CEOs typically have their minds made up about most things—social issues, business decisions, social issues. Just ask them. Very few individuals will eagerly invite you to persuade them to take on a new perspective. So if you’re going to get someone to change their behavior, actions, or opinion, you need to do it purposeful. Then ten tips can make the difference between stubborn resistance and open consideration:

10 Ways to Get Your Point Across Persuasively

As CEO, you’re frequently called on to introduce someone—a celebrity for your big client event of the year, an industry guru for your management meeting, a politician for a community gathering.  Whatever the occasion, you never want to be that person who disappoints the speaker, confuses the crowd, and embarrasses yourself.

Michael Adebisi, Director, NewTime Consulting, Ltd.

Project finance is complex and involves many risks. That’s why it’s important to understand the context when embarking on international development initiatives. To help executives navigate opportunities and minimize risks, here are eight critical factors that will ensure better international project finance outcomes.

The scandal that recently enveloped Wells Fargo teaches an important lesson about running an ethical business. And Wells Fargo was trying to run an ethical business, despite its huge blunder. For example, Well Fargo avoided many of the pitfalls and risky investments that plagued other big banks in 2008/2009.

the ceo magazine, venture capital,
Merrick Rosenberg, CEO of Take Flight Learning & Author of The Chameleon

Every venture capital firm develops a “differentiated” approach to evaluating startups. These approaches tend to have one problem in common: they’re not sure how to factor personality into investment decisions. Investors toss around words like “chops,” “focus,” “vision,” “obsession,” “horsepower,” “grit,” and “drive” to describe their ideal startup CEO. We can be more rigorous than that.

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