Senior leadership in business tends not to embrace ideas unless they create them themselves.
Being critical without a constructive bent isn't beneficial for anyone in a business
As you wake up to another opportunity to step onto the playing field of life, what will you choose?
Senior finance executives can help build and champion corporate culture by defining (or refining, when necessary) the company’s core values and the way they translate into — and form the foundation of — the firm’s culture
As someone who occasionally opens his mouth before it is connected to his brain, I can vouch for the challenges this disconnect can cause.
These critical steps will help mitigate the impact of Meltdown/Spectre, as well as minimize overall risk and keep your organization better protected in the future.
Practice being deliberate. Practice refining. Don't be nervous about hard conversations. Lead less. Manage more.
Simply plugging into cloud systems, for example, will not deliver data-based insights, smarter decision-making, real value for the bottom line or anything resembling cloud computing’s vast capabilities to engage more effectively with employees.
Thinking about the future and how you’ll prosper in that environment will make you strategic, regardless of whether you receive accolades for it.
Don’t change leadership and strategy as frequently as your underwear. Ideas often take time to get traction.
For the CEO of a company with a fiduciary board (as opposed to an advisory board), there’s perhaps nothing more complex than developing a healthy, mutually satisfying relationship with the board.
Public speaking skills aren’t just for CEOs and top executives. “Employees down the chain see how the ability to be persuasive correlates with success,” says speech pathologist Elizabeth Peterson, owner of Speech and Voice Enterprises and author of “How to Speak like a Broadcaster and Lead like a CEO.”