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Filed Under: Ceo

 
If you're a CEO, you'll want to benchmark yourself against others like you. If you're an in-role senior leader, insight into the chief executive can help you strategically focus your performance goals. For those in job search, you can better position yourself as a solution if you know the CEO's business priorities. Finally, if you recruit top talent, knowing CEOs' retention and engagement triggers can help you place your next candidate.

 

Published on: Thursday, November 10, 2011

Have You Heard the One About the First-Time CEO?

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There are many different ways to present information, and we've found three approaches typically resonate with our ExecuNet members:
  1. Benchmarks and market intelligence borne from our statistical research
  2. Authoritative advice from vetted experts
  3. Experiential knowledge from peer communities

When an ExecuNet member landed an opportunity at the top of the org chart, we were able to present him with data revealing CEOs' top business priorities, as well as perspectives from Board experts on what they expected from their chief executives. But the real inside information came from those he engaged in ExecuNet’s General Management Roundtable who already sat in the corner office:

 

Published on: Friday, April 15, 2011

Breaking Away to Innovate

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I recently went to a reception announcing the release of Breaking Away, a new book on "how great leaders create innovation that drives sustainable growth — and why others fail." There are many books on innovation, but this one is a keeper. It was written by the Jane Stevenson, Chairman, Board and CEO Services at Korn/Ferry International and Bilal Kaafarani, who has been a "serial" innovator at P&G, Kraft, Pepsi and Coca-Cola.

Stevenson's and Kaafarani's main purpose is to clarify what innovation is and how companies can consistently succeed in making the breakthroughs in innovation that lead to transformational change, revolutionizing an industry, a market or a company itself — the payoff being activating profitable and sustainable growth.

 

Published on: Thursday, December 16, 2010

Why You Should Care about a CEO’s Sleep Patterns

Comments (2)
 
Like many, chief executives are tossing and turning at night, worried about the issues we identified earlier this year in our annual Executive Job Market Intelligence Report:

  1. Economic uncertainty
  2. Consistent execution of our business strategy
  3. Balancing the demands on my personal and professional life
  4. Achieving my personal work-related goals
  5. My pay will not increase

While it may be true that the higher the thread count on the sheets, the bigger the troubles, the reasons those CEOs aren't sleeping are still of consequence to you.

 

 
Most private business owners wear two hats. One is the "Owner" hat. The other is the "CEO" hat. And Chuck Richards, CEO of Chairman's View, a business valuation consultancy, says the key to effectively passing any private, often small business from one leader to the next requires a strict ownership focus on building the transferable value of the enterprise.

First, Richards advises business owners, you must think like an owner, and to reach your goals for the eventual transition of the business, you must:
  1. Define success

  2. Assess the transferable value of the business asset

  3. Take measurable action

  4. Create better options

 

Published on: Tuesday, August 24, 2010

Management Today is Outdated

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Why have there been advances in virtually every technology invented in the last 100 years, yet management is woefully out of date? At the 2009 World Business Forum, where ExecuNet exclusively reported, strategist and innovator Gary Hamel asked the delegates, "Could technology management change in this century the way it changed in the last century? Almost all organizations are running on 19th century management systems."

Management was created, the author and co-founder of the Management Innovation Lab at the London Business School said, to "get people to show up every day and do the same job over and over again like robots."

 

 
For years, public company directors have told me their single most critical responsibility is to ensure a smooth and effective process for CEO transition. And I've heard Bill Conaty, the former longtime head of human resources at General Electric, say great leaders help develop their own successors and succession plans; lousy leaders are intimidated by them.

So how, then, to reconcile the data from a joint survey by Heidrick & Struggles and Stanford University's Rock Center for Corporate Governance that more than half of the business executives they polled cannot immediately name a successor to their current CEO should the need arise.

 

Published on: Tuesday, August 03, 2010

When Failure Means Success

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In baseball, if a player averages three hits every 10 chances he's good player; if he averages four hits per 10 chances he's a first ballot Hall of Famer and the stuff of legend. Many call baseball the ultimate failure activity, but the pharmaceutical industry is much more challenging where else is a 1-in-10,000 success rate is considered acceptable?

One would think it's a challenge simply to get out of bed every morning knowing more failures surely await you in the office, but not so, said Pfizer CEO Jeff Kindler at the 2010 World Innovation Forum, where ExecuNet exclusively reported for attendees.

 

Published on: Thursday, July 22, 2010

New CEO or Wannabe?

Comments (2)
 
Who better to learn what to do in the corner office from than those who have been there, done that? The experiential advice that comes from peers can often enlighten and help solve real-world problems that research, case studies and experts don't address. Sometimes just the added support and validation is enough to power through all the critical decision-making and stress that comes along with the role.

ExecuNet members in the General Management Roundtable pooled their collective wisdom for a first-timer who needed to hit the ground running on company growth plans and funding:

 

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