the ceo magazine, business growth,
Brett Richards, Founder & President, Connective Intelligence, Inc.

In today’s volatile market, where speed and performance are critical to business success, CEOs face an unprecedented number of challenges to accelerate growth and differentiate themselves from their competitors. Now more than ever before, leaders need to take the guesswork out of driving growth with better metrics to identify the previously hidden, yet vital factors influencing their organization’s ability to innovate and change in adaptive ways. In my new book, Grow Through Disruption, I introduce a tool called the OGI (Organizational Growth Indicator) that provides CEOs and Executives with metrics to quantify the hidden people and culture dynamics that influence their organization’s ability to grow and achieve sustained success. The following are some actionable insights for CEO’s explored in the book.

the ceo magazine, organizational culture,
Mike Morris, CEO, Topcoder

A great deal of our success at Topcoder can be attributed to strong company culture, and as CEO, building this culture is always top of mind. When Topcoder, now the world’s largest workforce marketplace for digital innovation, launched in 2001, we quickly realized culture was just as important to our success as our business plan. Our culture comes from two simple steps: focusing on open communication and celebrating success to foster a positive work environment.

Maxine Harris, PhD, Co-author, Lessons for Non-Profit and Start-Up Leaders

Self-awareness is seen as an essential component of having healthy relationships and of achieving success in any organization. Every year, businesses of all types and sizes spend resources and what can be as much as tens of thousands of dollars (depending on the size of the organization) to help top-level managers attain a better awareness of how they see themselves and how they are seen by others. Techniques such as staff retreats; individual coaching and supervision; and 360 evaluations in which employees receive feedback from peers, as well as from those above and below them in the organization, are all used in the quest for making leaders more self-aware.

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