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CEO Briefing View All

  • To Lead with Authenticity, Embrace Struggle

    Struggle and leadership are unquestionably intertwined. Whether attempting to turnaround a fledgling organization, trying to discern the best way forward in today’s competitive marketplace, or rallying stakeholders around a new initiative, struggle is simply par for the leadership course. Yet cultural taboos have prevented executives from speaking openly about their struggles, fearing that such disclosure would indicate weakness, indecisiveness, or even incompetence.

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    CEO Briefing Newsletter

  • Fact Versus Fiction for Nearshoring and Onshoring: Global Supply Chains Are Here to Stay

    The death of the global supply chain is premature. Some media report that US labor costs are lower than China labor costs. Others contend that fuel costs are so high that global trade is no longer cost effective. And then we have those that only look at how shipping times from Asia to the US have become longer, creating issues from an agility perspective. While each of these perspectives is true, they are not valid augments for relinquishing global supply chains and bringing manufacturing closer to home with onshoring and nearshoring.

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    CEO Briefing Newsletter

  • Gauging the Impact of Obamacare on SMEs

    The signature legislative achievement of President Obama’s tenure, the Patient Protection and Affordable Care Act (aka Obamacare), was born without a single Republican vote in Congress and nurtured to fruition by the Supreme Court of the United States. The impact on small and medium size business will force many CEOs to make difficult choices.

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    CEO Briefing Newsletter

  • 3 Rules for Understanding How Value Leads to Better Performance

    The first rule is “Better Before Cheaper”: being price competitive is far from irrelevant but when it comes to position in a market, exceptional performance is caused most often by greater non-price value rather than lower price. There are two dimensions of value along which any company can differentiate itself: price value and non-price value. Research reveals that exceptional companies typically focus on non-price value, even if that means they have to charge higher prices. Price-based competition is a legitimate strategy. Competing with better, rather than cheaper is systematically associated with better long-term performance.

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    CEO Briefing Newsletter

  • Before You Buy That Aircraft! Consider a Few Critical Tax Considerations

    A CPA serving middle market companies notes how CEOs can get carried away when it comes to acquiring an aircraft—and offers four tips to avoid ugly surprises.

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    CEO Briefing Newsletter

CEO Interviews View All

Chief Executive Magazine

The latest issue of Chief Executive magazine focuses on the 2013 Best & Worst States for Business

For over 20 years Chief Executive has been providing articles and resources to elevate the effectiveness of CEOs.

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Topics

  • Leadership & Strategy›

    • How to Grow your Company

      These five rules will help bulletproof your growth strategy.

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    • The Power of Recognition

      Effective employee recognition boosts performance—but what makes a program effective?

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    • How to Avoid the Seven Sins of Customer Experience

      Customer experience can ultimately be an organization’s primary competitive advantage, if it is managed correctly. Exceptional customer service produces loyal customers who buy more, refer friends, resist special offers from competitors and forgive the occasional mistake. A new research report on customer experience sheds new light on the “seven sins” of customer experience — key missteps that make organizations stumble when it comes to customer interaction.

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  • Technology›

  • Corporate Finance›

    • CEOs with Angel Wings

      What’s behind the allure of investing in startups? (Hint: It’s not always about the money.)

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    • Obamacare Sticker Shock

      A new survey of major health care insurers, representing the vast majority of covered individuals in the U.S., conducted by the American Action Forum (AAF) answers the question: what impact will the Affordable Care Act (ACA) have on premiums in 2014? This survey aimed to illustrate real cases in a variety of regulatory environments, representing the spectrum of rate changes cross any given geographic area, rather merely average changes across demographics.

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    • Many Unhappy Returns: 100 Years of the Income Tax

      Last Sunday, Feb. 3 marked the 100th anniversary of the ratification of the 16th Amendment, which enabled the establishment of the U.S. federal income tax. The century-long history of the income tax has been marked by more and more taxpayers paying higher and higher amounts of tax. As Americans get ready for yet another tax filing season, take a look at how the income tax has morphed from a tax only a handful of people actually paid in 1913 to behavior-changing deal it is today.

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  • Talent Management›

    • How to Make the Most of Your SVP of Sales

      Gone is the quintessential backslapping salesman, but who should take his place?

