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, leadership,
Kim Christfort, National Managing Director, The Deloitte Greenhouse™ Experience team

In a time of accelerating change, increasing disruption, and heightened uncertainty, success demands unprecedented levels of resilience and flexibility from executives.  CEOs in particular must strike a dynamic balance between seemingly paradoxical priorities - embracing risk while mitigating it, exploring new, untested, business models while executing efficiently on the existing ones, capitalizing on proprietary expertise while challenging established orthodoxies, and of course driving short term yields while fueling long term opportunities [i].  It takes real mental and emotional energy to maintain these tensions as an individual.  But the challenge of leading a truly associative organization, one that can operate effectively while sustaining unresolved tensions, is best met by CEOs that can harness the diverse strengths inherent in their leadership team.

the ceo magazine, talent management,
Mostafa Sayyadi, Author, Leading Between the Lines

Effective talent management is needed to achieve a high degree of sustainable competitive performance. Executives can improve performance by taking a more strategic approach---suggesting that organization’s collective-interests are strategic tools that need to be managed to create competitiveness. Executives can therefore contribute to organizational performance through developing relationships with subordinates that link talents’ individual interests to the organization’s collective-interests.

the ceo magazine, networking,
James Millar, Author, Building Bridges: The Case for Executive Peer Networks

It’s no surprise that many people avoid professional “networking” activities. As a team of researchers reported in the May 2016 Harvard Business Review: “We know that [networking is] critical to our professional success, yet we find it taxing and often distasteful.” These scholars found that negative feelings toward professional networking were “not simply dislike or discomfort. It was a deeper feeling of moral contamination and inauthenticity.” Strong words, indeed!

the ceo magazine, customer service,
Mostafa Sayyadi, Author, Leading Between the Lines

Executives today are focusing on customer and employee relationship management. Executives today are also focused on strategic management decision making due to the hypercompetitive global environment and the public and private sector evaluation and opinion. Public organizations are attempting to function as private profit-wise while public companies have the Wall Street analysts continuously evaluating their every strategic move.

the ceo magazine, sales,
Mark Welch, Founder, Street Savvy Sales Leadership

I view sales productivity as a journey, and a never-ending one at that, because there are always new ideas emerging, changes in the market and advances in technology that can help boost results. (Just think about what LinkedIn and other such platforms have done over the last few years, for example. They have turned the networking and recruitment market on its head.)

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