the ceo magazine, leadership qualities,
Les Trachtman, CEO, The Trachtman Group

The biggest challenge that a founder or early stage company CEO faces is oddly not survival of his company but how his role needs to change as his company grows and matures. Many leadership transitions (founders being fired) occur when the company’s needs grow faster or in different direction than the CEO’s capabilities. In fact studies have shown that the more quickly a company becomes successful, the more likely it is that its founder gets replaced.  Fast scaling organizations require a chameleon like leader who can acquire new skills as his environment changes.  Those that don’t are replaced. It takes a deep level of self-awareness for a CEO to realize this is occurring and a level of maturity not found in many to do something about it.  Knowing when to continue to climb the leadership value ladder and when to gracefully dismount is the key to avoiding an uncomfortable, abrupt and often destructive CEO transition.

the ceo magazine, innovation,
Dr. Sean Wise, Professor of Entrepreneurship & Seed Stage VC

You may be wondering what an author of a book subtitled "Know When to Quit Your Day Job" would have to tell CEOs. But in truth, it is the book's main title that you need to focus on, Startup Opportunities. My co-author, Brad Feld, the investor behind Techstars, Fitbit and Makerbot and I have collectively seen more than 20,000 startup opportunities pitched for investment. That's more than 10 times the number of deals that have appeared on America’s hit show Shark Tank. Just like the founders that pitch us, Brad and I are constantly in the process of opportunity evaluation. 

Being a 14-year-old girl attending her first day of high school is one of the highest-pressure situations anyone can face.  How do I know this?  Because I am the brother of two sisters who went through it and the father of a 14-year-old girl who started high school today.

Leaders aim to make their mark on business operations, imprint their philosophies on their staff, leave their legacy on the organization.  They hope the team will remember their leadership as unique, profitable, and pleasant.  Understandable goals.

But all too often, new leaders start out with similar clichés and concepts—lines that set their staff members up for disappointment, if not downright disengagement, rather than the intended productivity boost.

Do these new-leader clichés sound familiar?

the ceo magazine, conflict management,
Chris Schafer & Brent Carter, Authors, Intrepid Professionals: How Principles from the Military Mindset Build Extraordinary Leaders, Teams, and Businesses

In a world where adaptation to chaos is a consistent requirement, leaders need an intrepid mindset - a mode of seeing, thinking, and acting that is hyper-vigilant. There are few challenging areas that need intrepid mindsets more than conflict management.  The greatest business leaders we have observed leverage three principles that drive success in conflict management: intention, intelligence gathering, and creating a space for collaboration. This doesn’t necessarily mean jumping into an argument and throat punching a bully—okay, sometimes that is required, but not always. Instead, it means to engage in the reality of the conflict, to examine why the conflict exists, and to search out any overlooked context that could help resolve the conflict.

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