Guest Blogger

Posts by Thought Leaders and Business Leaders who are not our regular bloggers but have valuable insights and personal stories to share with our readers.

the ceo magazine, innovation,
Soren Kaplan, Founder, InnovationPoint

Most corporate visions and missions sound alarmingly alike: “Become the number one provider of blah, blah, blah.” These generic, broad-based goals might rev up sales teams, but they do little to spark ingenuity. Perhaps the worst thing a company can do is give “innovation marching orders” without any guideposts. That’s when the focus gets lost, teams spin their wheels, and innovation culture gets crushed.

the ceo magazine, shares,
Andrew Eisenberg, Partner, Lee & Hayes

When a company is set up, there are many aspects to consider; one such aspect is the allocation of company shares.

Many founders dislike the idea of vesting shares to founders, themselves, and, instead, grant shares outright. The problem is that it’s very common for at least one founder to leave a company early on – whether it’s a disagreement, a change in circumstances, or a dream job.

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.

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