the ceo magazine, entrepreneurship,
Pamela Evette, President & CEO, Quality Business Solutions

I founded my business as a sole proprietorship in 2000 and struggled for many years through the normal growing pains associated with a start-up – deciding when and where to invest, identifying new target markets and prospects, and determining when the time was right to add new staff or services.  After 13 years of modest but steady growth, my company began to take off, doubling year-over-year revenue and adding new clients in record numbers.  This rapid growth earned us a spot on the Inc. 5000 and me the honor of being name to the Impact 50, a ranking of the 50 most influential female leaders of Inc. 5000 companies, as well as numerous top entrepreneur awards and accolades.

the ceo magazine, branding,
Julie Cottineau, Founder & CEO, BrandTwist

Whether you are a CEO of a Fortune 500 company or the founder of a start up with big plans, looking at branding best practices from successful brands such as Kool-Aid, Avon, Apple, and Virgin can yield some valuable lessons that can then be applied to your brand for big impact.

I believe that the #1 job of a CEO is to create more leaders. A business can only grow as fast as the people who lead it grow. To do this, you need to actively build the leadership skills. The CEOs primary job is to make sure that the senior management team are all A-players and then hold them accountable to measurable outcomes. There are always times when the CEO is doing too much. It takes conscious choice as CEO to build leadership so that you can step back to look at the bigger strategic picture and vision for your business by delegating most tasks to your team.

the ceo magazine, remote workforce,
Simon Slade, CEO & Co-founder, SaleHoo

Hiring staff can be one of the greatest challenges for a business owner because expanding your team with great talent is a constant necessity. The trend of remote work is a response to that challenge. GlobalWorkplaceAnalytics.com suggests that 50% of the US workforce holds a job that is compatible with partially remote work, and 80-90% of the workforce would like to work remotely. As employees and employers alike recognize the desirable nature of this arrangement, more businesses are looking for ways to implement a remote workforce.

the ceo magazine, risk management,
Daniel Wagner & Dante Disparte, Authors, Global Risk Agility and Decision Making

As risks have evolved from being phenomenological occurrences in the natural world, the twenty-first century is in many ways the era of man-made risk and man-stoked fires. From cyber risk--which is increasingly mutating to impact all facets of the modern economy--to terrorism, climate change, and reputation risk, mounting a credible defense to these risks requires as much soft skill as it does technical risk and analytical capabilities. Moreover, twenty-first century survival depends very much on our ability to harness risk, encourage bounded risk taking, and improving overall organizational and societal resilience.

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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.