In the CEO Afterlife
MAY 22, 2013
Every day we see or read about superb acts of leadership. But in the context of taking charge and leading human beings during major or minor crises, every chief executive is blessed with the luxuries of time, subordinate counsel, years of related experience, and knowhow imparted by pundits in thousands of books, journals and case studies.
In the CEO Afterlife
NOVEMBER 8, 2017
Beyond my recreational life (weapons of choice being a tennis racquet and a pickle-ball paddle – on a good day I use both), I’m writing about business leadership, branding and life. In addition, they relish in their leadership role and the power that goes with it. I’m working – not for money, for fun. Energetic and tenacious.
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In the CEO Afterlife
MAY 10, 2018
This was highlighted in the classic book “ Do Less Better ,” by John R. Your success or failure must be quantified by such key business indicators as market share, financial ratios, brand awareness, new product launches, and execution within the deadlines. Well-articulated goals and metrics. Innovation-driven mindset and actions.
In the CEO Afterlife
APRIL 24, 2017
Do Less Better is the name of my book. Farsightedness is essential to effective leadership. The glue that binds leadership, strategy, and execution is people—at every level of the organization. The lessons in my book apply to every leader and every organization, big or small. Sacred cows cannot exist.
In the CEO Afterlife
DECEMBER 27, 2014
Let’s assume that you work in an overly complex business environment and complexity is crippling decision-making, curtailing execution, and savaging the culture. Branding Human Resources Leadership Life Marketing Strategy Uncategorized Do Less Better In the CEO Afterlife Vision' Play out the “What if.”
In the CEO Afterlife
JUNE 17, 2012
I’ve read a lot of books on strategy. The best ones influenced my mode of operation as an executive of Jacobs Suchard , the maker of coffee and chocolate brands, Jacobs , Nabob , Toblerone , Suchard and Côte d’Or.
In the CEO Afterlife
APRIL 13, 2015
When leadership foresight is compelling, inclusive, and easily definable, people want to be a part of it; they want to follow their leader to that place. In the old economy, slick merchant bankers and private equity executives sat in wooded oak or mahogany boardrooms listening to slick presentations by blue-suited forty year olds.
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