Keri Calagna, Principal, Deloitte &Touche LLP 
Empower a culture that seizes crises as opportunities to drive brand resilience

A familiar story is on the front pages every few months — a CEO ousted from a company, a tarnished brand and customers flocking away to their competitors. The untold story is of the thousands of CEOs that excel at managing and cultivating a company’s brand and reputation. They strategically make sure they avoid scandal, and if a crisis does spring up, they are prepared to tackle it. 

the ceo magazine, workforce,
Leslie H. Kaminoff, Author, THE GREAT MANAGEMENT RESET:  27 Ways To Be A Better Manager (Of Anything)

As managers, we have all spent endless hours coming up with possible solutions to motivate our staff.

Let us assume that each employee has all the necessary tools to perform their jobs effectively. These tools include technology and supplies, as well as intangibles such as work environment, benefits and peer relationships. We seem to be fairly clear regarding these basic needs.  But examining these items in greater detail will reveal that most of the required tools are in fact, intangible items.

the ceo magazine, governance,
James Bowen & Brian MacNeice, Managing Directors, Kotinos Partners & Authors, Powerhouse – Insider Accounts into the World’s Greatest High Performance Organizations

By governance we mean the model by which an institution is run. Thinking about governance is the “stuff” of management and one of the tasks to which leaders look forward the least. In a high-performance context, however, governance is where the rubber hits the road.

 

In communication the number three is an important number. From childhood we remember Ready, Set, Go, the Nina, Pinta and Santa Maria, and breakfast, lunch and dinner.

So it should come as no surprise that my most recent CEO lessons came in a series of three.

the ceo magazine, business mission,
Peter Sheahan,  Founder & CEO, Karrikins Group

Purpose and profit aren’t mutually exclusive. In fact, they are married. Organizations that work from a sense of purpose consistently create high shareholder returns.

Purpose starts with intention, and it isn’t just about altruism. It centers on creating value for customers, the community, and the enterprise itself. Companies that are clear about purpose, and stay aligned with it, are far more likely to triumph in the long term.

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