CO2

APRIL 1, 2022

The founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. greater annualized total shareholder return (TSR) 7.7% But without effective leadership, corporate purpose feels abstract and disconnected from an employee’s day-to-day job. greater revenue growth 34.7%

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

CO2

APRIL 1, 2022

The founder who started the company might still be involved, and their presence and leadership help the purpose remain clear. greater annualized total shareholder return (TSR). But without effective leadership, corporate purpose feels abstract and disconnected from an employee’s day-to-day job. greater revenue growth.

Mission Statement 78

Mission Statement Leadership Organization Core Competence 78

The Practical Leader

OCTOBER 5, 2011

The CEB study found companies “where employees provide honest feedback substantially outperformed their peers in terms of 10-year TSR (Total Shareholder Return) from 1998–2008. We found that companies rated by their employees in the top quartile in terms of openness of communication have delivered TSR (10-year TSR 1998–2008) of 7.9%

TSR 58

TSR Open-book Letter Execution 58

Harvard Business Review

SEPTEMBER 26, 2011

As a result, consumers will reward us with leadership sales, profit and value creation, allowing our people, our shareholders and the communities in which we live and work to prosper.". He changed "Market Total Shareholder Return" (M-TSR)" to "Operating Total Shareholder Return (O-TSR)." Aligning Core Systems.

TSR 14

TSR CEO Short-term Long-term 14

Harvard Business Review

MAY 25, 2017

” In 2012 the Commonwealth Bank restructured its evaluation system so that 75% of CEO incentives came from the bank’s total shareholder return (TSR), relative to a set peer group, and 25% from customer-satisfaction results, benchmarked against another peer group. ” Now a full 50% of the assessment was subjective. .”

TSR 9

TSR Banking Committee Incentives 9

Harvard Business Review

OCTOBER 13, 2011

For long-term incentive plans, the dominant measure is total shareholder return (TSR). The primary measurement it uses in its recommendation on each company's advisory 'say on pay' vote is the movement of the CEO's pay in relation to the company's one- and three-year TSR. bonus plans, according to our research. The objective?

TSR 10

TSR CEO Incentives Long-term 10

Harvard Business Review

JANUARY 18, 2012

This answer is premised on the notion that the most objective test of a CEO's leadership ought to be how the company does during his or her full tenure at the helm, rather than the latest quarterly earnings of the company or the CEO's power, family pedigree or positive media coverage. The young professionals.

CEO 14

CEO Education TSR Globalization 14