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Nice CEOs Finish Last

There may actually be some merit to the phrase, “Nice guys (and women) finish last” when it comes to business [...] CEO Briefing Newsletter August 3 2011

Corporate Culture and Why Rupert Murdoch is at Fault

Even though you’re sure you’ve had enough of News Corp’s phone-hacking scandal, and most likely think that it has absolutely [...] CEO Briefing Newsletter August 3 2011

10 Ways to Tell We’ve Started the ‘Great Recession Part II’

Technically the Great Recession ended in 2009, but two years later the American business climate is still feeling the pain. [...] CEO Briefing Newsletter August 3 2011

Team Players vs. Superstars: Why in Business it’s Better to Build Your Bench

Leaders have different ideas about the value of individual skill versus that of a team. Recently, two very successful and [...] CEO Briefing Newsletter July 26 2011

How to Balance Your Networking Needs

Chief executives are undoubtedly constantly barraged with networking requests from past coworkers, friends, peers, etc. And although you may be [...] CEO Briefing Newsletter July 26 2011

Forget Retirement: CEOs Find Success After 75

CEOs are often thought of as older and distinguished, but some CEOs bring this image to a whole new level. [...] CEO Briefing Newsletter July 26 2011

Hands-On Board Directors Can Build Value for Your Company

Some say that a strong board of directors can have a direct influence on a company’s stock price, according to [...] CEO Briefing Newsletter July 26 2011

Are Quotas the Answer to More Female Representation at the Top?

There is no debate that the representation of women in the C-suite is poor.  In the US, of the Fortune [...] CEO Briefing Newsletter July 26 2011

Consensus is the Enemy to Innovation

As the CEO, you want your employees to disagree with you (although not all of the time). But, blindly following leadership is not conducive to a creative environment, according to Yammer CEO David Sacks. Sacks see consensus as a red flag, that no dissent means that leadership is not open to critiques. Ultimate success comes from all areas across the company, and by stifling criticism you may not be able to get each part of the machine to work well together. And Sacks knows what he’s talking about. His first successful business? PayPal. CEO Briefing Newsletter July 25 2011

CIOs Need to Stop Being Political and Start Taking Risks

Chief information officers have a big load on their shoulders – the implementation of new technologies can very much affect the bottom line of a company. And because of this, as a whole, the role of CIO has become more political and therefore risk-averse. And as technologies develop at such a rapid rate, companies have a hard time adopting one technology before a better one comes along. Staying risk averse, however, is not going to help your company move forward. CEO Briefing Newsletter , Technology July 22 2011

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