the ceo magazine, leadership qualities,
Hector Castillo, Founder & CEO, Noysi

“I would teach children music, physics, and philosophy, but most importantly music, for the patterns in music and all the arts are the keys to learning.” - Plato.

Music permeates my earliest memories and has always been the unique lense through which I view the world. From the age of four I began my academic music study, and at 20 I travelled to Austria to embark on my professional musical career. I dedicated years of study to the double bass, violone, and Orchestral Direction, played and collaborated with renowned European orchestras, and composed De Otros Paisajes Sonoros, which premiered at the Plaza Mayor de Madrid.

emotional intelligence leadership

Research at the Harvard Business School has shown that Emotional Intelligence (EQ) – the ability to manage our own emotions and connect to the emotions of others – counts for twice as much as IQ and technical skills combined in determining who will be successful in their career and in life.  This is true if you are a CEO, the VP of Sales or Finance, or an individual contributor. 

the ceo magazine, executive development,
Larry Sternberg and Kim Turnage, Authors, Managing To Make A Difference:  How To Engage, Retain & Develop Talent For Maximum Performance

For very good reasons, numerous organizations have implemented a competency model as an important component of their executive development program. That sort of investment in people improves retention and engagement, and it increases a person’s capacity to add value.

the ceo magazine, corporate culture,
Justin Gwin, Risk Advisory Services Manager, Kaufman Rossin

Many recent high-profile scandals, such as those at Toshiba, Volkswagen, FIFA, and Wells Fargo, have shown the adverse effect of having a poor corporate culture. 

Toshiba’s $1.2 billion profit inflation scandal, which occurred over seven years and came to light last summer, was called “the most damaging event for the brand in the company’s 140-year history” by the outgoing CEO.  The Independent Investigation Committee concluded that “there existed a corporate culture at Toshiba where it was impossible to go against the boss’ will.” In less than six months from the initial announcement, the scandal had wiped roughly $8 billion off Toshiba’s market value.

the ceo magazine, innovation,
Aviv Shahar, President, Aviv Consulting

What if I told you that 60% of all strategic breakthroughs are lost? Conservative estimates suggest that people in upper management spend as much as 50% of their day in meetings, and nationally there are upwards of 25 million meetings every day in the U.S. But for all the action items, to-do’s, and game changing ideas, remarkably little innovation actually occurs.

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