The people part of business operations.

the ceo magazine, corporate communication,
Jill Lublin, Author, Profit of Kindness: How to Influence Others, Establish Trust, and Build Lasting Business Relationships

Business procedures and management decisions are based on facts and not emotions. As a consequence, business communication strategies are also based on quantifiable factors. This reality makes even the self-proclaimed value-based organizations hard to articulate empathy.

the ceo magazine, corporate mission,

Rosabeth Moss Kanter, a Professor of Business Administration at Harvard Business School believes that the traditional objective of business, which is profit-making, doesn’t reflect the way how great companies work toward success. Through her research on the most successful companies situated across more than 20 countries on 4 continents, she proves that an institutional logic lies behind the successful practices of great companies. 

the ceo magazine, corporate culture,
Jack Litewka, Author, THE SOPHISTICATED MANAGER:  Essential Leadership Lessons for Developing High-Performance Team… and Avoiding Critical Mistakes

A CEO creates the Corporate Culture.  This activity deserves and requires careful thought and communication. If this activity is considered a “nice-to-have”, then the resulting culture is random and becomes “cultural transmission by osmosis” – which is not the most effective way to form a great culture that is tightly aligned to a company’s vision, mission, goals, and values.

Creating a Great Corporate Culture requires that dozens of puzzle pieces fit together. Following are three key pieces to the puzzle that need a CEO’s focused and ongoing attention… because the CEO really is the Cultural Excellence Officer.

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