Harvard Business Review
OCTOBER 3, 2016
Golden parachutes can’t seem to stay out of the news. Golden parachutes like these are hardly novel in American business. Golden parachutes such are now paid out even when executives leave amid scandal. Firms began adopting golden parachute-style payout packages in the late 1970s.
LDRLB
OCTOBER 20, 2010
Here is a paragraph describing a recent headline-dominating story about a fallen CEO and his (or her) golden parachute. Or, about the irrefutable need for leaders to posses some vague element of character, like trust or authenticity. On the last line I write, “That is true leadership.” Leadership satire'
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
In the CEO Afterlife
NOVEMBER 13, 2017
The management team focused on coffee. The golden parachute was nice, but the passion and the purpose was suddenly gone.”. He climbed the advertising and marketing ladder, and eventually became marketing director at Nabob Foods in Vancouver. Nabob, when Mr. Bell arrived, had too many brands, and lost money.
In the CEO Afterlife
NOVEMBER 13, 2017
The management team focused on coffee. The golden parachute was nice, but the passion and the purpose was suddenly gone.”. He climbed the advertising and marketing ladder, and eventually became marketing director at Nabob Foods in Vancouver. Nabob, when Mr. Bell arrived, had too many brands, and lost money.
In the CEO Afterlife
AUGUST 7, 2011
GE’s Jack Welch (pictured above) divides his time consulting with companies, travelling, golfing, lecturing at MIT’s Sloan School of Management and donating time and money to business education. He was 62, a golden parachute strapped to his back, but no hobbies or interests beyond business.
Harvard Business Review
JUNE 15, 2017
Although the fall of Yahoo was probably inevitable, our fascination with celebrity leaders has resulted in an extraordinary amount of interest in Marissa Mayer’s recent resignation as CEO, in particular her $23 million golden parachute. Leading a turnaround requires much more than making a splash.
Harvard Business Review
JUNE 25, 2012
When it comes right down to it, to truly manage risk, each of us must answer the question of whether we are selfish or selfless. Leading people in risky environments is not a game with a reset button, a golden parachute, or a bailout clause. MORE ON MANAGING RISKY BEHAVIORS. Make Everyone a Risk Manager.
Expert insights. Personalized for you.
9 
Let's personalize your content