the ceo magazine, conscious leadership,
Ash Patel, CEO, Commercial Bank of California

Commercial Bank of California has achieved a record-breaking growth of 400 percent in just three years. The foundation for this growth comes from an atypical leadership style and our commitment to building an institution to which all stakeholders—employees, customers, executive management, investors and the community—are proud to be a part.

the ceo magazine, courageous leadership,
Jeremy Cage, Author, All Dreams on Deck

Far too many companies today are breeding stale ‘senior leaders’.  They work 24/7 behind a desk for years and then, when they’re called upon to implement change or make other important decisions, they lack one of the most important tools to be truly effective.  They lack courage.  It doesn’t matter if you are a genius at analyzing your business, defining objectives, or articulating strategies.  If you don’t consistently exercise your ‘courage muscle’ and demonstrate that courage in front of your peers, your superiors, or those you lead, you will not test your limits, and you will fall short of achieving your full potential. 

The scandal that recently enveloped Wells Fargo teaches an important lesson about running an ethical business. And Wells Fargo was trying to run an ethical business, despite its huge blunder. For example, Well Fargo avoided many of the pitfalls and risky investments that plagued other big banks in 2008/2009.

the ceo magazine, strategy,

In Henry IV Part 1, Owen Glendover, the leader of the Welsh rebels joins the insurrection against King Henry. Glendower, a man steeped in the traditional lore of Wales, claims to command great magic. Therefore, mysterious and superstitious, he sometimes acts in response to prophecies and omens. In the play, Glendover boasts to Hotspur, “I can call the spirits from the vastly deep.” Hotspur deflates Gelendover with, “Why, so can I or so can any man; But will they come when you call them?”

The brain has two important electrical circuits for motivation. One activates feelings of reward and the other, feelings of threat. Whether staff, teams or clients, the reward circuit is the more reliable, long-term motivator of behavior. Unfortunately, the threat circuitry (via the amygdala) is more easily activated. The good news is that you can, with practice, consciously activate the reward circuit (via the ventral striatum). Here are five switches —the five Cs —that you can flip to activate the brain’s reward circuitry.

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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.