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	<title>ChiefExecutive.net &#124; Chief Executive Magazine &#187; Dr. Thomas J. Saporito</title>
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		<title>How to Survive as an “Interim” CEO</title>
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		<pubDate>Thu, 24 Jan 2013 14:32:45 +0000</pubDate>
		<dc:creator>Dr. Thomas J. Saporito</dc:creator>
				<category><![CDATA[CEO Briefing Newsletter]]></category>
		<category><![CDATA[Leadership & Strategy]]></category>

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		<description><![CDATA[Appointment of an “interim” CEO usually means an organization’s succession program has failed. In a joint RHR International/Chief Executive magazine study of 236 corporate directors, 95 percent of respondents acknowledged that CEO succession is critical. Yet, more than half (53 percent) rated themselves as “ineffective” in executing their responsibilities in the process. Forty percent of the directors surveyed claimed that they are not prepared for an emergency succession.]]></description>
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		<title>CEO Transitions: Getting off on the Right Foot</title>
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		<pubDate>Mon, 07 Nov 2011 19:23:25 +0000</pubDate>
		<dc:creator>Dr. Thomas J. Saporito</dc:creator>
				<category><![CDATA[CEO Life]]></category>
		<category><![CDATA[Leadership & Strategy]]></category>

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		<description><![CDATA[The retention of CEOs is enhanced when they begin their tenure on a strong footing. While executive integration is not a new topic, a recent study by RHR International shows that the process unfolds in a very specific fashion. ]]></description>
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		<title>Life at the Top: Walking the Razor&#8217;s Edge</title>
		<link>http://chiefexecutive.net/life-at-the-top-walking-the-razors-edge</link>
		<comments>http://chiefexecutive.net/life-at-the-top-walking-the-razors-edge#comments</comments>
		<pubDate>Mon, 07 Nov 2011 19:23:15 +0000</pubDate>
		<dc:creator>Dr. Thomas J. Saporito</dc:creator>
				<category><![CDATA[Do not show in CEO briefing]]></category>
		<category><![CDATA[Featured article]]></category>
		<category><![CDATA[Leadership & Strategy]]></category>

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		<description><![CDATA[The business environment in which CEOs operate today is unlike anything experienced in past corporate life. Each decade following World War II has brought greater competition, regulation, scrutiny, and complexity—making the CEO’s role as leader, strategist and visionary incredibly demanding.]]></description>
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