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, innovation,
Randy Salzman, Co-author, Design Thinking for the Greater Good: Innovation in the Social Sector

In researching design thinking for a decade, one interesting outcome is the counter-intuitive observation that upper management may offer less hindrance to innovation than mid-level management and peer groups.  The “easy” reason large organizations often lose their edge, after all, is that the C-suite is too centered on command and control to allow innovators to try, and potentially fail.

the ceo magazine, customer service,
Andrew Wells and Kathy Chiang, Monetizing Your Data: A Guide to Turning Data into Profit-Driving Strategies and Solutions

How intelligent is your company about your customer?  Do you know enough about them in order to create a personalized customer experience?  Understanding your customer through deep intelligence enables you to drive the right actions and experiences that can make the difference in your ability to compete in the marketplace and win with the customer.   In today’s world, competing on price alone cannot win at checkout.  You need to create a unique customer experience that separates you from your competition.  This could be your customer service, return policy, quality of your product or services, or designing a bespoke experience. 

the ceo magazine, stress management,
Denise R. Green Founder, Brilliance Inc.

Your people are suffering -- but they won’t tell you until it’s too late.

Recently, a CEO received public praise when he tweeted his appreciation and approval to an employee who announced to her team that she’d be taking two days of sick leave for her mental health. While the news article focused mainly on the CEO’s admirable response, the more amazing story was the manager’s honesty. 

the ceo magazine, data security,
David Zimmerman, CEO, LC Technology International

A recent headline about the exposure of voter records by a contractor working with the Republican National Committee (RNC) turned heads due to the size of the breach (nearly 200 million potential voters) and how such information was stored in an unsecured cloud account. The records could be browsed without any login at all, exposing them for all kinds of illegal activities. The exposure underscored the need for multiple layers of security needed to manage private data, and the brand damage that comes with failing to protect that information.

the ceo magazine, conflict management,
Chris Schafer & Brent Carter, Authors, Intrepid Professionals: How Principles from the Military Mindset Build Extraordinary Leaders, Teams, and Businesses

In a world where adaptation to chaos is a consistent requirement, leaders need an intrepid mindset - a mode of seeing, thinking, and acting that is hyper-vigilant. There are few challenging areas that need intrepid mindsets more than conflict management.  The greatest business leaders we have observed leverage three principles that drive success in conflict management: intention, intelligence gathering, and creating a space for collaboration. This doesn’t necessarily mean jumping into an argument and throat punching a bully—okay, sometimes that is required, but not always. Instead, it means to engage in the reality of the conflict, to examine why the conflict exists, and to search out any overlooked context that could help resolve the conflict.

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