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    • The Great Skills Mismatch

      Despite persistently high unemployment numbers, companies are struggling to find engineers and skilled laborers. What’s behind this gap—and what can today’s CEOs do to find the talent they need?

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    • Four Steps to Better Talent Management

      Change is the dominant theme of talent management agenda in 2013. This alone is not significant, but what is worrisome is how consistently unprepared and ineffective many organizations have been in managing change. Based on the trend over the past four years, the situation will likely worsen unless new strategies for building capabilities are implemented that enable organizational agility.

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  • CEO Life›

  • Operations›

  • Global Business›

    • Competing in the Global Ideas Economy

      Both the time and place of 2013’s CEO Leadership Summit could not have been more fitting. In December, in the wake of the devastation of Hurricane Sandy and with the fiscal cliff still looming ahead, more than 100 business leaders from across the country gathered at the NYSE Euronext—an icon of free enterprise that later turned out to have been in the midst of a merger—to share ideas on navigating the challenges of the stormy global economy.

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    • Bush Calls for Immigration Legalization; Stops Short of Amnesty

      Former Florida Governor Jeb Bush, who some observers reckon will run for President in 2016, called for “stem-to-stern” immigration reform that “prepares a path to legalization as opposed to citizenship.”

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    • Efficient Talent-Sourcing for Global Growth

      For the mid-market company that is expanding internationally — whether for the first time or into uncharted territory – identifying the right talent can be a challenge. In a 2012 Ernst & Young study of C-level and other executives in rapid-growth markets, 30 percent of respondents reported the need for a strategic hiring process in international markets. Intensifying the problem, according to the same study, is a self-reported knowledge gap in local culture and ways of doing business by more than half of the participants.

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  • Marketing & Sales›

  • Governance/Compliance›

    • Why Unions Are Shrinking

      According to recently released 2012 Department of Labor data the rate of unionization — the percentage of American workers belonging to unions — declined faster under President Obama’s first term than during two terms of President George W. Bush. Diana Furchtgott-Roth, former chief economist at the U.S. Department of Labor and senior fellow at The Manhattan Institute for Policy Research, argues that the President’s own anti-business policies are largely to blame. This is not as counterintuitive as it sounds.

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    • Controlling Health Care Costs

      Pockets where breakthrough successes have occurred suggest there are ways to contain the spiraling cost of health care.

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    • In Defense of Which CEOs?

      “Chauffer-driven limousines, millions in stock options, golden parachutes. It’s no wonder bosses’ pay and perks can rankle,” write Ray Fisman and Tim Sullivan of The Wall Street Journal. The writers argue that “many CEOs are overpaid—or even paid for incompetence, but you can only appreciate good performance once you understand what a leader does.” But is this a balanced understanding of where CEOs are in terms of the reality on the ground?

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CEO & Senior Executive Compensation Report for Private Companies Chief Executive's groundbreaking research on executive compensation describes in detail executive compensation packages. The report specifically covers CEO salaries, including the average ceo salary for private companies. But CEO salary and CEO compensation trends only cover one part of your executive team. The salary of CEO direct reports is equally important. The report contents include details on CFO salary, COO salary, CIO salary, CTO salary, executive director salary, general manager salary, marketing executive salary, and senior vice president salary. You'll get valuable information on chief financial officer salary, chief operating officer salary, and chief executive salary in addition to valuable best practices information.
Learn more about the CEO & Senior Executive Compensation Report for Private Companies →

CEO Confidence Index

  • 5.86 3.5%

    The CEO Confidence Index fell 3.5% in May 2013 to 5.86 out of a possible 10.

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  • 6.07 9.5%

    The CEO Confidence Index, Chief Executive’s monthly gauge of CEOs’ expectations for business conditions for the next 12 months, saw its highest month-over-month gain in the past two years, rising 9.5% to 6.07 out of a possible 10.

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  • 5.55 1.5%

    The CEO Confidence Index, Chief Executive‘s monthly gauge of CEO expectations for overall business conditions over the next 12 months, dipped 1.5% in March, falling to 5.55. CEOs remain cautiously optimistic about prospects over the next year.

