the ceo magazine, leadership qualities,
Randall Bell, CEO, Landmark Research Group, LLC

Tennis is all about footwork. As many Roger Federer fans know, watching a great tennis player is like watching a dancer. After each shot, he returns to the middle baseline, squares his stance, and gets ready for the next return. He hits a great shot and he’s back. He hits a poor shot, and he’s back again. He moves like a rubber band. The further from the baseline he gets, the quicker he is back.

the ceo magazine, strategy,

Conquerors tend not to enjoy a laudable place in the history books, but they do offer lessons in how to get more without settling for less. Pilots refer to PNR—the point of no return. This technical term in air navigation refers to the point in a flight at which, due to fuel consumption, a plane no longer has the capacity to return to its home base. To inspire innovation and reinvention, businesses often face a PNR too, a point in their history when they need to metaphorically burn the boats that brought them.

the ceo magazine, decision making,
Dr. Mario Moussa, Dr. Derek Newberry & Madeline Boyer, Authors, Committed Teams: Three Steps to Inspiring Passion and Performance

The executive team at Ford Motor Company in the 1950s made one of the best decisions and then one of the worst decisions in company history.  Our research and experience at the Wharton School tells us that the Ford team is not alone in its schizophrenic decision-making; even the smartest groups often make poor choices.  Understanding why can help you ensure that you consistently get the best out of your top team. Let’s look at what went right, and then wrong, at Ford:

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