In the CEO Afterlife

SEPTEMBER 3, 2012

Sure, it isn’t business as usual, and yes, every CEO has to make some moves to shore up sales and profits. CEO’s justify across-the-board cuts because they think it is fair. When I was a CEO, I managed to squirrel away a “rainy day” fund for nasty business blips. It may be, but it isn’t smart.

Short-term 232

Short-term Long-term Advertising Hammer 232

In the CEO Afterlife

DECEMBER 5, 2012

CEOs come and go. Recessions thrash well thought out strategic intent and pressure CEOs into a mish mash of tactical “quick fix” solutions. Finding the right people, motivating them, retaining them, facilitating their personal and professional development isn’t easy. Wall Street demands quarterly results.

Human Capital 203

Human Capital Competitive Advantage Tactics CEO 203

In the CEO Afterlife

JUNE 4, 2012

An organization’s best strategists are in the C-Suite, and the CEO is usually the catalyst. Strategic Planners are the architects of these documents. They are not brilliant strategists; they are brilliant bureaucrats. .

Strategic Planning 221

Strategic Planning Document Competitive Advantage Consultative 221

LDRLB

DECEMBER 17, 2012

CEOs come and go. Recessions thrash well thought out strategic intent and pressure CEOs into a mish mash of tactical “quick fix” solutions. In the pursuit of the best human capital, this is a very good thing because great leaders never stop trying. Wall Street demands quarterly results.

Human Capital 141

Human Capital Competitive Advantage CEO Tactics 141

In the CEO Afterlife

MARCH 28, 2012

During my tenure as a CEO, my Board of Directors never challenged me with questions pertaining to the corporate culture. And when they are long gone, the culture is left to the CEO to nurture. I wasn’t surprised in the least. Generally, founders instill the culture. This, I am not arguing.

Competitive Advantage 131

Competitive Advantage Long-term CEO Ethics 131

In the CEO Afterlife

FEBRUARY 12, 2012

I didn’t think I was going to enjoy Kevin Murray’s new book on how top CEOs communicate to inspire, influence and achieve results. I have to be honest. Although Mr. Murray’s arresting title raised my curiosity, I became skeptical when I read the list of leaders he interviewed for insight.

Fashion 197

Fashion Crisis Audience Entrepreneur 197

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

Strategy Driven

NOVEMBER 6, 2015

Top management has as a priority the need to develop and practice People development, skills and team building responsibilities. Human Resources program is active, professional and responsive to the organization. CEO accepts and ideas and philosophies with employees and stakeholders. The Big Picture.

Succession 50

Succession Strategic Planning Budgeting Goal 50

In the CEO Afterlife

APRIL 21, 2014

Human Resources Leadership Life Business Crisis Management East York In the CEO Afterlife John Richard Bell Mentoring orchestra St. Add talent to that pre-requisite of success and you’ll find yourself miles away from diddly-squat. PS: The kid in that picture? That’s me before the music died.

Leadership 253

Leadership Class Human Resources Crisis Management 253

Harvard Business Review

FEBRUARY 12, 2018

When the crisis does hit, the first hours are essential. The usual response is for the CEO to huddle with his or her legal counsel and communications team. Involve your head of marketing and human resources early. Don’t leave it to the lawyers. But there are other constituencies that need to be considered, too.

Crisis 10

Crisis Supply Chain Brand Learning-by-Doing 10

Strategy Driven

AUGUST 1, 2014

Once the PR crisis passes, things will get back to normal. Our human resources department takes care of that. Examples: This company reflects the character of its CEO. The wise CEO is one who listens to others, surrounds himself-herself with smart people and fosters a spirit of teamwork. Learn to live with it.

Budgeting 100

Budgeting Risk Management Quality Strategic Planning 100

In the CEO Afterlife

MARCH 21, 2011

In the CEO Afterlife. Call it a hiccup or a long-term slump; every brand faces a crisis. Whether self-created or a swipe from the blind side, crisis recovery can be elusive. The J&J folks set the crisis management standard for all others to follow—to be prepared for that inevitable day when disaster WILL strike.

Brand 140

Brand CEO Long-term Crisis 140

In the CEO Afterlife

MARCH 7, 2015

Picture this: The CEO of the decaying company is addressing his management team. People wonder if things can possibly get worse. Then can, and they will. This reminds me of a satirical cartoon that brought a broad smile to my face many years ago. He points to window and says this about the competition.

Absenteeism 100

Absenteeism Short-term Long-term Strategic Planning 100