The people part of business operations.

the ceo magazine, manage employees,
Kathy Palokoff, Raoul Davis Jr., and Dr. Paul Eder, Authors, Firestarters: How Innovators, Instigators, and Initiators Can Inspire You to Ignite Your Own Life

How can you ignite, fuel, and accelerate both yourself and your organization? What drives “Firestarters” -- people who create new things, disrupt conventional thinking, and start successful businesses, non-profits, and movements? We chose the Firestarter analogy in order to go beyond the business definition of entrepreneurs and capture the actions of ordinary people who light up the world by doing extraordinary things. 

the ceo magazine, change management,
CrisMarie Campbell & Susan Clarke, Authors, The Beauty of Conflict: Harnessing Your Team’s Competitive Advantage

Let’s begin by acknowledging an undisputable truth: Change is difficult. For everybody. Plus, it’s often unsuccessful. In fact, a survey done by the Economist Intelligence Unit uncovered that the failure rate for change is about 44%. That’s a lot of wasted time, energy, and money.

Don’t wind up in the 44%. As a leader, make your company’s change successful.

the ceo magazine, sales team,
Michelle Seger, Global Sales Strategy & Change Management Leader, SalesGlobe

It can start with a whisper: We’re merging… our sales comp is down the drain.

When dramatic change occurs within a company, like a merger or acquisition, a vacuum of communication from leadership will be filled with rumor. One of the most common: an acquisition depletes an organization’s resources so much that staff cuts will be necessary. In reality, human capital is essential to organizational success, and a significant asset in a merger or company purchase. So, when should employees start hearing about organizational change?

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