the ceo magazine, organizational culture,
Amanda Setili, President, Setili & Associates

When a company has just been through a period on intense change or innovation, it’s tempting to take a breather. Our instinct is to let things settle into a steady state. We reach a plateau of learning, and wish to enjoy the fruits of our labor.

the ceo magazine, manage teams,
Linda Adams, Partner, The Trispective Group

Have you ever grabbed a coffee with a friend and listened to her rave about her colleagues, and then wondered what you would say when she asks you how things are going with your job? Ever looked around your own organization and wondered why some teams work so well together when yours seems to struggle every day? Good teams don’t just happen by accident. Great teams share a set of identifiable and replicable traits and characteristics. On the most effective teams, people are loyal to one another, the team, and the larger organization. People share information, resources and a commitment to put the team agenda ahead of any individual agenda. These are called “Loyalist Teams.”

the ceo magazine, crisis management,

In 1974, Mel Brooks directed the blockbuster comedy, Young Frankenstein.  In the movie, Dr. Frederick Frankenstein learns he has inherited his infamous grandfather's estate in Transylvania, along with his manuals and lab notes. After initially resisting any connection to his grandfather, Frederick becomes fascinated by the idea of creating his own monster after he discovers his grandfather’s book, How I Did It. As Frederick discovered, understanding a researcher’s conclusions often starts by knowing how he or she did it. Here’s how I discovered the importance of humor in decision-making.

the ceo magazine, employee engagement,
Tim Cole, Founder & CEO, The Compass Alliance

“The pessimist complains about the wind; the optimist expects it to change; the realist adjusts the sail.”
 ~ William Arthur Ward

An intriguing factor continues to challenge many organizations and indications are strong that the crisis will not subside in the near term. That challenge – the continued disenfranchisement of employees who are no longer engaged.

the ceo magazine, team management,
Linda Adams, Abby Curnow-Chavez, Audrey Epstein and Rebecca Teasdale

For executives, directors, and anyone who leads a team, we have good news and bad news. The good news is that no matter how dysfunctional your team is today, there is hope. Any team can become an extraordinary team.

And the bad news? If your team is dysfunctional, it’s no secret. And the more senior the team the more visible the dysfunction, and the greater the impact throughout the whole organization.

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