The people part of business operations.

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. 

Leaders aim to make their mark on business operations, imprint their philosophies on their staff, leave their legacy on the organization.  They hope the team will remember their leadership as unique, profitable, and pleasant.  Understandable goals.

But all too often, new leaders start out with similar clichés and concepts—lines that set their staff members up for disappointment, if not downright disengagement, rather than the intended productivity boost.

Do these new-leader clichés sound familiar?

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.

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