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.

Keith, CEO of a Fortune 500 financial organization, called with an intriguing project—one I’ve never been asked to repeat elsewhere, but one with fascinating results.

The Project

The CEO wanted to know how much I could discover about a person’s leadership style from their writing. “I don’t know; I’ve never had occasion to test my theories,” I told him, quite reluctant to take on what already sounded like an oddball way to lose a good client. He listened as I pointed out that someone might be a great leader, but just an incompetent writer and vice versa—how they might be an eloquent writer, but a lousy leader.

the ceo magazine, productivity,
Trevor Throness, Author, The Power Of People Skills: How to Eliminate 90% of Your HR Problems and Dramatically Increase Team and Company Morale and Performance

My adolescent/young adult years were spent working in farming and construction.  I can’t say that I ever noticed any reticence by bosses in these industries to confront underperformance.  Quite the opposite in fact.  Immediate, stinging criticism was more the norm, often punctuated with clever, compound-word profanity.  In fact some of my bosses were so good at swearing at me and others that I sometimes wondered if they had spent time in prison, or possibly the navy, honing their skills of profane repartee.

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