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Living the CEO Afterlife

In the CEO Afterlife

In addition, they relish in their leadership role and the power that goes with it. He was 62, a golden parachute strapped to his back, but no hobbies or interests beyond business. Oh, and one other thing, if you’ll pardon the marketer coming out in me. They are: Performance-Driven. Energetic and tenacious.

CEO 145
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From CEO to Novelist: Not without Perseverance

In the CEO Afterlife

Rather it is a business book, Do Less Better: The Power of Strategic Sacrifice in a Complex World. . “At He climbed the advertising and marketing ladder, and eventually became marketing director at Nabob Foods in Vancouver. The golden parachute was nice, but the passion and the purpose was suddenly gone.”.

CEO 100
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From CEO to Novelist: Not without Perseverance

In the CEO Afterlife

Rather it is a business book, Do Less Better: The Power of Strategic Sacrifice in a Complex World. . “At He climbed the advertising and marketing ladder, and eventually became marketing director at Nabob Foods in Vancouver. The golden parachute was nice, but the passion and the purpose was suddenly gone.”.

CEO 100
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Is There a CEO Afterlife? | In the CEO Afterlife

In the CEO Afterlife

I’ve also written a historical novel, although I’m still trying to find a publisher who isn’t afraid to invest in a newbie, grey-haired writer in a market going through drastic change. In addition, he enjoys his leadership role and the power that goes with it. link] #branding #marketing #advertising #design Follow Me on Twitter.

CEO 100
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The Great Splintering

Harvard Business Review

Today's world of bailouts, golden parachutes, sky-high financial-sector salaries — while middle incomes stagnate — seems to be exactly the reverse. An enlightened social contract is not built on subsidies or "handouts" — whether to the impoverished, or to the pitiable welfare junkies formerly known as "the markets."

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Stop Making CEO Pay a Political Issue

Harvard Business Review

Firms do market research consulting customers, but don’t put them on the board. We’ve indeed seen a substantial increase in shareholder power. Even if boards only cared about maximizing shareholder value, they should be consulting with employees and looking for ways to keep them happy. And things are being done.

CEO 8