Linda Henman

Dr. Linda Henman is one of those rare experts who can say she’s a coach, consultant, speaker, and author. For more than 30 years, she has worked with Fortune 500 Companies and small businesses that want to think strategically, grow dramatically, promote intelligently, and compete successfully today and tomorrow. 

the ceo magazine, managing fear

When we silence the fears in our heads, we clear the way for more dispassionate, rational thinking. That allows us to shift from a fear mentality (there will never be enough) to one of fortitude (I have plenty, or at least enough) to be successful/ happy/respected/financially stable. A mindset shift leads to better calls, but it starts with replacing fear with fortitude.

the ceo magazine, business management,

            Last month Syracuse University decided to pull its “kiss cam” after fan Steve Port wrote to complain that the common staple at sports venues “sends the wrong message at a time when colleges are fighting against sexual assault.” He claims he was just “out to raise an important issue.” That’s all it took, one fan with one agenda item that led to the university banning an iconic sporting event that no one, including Port, claims ever led to bad manners, much less criminal activity.

the ceo magazine, corporate culture,

Like most other automakers, GM has faced the ups and downs of a troubled industry, but until last year, it had remained a powerhouse since its inception in 1908. GM led global vehicle sales for 77 consecutive years from 1931 through 2007, longer than any other automaker, but then things changed. They faced bankruptcy in 2009 and a recall scandal in 2014.

the ceo magazine, business management,

No one seems to agree about the origin of the term “sacred cow.” Before it emerged as an idiom in America in the last 19th century, some believe the term simply described the elevated place of cows in Hinduism. Or, the term could have originated with the legendary hero, Prithu, who assumed the form of a cow in order to encourage his subjects to raise more vegetables.

the ceo magazine, corporate culture,

How can leaders move beyond assigning blame and putting out fires?  Start with an arson investigation that includes looking for these early warning signs:

1. An inability among senior leaders to articulate the organization’s strategy

Most leaders can explain what they plan to do this week or this quarter, but fewer have the ability to put into words exactly why the company is in business, how they make money, where they want to be in five years, and what differentiates them from the competition. 



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