Certainty is no longer enough

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the ceo magazine, leadership,
Chris Lewis, Co-author, The Leadership Lab:  Understanding Leadership In The 21st Century

There are some things every CEO is certain about. That’s what we get paid for. For instance, we’re certain that customers are more demanding now than they’ve ever been before. We’re certain that there are more things that can affect our business than ever before. We know that technology is changing faster than at any time in history. We also know that we have more data about everything than we ever had before. We also know that we’re busier than ever before in our lives.

Get Your Mind Right Before You Open Your Mouth

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the ceo magazine, decision making,
Linda Henman, President, Henman Performance Group

Why do some people trust their instincts, push forward and win, while others stumble to erroneous conclusions and then steadfastly defend their bad decisions? Why do some people rush to make bad decisions while others take their time and then make bad decisions? Whether thinking quickly or slowly, we rely on our emotions, mindset, and cognitive abilities to help us make decisions. Then, we open our mouths to let others know what that decision is. Most people would benefit from adding another step to the sequence—one that checks that we are advocating the right decision, not just the one we feel passionate about.

Restructuring Business to Meet the Future

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the ceo magazine, change management,
Mostafa Sayyadi, Author, Leading Between the Lines

Today‘s globalized nature of business is placing more pressure on companies to employ change management leaders who are capable to build learning companies. There are many studies that focus on the organizational factors that drive organizational innovation. Structure is one such area that plays a critical role and is a strategic prerequisite for business success in today’s knowledge-based economy.

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