Linda Henman

Dr. Linda Henman is one of those rare experts who can say she’s a coach, consultant, speaker, and author. For more than 30 years, she has worked with Fortune 500 Companies and small businesses that want to think strategically, grow dramatically, promote intelligently, and compete successfully today and tomorrow. 

the ceo magazine, change management,

We create organizational cultures as we go along, sometimes consciously, often unconsciously—but always through decisions. When leaders decide to build a powerhouse of excellence, they start by asking themselves what needs to change and what should stay the same.

the ceo magazine, ceo salary,

St. Louis Cardinal Matt Holliday makes $17 Million a year. A hot dog vendor at Busch stadium makes a little above minimum wage, or about $10 an hour. 

A professional baseball player and hot dog vendor both work in the same stadium for the same number of hours addressing the needs of ticket holders. However, it would take the hot dog guy a thousand years to match the one-year salary of a top player, yet no one complains.  In fact, most ardent fans would scoff at a comparison, pointing out that Matt Holliday and those of his ilk have practiced thousands of hours to hone the skills that make them the hometown favorites that can fill a stadium with fans who hope to see evidence of the player’s skills and past performance. If a top ranking player strikes out, throws balls instead of strikes, or generally performs badly, no one docks his pay.

the ceo magazine, hiring,

As the Baby Boomers face retirement, the federal government faces the problem of replacing them. Government officials must address the consequences of a bad hire, just as corporate companies do, with one important exception. Firing a civil servant is nearly impossible.

That’s why decision makers are once again considering the use of tests, something that they abandoned thirty-four years ago, not because the civil service exam didn’t work but because it drew criticism.

the ceo magazine, mergers and acquisitions,

We’ve all heard the doom and gloom statistics about mergers and acquisition. Even those that don’t move the financials to the wrong side of zero often fail to delight shareholders and stakeholders. Poor evaluation procedures take part of the blame—but only part. A failure to carefully plan for the integration has some culpability too. In the heat of finalizing the deal, integration is often left until the last minute or ignored entirely. To avoid the traps of integration, start by analyzing the Five Essential Traits for Successful M & A: vision, financial synergy, operations, talent, and culture.

the ceo magazine, mergers and acquisitions,

When companies merge or acquire, stakeholders usually expect that the whole will be greater than the sum of its parts. Unfortunately, the facts tell a different story. One plus one does not equal three, and too often it moves shareholder returns to the wrong side of zero. A once-exceptional organization can quickly take a turn toward mediocrity, or worse.

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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.