the ceo magazine, leadership,
Lior Arussy, CEO, Strativity

Organizations and executives crave predictability and consistency. Bearing the burden of accountability to stockholders and stakeholders, CEOs seek complete visibility to their companies’ operation, performance, and results. This obsession with consistency and predictability is what often keeps organizations from adapting more quickly to the changing environments in the market and to evolving customers’ tastes. In search of the perfect, well-planned strategy, CEOs delay execution and arrive at the finish line (if there ever is one) with a less than relevant performance at best.

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, 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. 

Clark, my client, stopped by our office unexpected:  “I have good news and bad news. The good news first. . . . A couple of partners and I just bought a small telecom—a spinoff of the division I managed before we all got laid off.”

“Sounds like great news,”  I said.

“Maybe. If we can make a go of it.”

“The bad news?”

the ceo magazine, leadership,
Mostafa Sayyadi, Author, Transformational Leadership: How To Prosper as a Leader In Today's Hypercompetitive Environment

“A leader. . .is like a shepherd. He stays behind the flock, letting the most nimble go out ahead, whereupon the others follow, not realizing that all along they are being directed from behind.”

— Nelson Mandela

The business environment is constantly changing as organizations are increasingly participating in global markets. Hypercompetition has become the norm. Organizations compete globally but must think locally if they expect to exceed. These new and improved globalized markets place demands on the roles of leaders in organizations operating in this modern environment. Leaders are, in fact, faced with challenging economic conditions today with global competition increasing and the need to be number one or two in an industry or fail to keep up with the market place.

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