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Bad news CEOS: You’re less important for your company’s success than you think

CEO Insider

Earlier this year, Glencore legendary CEO Ivan Glasenberg retired after 18 years at the helm of the largest mining company in the world. During his tenure, the company’s stock went up and down, with an overall performance between 2002 and 2020 of -16.8%

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CEO Tools: A book review by Bob Morris

First Friday Book Synopsis

CEO Tools: The Nuts-n-Bolts of Business for Every Manager’s Success Kraig Kramers Gandy Dancer Press Llc (2002) Welcome to the Kramers Hardware Store where results-driven executives find the tools they need to outperform their competition I first met Kraig Kramers about 20 years ago when he conducted workshops for owner/CEOs of small companies (..)

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Independent Board Members Aren’t The Silver Bullet For Corporate Governance

The Horizons Tracker

Instead, the survey found that board members primarily see their job as hiring the best CEO and then supporting that CEO as best they can. Corporate governance entered the spotlight in 2001 with the Enron scandal and the introduction of the Sarbanes-Oxley Act in 2002, which fundamentally changed the makeup and responsibility of boards.

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Are You Falling for the Myth of "Failing to Plan is Planning to Fail"?

Great Leadership By Dan

For instance, a 2002 study of major construction projects found that 86% went over budget. A financial services firm whose CEO I coached wanted to move its headquarters after it outgrew its current building. I connected the CEO with a couple of other CEO clients who recently moved and expressed a willingness to share their experience.

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SERVANT Leaders are Selfless – Acronym Model

Modern Servant Leader

These include the following from Spears and others 1 , Frick & Sipe 2 as well as Russell & Stone 3 (2002). Arthur DeMoulas: CEO of the 71 store New England grocery chain, Market Basket , Arthur DeMoulas is known for humility and service to employees and their families. Humility (Spears, Sipe & Frick). Sipe, James W. &

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First Look: Leadership Books for June 2020

Leading Blog

Upon becoming Honeywell’s CEO in 2002, he encountered an organization on the verge of failure, thanks to years of untrammeled short-termism. With competition intense and investors demanding strong quarterly gains now, leaders all too often feel obliged to sacrifice the investments so necessary for long-term growth.

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Winning Now, Winning Later: Playing the Infinite Game

Leading Blog

W HEN David Cote became CEO of Honeywell in February of 2002, the company was a train wreck. He inherited unhealthy accounting practices, unresolved environmental liabilities, and a board and staff that were denying reality. Cote shares in Winning Now, Winning Later , a practical example of playing the infinite game.