Everything you need to know about setting up, managing and growing small businesses. Veterans, as well as newbies share their stories and valuable lessons.

CEOs typically have their minds made up about most things—social issues, business decisions, social issues. Just ask them. Very few individuals will eagerly invite you to persuade them to take on a new perspective. So if you’re going to get someone to change their behavior, actions, or opinion, you need to do it purposeful. Then ten tips can make the difference between stubborn resistance and open consideration:

10 Ways to Get Your Point Across Persuasively

the ceo magazine, cash flow,
Fred Parrish, Founder & CEO, The Profit Experts

Too often companies do not pay enough attention to cost control until they run out of cash. By then it’s too late to take the actions necessary to avoid major problems. 

Anyone who has ever tried to raise capital knows that the absolute worst time to get cash from banks or other funding sources is when you desperately need it. The most likely result of a severe cash shortfall without some advanced notice and no access to additional capital is failure. 

the ceo magazine, mission statement,
Gary Morton, Author, Commanding Excellence: Inspiring Purpose, Passion, and Ingenuity through Leadership That Matters

Inspiring human beings to achieve the truly extraordinary requires something more than a mission statement. Well-constructed mission statements define the field of play, what the organization does on those fields, and what is unique about the organization’s approach; but they are typically too complex and lengthy to become a rally cry. Two organizations that accomplished what experts in their fields thought impossible exhibited a rally-cry-like internal ethos centered on an absolutely clear organizational purpose.  Task Force 4-68 (TF 4-68) that won an unprecedented nine of nine force-on-force engagements at the US Army’s grueling National Training Center (NTC) and device maker Stryker that grew earnings at a consistent pace of 20 percent or more for 28 consecutive years had simple, three-word goals that expressed their ultimate expectations. These goals communicated a defining commitment that went beyond a mission statement or even a mission statement on steroids. 

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