Those who can't manage themselves can't be expected to manage anything else either.

the ceo magazine, stress management
Jackie Barretta, Author, Primal Teams

Sometimes it pays to reveal your emotions. I remember the day my boss called me into his office and asked me to address an angry complaint from one of our largest customers. While he visibly kept his cool as he explained the customer’s concerns, I could tell that the customer’s phone call had deeply upset him. After a brief chat, I left his office to deal with the situation, casually saying, “I’m sorry you had to field such an upsetting call first thing in the morning.” He actually snapped at me. “I am not upset!” That reaction dropped my trust in him a few notches. If he couldn’t own up to his true feelings, what else might he be trying to hide?

the ceo magazine, business growth

Over the past ten years I have earned a reputation for obtaining rapid growth, and I’m often asked how I’ve managed to be the driving force behind so many business successes. After all, it’s one thing to be the lead on a project or business start-up, but it’s an entirely different thing to be the driving force behind it—that requires a much higher level of inspiration and skill.  Below I will share three simple tips extracted from my soon-to-be-released book on time management. With these skills at your disposal, the better question is: how could you possibly not be a driving force?

the ceo magazine, self help,

After Hurricane Irene and Superstorm Sandy destroyed property and lives, New York governor Andrew M. Cuomo established a commission to investigate the response, preparation, and management of New York’s power utility companies during these major storms that impacted the state. A short time later, Julie Howard, CEO of Navigant Consulting, learned that a newspaper was running a story about her company and its connection to this investigation.

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