Assessment of the situation to devise a game plan for things to come to fruition.

The new CEO wanted to slug it out of the ballpark at his first all-hands meeting. Employees were watching the broadcast from around the globe. Obviously, engaging those assembled in the auditorium in front of him would be much easier. But he didn’t want to miss the first opportunity to gain their confidence that he could handle the job vacated by his predecessor.

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. 

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