the ceo magazine, growth culture,
Shawn Hunter, President & Founder, Mindscaling

What are you thinking about when you are thinking about obligation? What are you thinking about when you are thinking about the things you have to do?

Now, what are you thinking about when you are thinking about opportunity? What are you thinking about when you are thinking about the things you get to do?

The difference between these two things is the difference between indifference and energy, power, creativity and excellence. And it’s all in your mind, in how you see the world.

It’s that time of year again: You’re going to press the leaders in your organization to deliver this year’s plan – while also insisting they design what next year will look like. Your team is entering a precarious stretch in the calendar: Because focus is everything, and distractions are everywhere, they’re at risk of failing at both plans.

The key to success it taking these 3 actions to finish strong and begin stronger as you transition between years:

the ceo magazine, negotiation,
Phil Friedman, President & CEO, CGS

Leaders must negotiate on a daily basis – with customers, suppliers and partners. While some leaders may have the innate ability to negotiate, it’s the experience, need and perseverance that create the strongest, most-respected negotiators. Over the past 32 years as a business owner and CEO, I’ve learned that you can never stop perfecting your approach.

the ceo magazine, executive coach,
Stephanie Chung, Executive Coach, Sales Mentor and Business Advisor

It takes a very talented, determined and experienced individual to successfully lead a business, complete numerous tasks and meet business goals.  As you know, business leaders have many responsibilities and are expected to fulfill their roles to the best of their ability. However, being constantly pulled in different directions, drowning in paperwork and solving all sorts of problems can certainly take a toll and cause a tremendous amount of stress.

the ceo magazine, sales team management,
John Ristuccia, Vice President, Professional Services, Optymyze

When introducing any incentive compensation plan changes, consider these five steps to keep the sales team engaged and eager to meet their goals.

At a time of constant change and ever-growing competition, a company’s sales compensation plan is one of the most powerful tools it has to improve sales performance by influencing sales behaviors. To be most effective, company leadership must ensure an agile approach to help the sales organization adapt to rapid changes in the market, competitive landscape and the company itself. But introducing any changes to how salespeople are compensated can be met with significant resistance, and if not handled properly, can lead to resentment, lower productivity, and higher turnover among the sales team at a time when they are needed most.

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Published by The 8020Strategy Group, the magazine is complementary to the highly successful CEO Show and brings highly focused topics in every issue that Entrepreneurs and Executive can readily benefit from in managing growth.