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, revenue,
Rory J. Clark, Creator and Innovator, Focus Selling

It may be called the “summer slump,” but it’s really a revenue slump.

It happens every summer. It is the phenomenon called the “summer slump.”While vacations can be fun, it’s also a time of decreased productivity and missing creativity. Inaccurate forecasts and missed revenue targets are the norm.  To exaggerate the point, Europe is practically closed in July and August as people go on holiday.  Truly, the summer slump happens long before summer.  The cure for it, a way for you to bring distinctive advantage to your business, can be summed upin a word: activity.

the ceo magazine, leadership qualities,
Andy Sargent, Pack Up Your Troubles: A “Kitbag of Leadership Skills for Busy Managers”

Being a CEO may not be the loneliest job in the world but it certainly competes. When I was advising the Chairman and CEO of a multi national trading corporation, he once said rather wistfully: “You know what the trouble is: everyone wants to give you good news and that’s usual. But it’s worse than that because the so called good news is based on what they think “good” looks like. So what happens when they don’t really know?”

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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