In the CEO Afterlife

JANUARY 30, 2012

I’ve subsequently concluded that the disparity lay not within the type of organization one leads, but within the particular environment leaders find themselves. Leading and working in such environments can be awfully tough. When you are losing, a change in plan is usually needed. Patience is not a virtue; nor is anyone’s job security.

McCarthy 212

McCarthy Leadership Crisis Management Sports 212

In the CEO Afterlife

MAY 13, 2012

He or she perpetuates “the way” or makes changes depending on the environment. Generally, the founder instills the culture. And when they are gone, the culture is left to the CEO to nurture. This, I am not arguing. I am advocating that culture should be as important to a company’s Board of Directors as the business strategy.

Competitive Advantage 268

Competitive Advantage Long-term CEO Strategy 268

In the CEO Afterlife

MARCH 28, 2012

Other than ensuring an ethical environment in the organizations they govern, I suspect today’s Boards still don’t give culture the attention it deserves. He or she perpetuates “the way” or makes changes depending on the environment. Maybe it was the times – 25 years ago, culture wasn’t in vogue like it is now.

Competitive Advantage 131

Competitive Advantage Long-term CEO Ethics 131

In the CEO Afterlife

JULY 26, 2011

In a line at the grocery store, a cashier told an older woman that she should bring her own bags because plastic bags were terrible for the environment. ” The clerk responded, “That’s our problem today, because your generation didn’t care enough to save our environment.” Did you like this? Share it: Tweet.

CEO 167

CEO Brand Follow-up Human Resources 167

In the CEO Afterlife

MAY 10, 2018

I particularly like Bell’s discussion of business culture characteristics that create the necessary focus and being the best in any business environment. Penny, Radio Shack, and many others. This culture must be maintained by every company at every stage of maturity.

Maturity 159

Maturity Tips Entrepreneur Bottom-up 159

In the CEO Afterlife

JUNE 7, 2012

Companies in competitive environments don’t bully; they know their customers have choices. They finally informed me that an administrative fee of $150 + tax would be charged for terminating my account. Imagine an organization like Costco pulling an act like that on its members. The notion is preposterous. This is not the GS1 mindset.

Niche Marketing 206

Niche Marketing Brand Retail Company 206

In the CEO Afterlife

MAY 6, 2012

Leaders who have thrived within innovative environments hold the key. Ironically, innovation is the catalyst of organic growth. What should be done? As an influential shareholder, I’d begin, not by mandating my CEO to change, but by changing my CEO. Incremental improvement isn’t an option; these leaders demand transformation. Last year, J.C.

Chief Operating Officer 202

Chief Operating Officer Chief Technology Officer CEO Innovation 202

In the CEO Afterlife

JANUARY 14, 2012

P&G is a challenging work environment. They are, and department by department, the company is stocked with dedicated people that are better than their competitor counterparts. The organization is structured in a way that almost every proposal requires concurrence from a peer.

Proposal 260

Proposal Advertising Brand Marketing 260

In the CEO Afterlife

FEBRUARY 19, 2012

Fundamentally, the leadership style or the skillset required of a CEO in one environment may be the kiss of death in another. Same leader, different result. Companies, markets, and the categories in which they compete can be exceedingly dissimilar. Is a “turnaround” artist right for a profitable, steady bureaucracy?

CEO 213

CEO Bureaucracy Human Resources Maturity 213

In the CEO Afterlife

APRIL 5, 2016

The company must create an environment in which achievers can achieve. Likewise, if you strive for excellence in an organization that blocks your ability to realize excellence, you’ll never be happy in your work. A matter of excellence is a shared responsibility. Matters of Focus. Is vision, values, teamwork, and excellence, enough?

Teamwork 100

Teamwork Real Estate Mission Statement Merchandising 100

In the CEO Afterlife

JANUARY 22, 2012

Fortunately for me, I grew up in strategic environments and I learned to balance operational challenges with strategic opportunity. Suffice to say, most of the issues were short-term and operational rather than strategic. No matter what a company’s product or service, this is not a business anomaly. Squeaky wheels get the grease.

Strategy 196

Strategy Short-term Constraint Strategic Planning 196

In the CEO Afterlife

JANUARY 22, 2015

Joe’s Brand Benefit: A leader who creates an environment that inspires people to excel and businesses to grow. One bad year caused by an expensive product recall is no reason to let him go. We need to talk to him before someone else snaps him up. Reason to believe the Benefit: A track record of impressive revenue and earnings growth.

Brand 100

Brand Strategy How To Constraint 100

In the CEO Afterlife

OCTOBER 18, 2015

Far too often, organizations discount the leadership value of skilled employees who either don’t want to advance in the management pecking order, or wouldn’t thrive in that particular environment. When I was a CEO, I had the pleasure of working with such an individual, an ambitious purchasing agent who I’ll call Walter.