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  • 5.63 6.5%

    The CEO Confidence Index rose 6.5% in February to 5.63 out of a possible 10. The eight-month high demonstrates a notable uptick in CEOs’ optimism about business conditions, but forecasts for growth and hiring remain limited.

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  • 5.29 4.0%

    With the much-dreaded fiscal cliff crisis resolved by temporary measures, one might think that CEOs would be more optimistic about [...]

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  • 5.09 2.0%

    Rebounding slightly from November’s year low, the CEO Confidence Index, Chief Executive’s monthly gauge of CEO expectations for overall business conditions over the next twelve months, rose 2% in December to a mean value of 5.09 (out of a possible 10).

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  • 4.99 2.4%

    The presidential election has come and gone, and the result that surveyed CEOs had consistently expressed anxiety about has come to pass.

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  • 5.11 6.6%

    The CEO Confidence Index dropped 6.6% in October to 2012′s new low: 5.11 out of a possible 10. It is apparent that September’s 2.5% rise to 5.47 was momentary; the October drop fits an overall downward trend in confidence that has pervaded most of the year.

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  • 5.47 2.5%

    The CEO Confidence Index, Chief Executive‘s monthly gauge of CEO expectations for overall business conditions over the next twelve months, rose 2.5% in September to 5.47 from August’s 5.34, out of a possible 10.

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  • 5.34 0.3%

    The CEO Confidence Index fell just 0.3% in August to 5.34 out of a possible 10 from July’s 5.36. The Index is now down 11.4% from its 2012 high of 6.03 in February. CEOs of small businesses have even less confidence than their bigger business counterparts.

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  • 5.36 3.7%

    The CEO Confidence Index fell 3.7% in July to 5.36 out of a possible 10. The Index has fallen a whopping 11.1% from its 2012 high of 6.03 in February. The overwhelming message from CEOs: uncertainty is crippling our businesses, and we need a change in the White House to fix it.

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  • 5.56 6.6%

    The CEO Confidence Index dropped 6.6% in June to 5.56 out of a possible 10. The number of CEOs expecting to see increased profits over the next year has fallen 6% since the beginning of 2012.

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  • 5.96 1.7%

    The CEO Confidence Index rose 1.7% in May to 5.96 out of a possible 10. This increase in expectations comes after a decline in CEO confidence in both March and April. The Index is up 3% for the year.

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  • 5.86 2.0%

    Chief Executive’s CEO Confidence Index dropped 2% to 5.86 out of 10 in April 2012; this follows a 0.8% drop in March. Prior to March, the Index saw increased CEO Confidence for four straight months.

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  • 5.98 0.8%

    The CEO Confidence Index fell back below 6.0 to 5.98 in March. The Index dropped 0.8% from last month on economic and political concerns. February’s Index was calculated before President Obama released his budget for the 2013 fiscal year, a plan that relies heavily on taxes.

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  • 6.03 4.3%

    The CEO Confidence Index gained 4.3% in February, landing at 6.03 out of 10. This is the first time that the Index has ventured above 6.0 since May of 2011. One especially encouraging metric is hiring; over 45% of CEOs expect to expand their workforce over the next 12 months.

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  • 5.78 5.5%

    The CEO Confidence Index continues to rise, landing at 5.78 out of 10. The Index hasn’t been this high since May of 2011, and some CEOs indicate that business conditions are better than the media lets on.

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  • 5.48 4.9%

    December saw a 4.9 percent increase, but fewer CEOs are expecting an increase in revenues, profits and capital expenditures. As one CEO put it, “Uncertainty is the watch word.”

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  • 5.23 7.1%

    Confidence is on the upswing in November with a 7.1 percent jump in expected improvement for overall business conditions. Optimism is up in terms of revenues, profit, and capital expenditures. Over 40 percent of CEOs plan to increase hiring.

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  • 4.88 0%

    The CEO Confidence Index leveled out at 4.88 out of 10 after a steady decline through 2011. Almost half of CEOs expect not to do any hiring over the next 12 months. Fifty-four percent expect to see an increase and revenues and 46 percent expect to see an increase in profits.

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Best & Worst States for Business Read More

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Top 3 States

Bottom 3 States

Another Triumph for Texas: Best/Worst States for Business 2012