the ceo magazine, growth mindset,
Ruth Veloria, Executive Dean, University of Phoenix School of Business

Growth mindset, a term coined by Stanford University psychology professor Carol Dweck, is the idea of inspiring individual and organizational confidence to achieve goals. It is about believing that talents and abilities can be improved through effort and new strategies: a fixed mindset believes talents and abilities are set. A powerful approach to maintaining a positive rather than defeatist workplace, it calls for more time and greater flexibility from employers and employees alike. Business leaders can help employees to achieve and maintain a growth mindset in two ways: by verbally encouraging this mindset, and also by enabling it to thrive though the implementation of policies that inspire growth, empowerment, and learning.

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”:

the ceo magazine, innovation,
Chuck Saia, CEO, Deloitte Risk and Financial Advisory

Disruption isn't just a buzzword. It's a legitimate concern on the minds of the executives I meet with.

There are a lot of reasons organizations can be disrupted—innovation, technological advances, policy changes, to name just a few. But if executives can foster a culture of courage and alter their strategy, there’s an opportunity to change the business model and the path forward. Organizations can take proactive steps and not only avoid being disrupted, but also become the disruptor in their industries.

That’s exciting.

the ceo magazine, toxic managers,
Karin Hurt & David Dye, Authors, Winning Well: A Manager’s Guide to Getting Results Without Losing Your Soul

The board cares about winning and this guy is helping you win. He gets it done. It's hard to argue with the results. So what if he's ruffling a few feathers... with his team, with his peers, with HR, with IT? Does it really matter if his team “likes” him? This is business.

The better he does, the better you look. And so you choose to look the other way, shrug your shoulders and chalk it up to the cost of genius.

It’s an astonishing statistic, but roughly two out of three change initiatives fail to meet their stated targets.  This is significant since most companies must undertake moderate organizational changes at least once a year (and major changes every four or five years) due to disruption from technology, their industry and/or the competition.

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