Guest Blogger

Posts by Thought Leaders and Business Leaders who are not our regular bloggers but have valuable insights and personal stories to share with our readers.

the ceo magazine, networking,
Steven David Elliot, Chief Visionary Officer, Rockstar Connect

Traditionally people think of networking as a way to meet people from their own or other industries, to pass referrals, and establish relationships. It is certainly all the above, but in the age of social media live networking events can be used for branding. In the past when you went to a networking event, only the people in attendance were aware that you were networking. With the advent of Facebook, LinkedIn, meetup, Instagram and others, thousands of people can easily be aware that you are a connector and all that entails.

Maxine Harris, PhD, Co-author, Lessons for Non-Profit and Start-Up Leaders

Self-awareness is seen as an essential component of having healthy relationships and of achieving success in any organization. Every year, businesses of all types and sizes spend resources and what can be as much as tens of thousands of dollars (depending on the size of the organization) to help top-level managers attain a better awareness of how they see themselves and how they are seen by others. Techniques such as staff retreats; individual coaching and supervision; and 360 evaluations in which employees receive feedback from peers, as well as from those above and below them in the organization, are all used in the quest for making leaders more self-aware.

the ceo magazine, personal security,
Charles E. Goslin, UNDERSTANDING PERSONAL SECURITY AND RISK: A Guide For Business Travelers

The Corporate CEO is quite often compared to the captain of the ship.  The CEO’s judgements and decisions rendered regarding the company's course in business, and care for its valuable assets that move the “company ship” towards its goal should be sound and consistent.   At least, one would hope. 

Poor judgement, inconsistency and questionable logic have caused more corporations to go under, their CEOs fired, or resigned in disgrace.   These fatal flaws all represent a misunderstanding or minimization of risk to a business.  

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.”

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