CEO Cooper Development Finance 
Leading Blog
MARCH 9, 2015
Along the way, I learned a great deal about team development and leadership. Equally important, each member should meet the essential “ROPE” criteria I developed over decades of climbing. I knew I would need their cooperation and support in order to successfully orchestrate a complex, months-long sales campaign.
N2Growth Blog
AUGUST 1, 2016
CEO Interview: Sam Walsh. This edition of the CEO interview features Sam Walsh, the recently retired CEO, of Rio Tinto. Since taking up the CEO seat at Rio Tinto Sam has steered the business through a torrid industry downturn and firmly positioned them for new growth. (as featured in mining.com).
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N2Growth Blog
AUGUST 11, 2010
Developing effective conflict resolution skill sets are an essential component of a building a sustainable business model. Unresolved conflict often results in a loss of productivity, stifles creativity, and creates barriers to cooperation. Where there is disagreement there is an inherent potential for growth and development.
N2Growth Blog
DECEMBER 22, 2010
When you develop the skill to transform negative conflict into creative tension is when you will begin to earn and hold the respect of even those individuals who don’t agree with your positions. I have always found that rapport is quickly developed when you listen, care, and attempt to help people succeed.
Harvard Business Review
JULY 20, 2011
Bean Counters makes the point that GM was doing fine until in the mid 1970s the MBA-trained finance guys took control of product development from the "car guys," who were engineers and designers. He believes that CEOs and the top management should not be bean counters but rather should be a "product guys.". Executive talent.
N2Growth Blog
AUGUST 12, 2010
If you are a CEO or entrepreneur and don’t see team building as a priority, then the text the follows is written for you. However CEOs that implement a well thought out and clearly articulated vision, create a sense of stability and a bond of trust amongst the ranks.
Harvard Business Review
OCTOBER 18, 2016
CEOs get paid handsomely. By endorsing performance-insensitive compensation packages, broadly diversified investors are indeed incentivizing CEOs for good performance. To understand this new explanation for seemingly exorbitant CEO pay, it’s important to understand a recent, fundamental shift in the ownership of U.S.
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