the ceo magazine, innovation,
Derek Ting, CEO, TextNow

Everyone is talking about disruptors – companies or individuals that are identifying a gap in an industry and filling it in a new or unique way. This is the very nature of business success since the beginning.  Still, people always ask me if I set out to disrupt the traditional wireless business when I first thought about creating my company, TextNow.  The truth is that sounds cooler than the reality.  Here are some lessons I’ve learned as all the cliché terms – “tech CEO,” “millennial CEO,” and “wireless industry disruptor”:

Michael Adebisi, Director, NewTime Consulting, Ltd.

Project finance is complex and involves many risks. That’s why it’s important to understand the context when embarking on international development initiatives. To help executives navigate opportunities and minimize risks, here are eight critical factors that will ensure better international project finance outcomes.

the ceo magazine, sales,
Shari Levitin, Author, Speaker & CEO, Shari Levitin Group

1. Go for the standing ovation every time.

The ultimate downfall for most business people is their inability to handle rejection. But if you’re going to make it as an entrepreneur, you have to be able to take rejection… lots of it. My mentor told me a long time ago to count the number of “no’s” I get and realize that each “no” simply moves you closer to a “yes.”

“Give each pitch your best shot each time,” he told me. “Never take a shortcut.”

Forget all the blather about how companies love their customers. It’s just talk. I’m convinced that 90 out of 100 organizations simply tolerate customers. Their customers represent only a means to profit, and that message comes through loud and clear to those callers all too often.

Five recent examples from my own experience illustrate the point all too well:

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the ceo magazine, leadership qualities,
Paul J. Zak, PhD, Professor, Claremont Graduate University

Fear or love?  At the most basic level, these are a leader's choices when seeking to motivate followers. Most managers, perhaps due to some hangover from the eighteenth century, lead by fear because, well, it works. Fear may not be explicit, though some managers still scream and yell, but it is often implicit in the "do this or you're out" approach.

Today, we hear a lot about seemingly squishy leadership approaches like "empathy," "humanity" and even "love."  Many business leaders I know would be happy to be Mr. or Ms. Nice at work but they have a feeling that this leadership style is not going to get the job done.  Or, at least that has been the prevailing wisdom.

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