the ceo magazine, leadership,
Bob McGannon, Author, Intelligent Disobedience: The Difference Between Good and Great Leaders

While you may have fantastic processes, they won’t generate business improvement. Better results come from staff members who not only think and follow process, but are encouraged to break the rules, when appropriate, to improve your business outcomes.

the ceo magazine, leadership,
Maria E. Meyers & Kate Pope Hodel, Authors, Beyond Collisions

Building an entrepreneurial network is, at its heart, a work of collaboration and community change. And that kind of endeavor requires a very special kind of leader, one who knows how to build bridges, engage a very broad community, nurture relationships and get everyone focused on the really “big hairy audacious goal.”

the ceo magazine, leadership,
Lior Arussy, CEO, Strativity

Organizations and executives crave predictability and consistency. Bearing the burden of accountability to stockholders and stakeholders, CEOs seek complete visibility to their companies’ operation, performance, and results. This obsession with consistency and predictability is what often keeps organizations from adapting more quickly to the changing environments in the market and to evolving customers’ tastes. In search of the perfect, well-planned strategy, CEOs delay execution and arrive at the finish line (if there ever is one) with a less than relevant performance at best.

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