Report 100

Report Career Discount Mentor 100

In the CEO Afterlife

APRIL 24, 2017

Every challenging environment presents tremendous opportunities for leaders to excel. Nimbleness, creativity, and culture go a long way, especially when contraction isn’t feared. That makes an organization operationally and strategically stronger. Farsightedness is essential to effective leadership.

Company 177

Company Apparel Competitive Advantage Long-term 177

In the CEO Afterlife

JUNE 10, 2012

You become aware of all the inherent contradictions, all the ways you’re in conflict with your environment.”. That’s where we want to start exploring because that moment is where you feel almost your worst. Fast Company’s complete list can be found at [link].

Creativity 238

Creativity Advertising Belief Systems Storytelling 238

In the CEO Afterlife

SEPTEMBER 8, 2015

When leaders rely on excessive research and information to reduce the risk of critical decisions, vibrant environments concede to morose cultures of risk-aversion. Then they build on that advantage by keeping things simple to maintain clarity. Information overload obstructs prudent decision-making.

Power 100

Power Competitive Advantage Airlines Information 100

In the CEO Afterlife

FEBRUARY 20, 2015

These leaders are responsible for perpetuating “the way” or making changes depending on the market environment or the needs of the enterprise. When the founders are gone, the culture baton is passed down a long line of chief executives. Some do it well. Others do not. Boards can help.

Long-term 100

Long-term Download CEO Objective 100

In the CEO Afterlife

SEPTEMBER 26, 2011

But, by God I delivered the profit or I wouldn’t have been in the C-Suite long enough to provide a healthy environment for employees to reach their potential. I can vouch for that in the CEO afterlife; I remember people, not profits. The Decision has been made for Strategic Reasons.

CEO 256

CEO Human Resources Library Brand 256

In the CEO Afterlife

FEBRUARY 4, 2015

In America, several specialist retailers who limit their product scope continue to thrive in an environment dominated by 5,000 Wal-Mart stores. . Specialization is the key to thriving against mega corporations with broad scope – generalists the likes of Walmart, Kraft, and Google. Stop Trying to Do More and More; Do Less, Better.

Competitive Advantage 100

Competitive Advantage How To Human Resources Strategy 100

In the CEO Afterlife

SEPTEMBER 6, 2011

This is especially important in “revolving door” environments where multi-nationals make a habit of inserting up-and-comers into general management roles in foreign countries and smaller business units. Today, with declining loyalty and greater job hopping, it is critical that CEOs partner with HR. Four good reasons: 1.

CEO 162

CEO CFO Human Resources Real Estate 162

In the CEO Afterlife

APRIL 26, 2012

BP’s talk about caring for the environment was for naught, as its actions failed to match its message. The ”Health safety environment” theme contains zero releases since 2008. Yet since December 2010 the company has issued issued only 118, and few have to do with the spill and its aftermath.

Press Release 131

Press Release Reputation Tourism Advertising 131

In the CEO Afterlife

NOVEMBER 4, 2012

And is best done in a safe and nurturing environment. But mostly just people temperamentally and emotionally ill-equipped for such a hostile and toxic environment. And why people with Volkswagens, and mortgages, Personal Equity Plans and matching Lois Vuitton luggage are not. It takes a certain amount of courage, thinking out loud.

Advertising 265

Advertising Creativity Industry Bottom-up 265

In the CEO Afterlife

MARCH 7, 2015

Frenzied work environment, but nothing gets done. No matter the profit, sales are falling. Mounting inventory. Cash flow in decline. Office doors, once open, are closed. Loss of respect up, down and sideways. Gossip has gone viral. More silos emerging. High stress and anxiety — at all levels. Abundance of consultants.

Absenteeism 100

Absenteeism Short-term Long-term Strategic Planning 100

In the CEO Afterlife

MARCH 21, 2011

All the talk about BP caring for the environment was for naught because the brand’s actions violated the brand’s message. Despite pervasive recall awareness, we have CEOs, many who run companies with substantial capacity to maim the domain of life, with their heads in the sand.

Brand 140

Brand CEO Long-term Crisis 140

In the CEO Afterlife

NOVEMBER 2, 2014

Then they advance to the gathering with a demeanor that suits the environment and their desired role within it. Have you ever watched a charismatic person “work” a room? At the outset, they assess the collective mood. Moving from one person to the next, they engage each individual, albeit briefly, as though that person was a VIP.

Leadership Styles 238

Leadership Styles Leadership Human Resources Charisma 238

In the CEO Afterlife

NOVEMBER 2, 2014

Then they advance to the gathering with a demeanor that suits the environment and their desired role within it. Have you ever watched a charismatic person “work” a room? At the outset, they assess the collective mood. Moving from one person to the next, they engage each individual, albeit briefly, as though that person was a VIP.

Leadership Styles 229

Leadership Styles Leadership Charisma Human Resources 229