come to mind. What is a zentrepreneur? Who is a zentrepreneur? Am I a zentrepreneur? What limits us from awakening to our inner zentrepreneur? And how do we go about unleashing this extraordinary power and grace? In this article I will answer these questions.

the ceo magazine risk taking

In my work, I frequently engage in a broad-based leadership development program to prepare top talent for advancement. That was the case when I recently worked with a large construction company to groom Mike, one of the presidents, and Joe, the lead risk officer, for advancement.

During the 360 peer interviews I asked Mike how Joe could improve in general and how he could specifically help Mike with his growth objectives. Without hesitation, Mike answered, “I need for Joe to take me right to the edge of the cliff without letting me fall over. Right now he’s serving as the business-prevention arm of the business.”

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