the ceo magazine, leadership,
Janet Smith Meeks, Author, Gracious Leadership: Lead Like You’ve Never Led Before

Rarely does a day go by that we aren’t bombarded with media accounts of high profile, toxic leaders.  From bully behaviors including sexual harassment offenses that have harmed countless individuals all the way to the demise of once “high flying” corporations, the ripple effect of bad bosses seems to be at an all-time high. 

the ceo magazine, leadership,
Wesley Middleton, Author, Violent Leadership: Be a Force for Change. Disrupt. Innovate. Energize

Traditionally, an effective leader was seen as someone equipped with a variety of skills essential for them to grow a business. This notion has remained a part of our belief for a long time, and because of this notion, we expect leaders to be experts at everything. However, this expectation brings massive pressure and is now seen as ineffective by many. While becoming a leader entails work that grows a business, it should not include the leader being responsible for every task.

the ceo magazine, leadership,
Evan Hackel, CEO, Tortal Training and Ingage Consulting

It has been two years since I wrote my book Ingaging Leadership: 23 Steps to Elevate Your Business. Since then, a number of business leaders have told me they have been applying Ingaged Leadership, and achieving success and good results.

It is a great compliment for me to hear that my ideas are helping people become better leaders. Yet for me, the real excitement comes from knowing that my philosophy is helping organizations perform better. I am a great believer in the tonic of success, because when people work for successful organizations, they have much better lives. If I have played even a small role in making that happen, I am proud.

the ceo magazine, change management,
CrisMarie Campbell & Susan Clarke, Authors, The Beauty of Conflict: Harnessing Your Team’s Competitive Advantage

Let’s begin by acknowledging an undisputable truth: Change is difficult. For everybody. Plus, it’s often unsuccessful. In fact, a survey done by the Economist Intelligence Unit uncovered that the failure rate for change is about 44%. That’s a lot of wasted time, energy, and money.

Don’t wind up in the 44%. As a leader, make your company’s change successful.

Steve Andrew, Vice President, Marketing, IFS North America

The United States economy is nearing full employment. As the availability of skilled employees continues to tighten, talent has become a primary constraint faced by businesses intent on growth. And at this point in the 21st Century requires the adoption of technologies that deliver the benefits of digital transformation, which make employees with the ability to implement and leverage technology a prerequisite for growth.

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