CEO Briefing Newsletter

Four Things to Get Right in Fast Growth Markets

As chief executives in the US scour the world for growth, they find the largest opportunities in some of the youngest markets. The fastest growing continent in the world is Africa, a two trillion dollar market where a third of the countries are growing at an annual rate of six percent or more. Here’s how to get one’s investment in fast-growing markets right.

When You Need a Coach: Blind Spots Are less Obvious When Things Are Going...

Coaching may not be for everybody. And much depends on getting the right one. Many swear that having one has made all the difference in knocking off rough edges and being able to connect better with colleagues and employees.

Why Going Private Is the New Black

Tech leader Tom Lounibus thinks it’s no accident that more and more tech companies are going private. But why would this trend also affect non-tech companies?

Straight Talk About Minimum Wage Laws

California Governor Jerry Brown just signed a bill that will gradually raise the state’s minimum wage from $8/hour to $10/hour by 2016, saying it is a long overdue measure to raise the income of working families. Yet earlier in September Washington DC Mayor Vincent Gray, also a Democrat, vetoed a City Council bill that would require large retailers [read Wal-Mart] in the city to pay higher wages, a measure that had drawn national attention. Gray called the bill a "job-killer," saying it would result in the loss of thousands of jobs in Washington. So who’s right?

Six Key Elements of Strategic Thinking for CEOs

Strategic thinking emphasizes the need to balance today’s performance with future opportunity in order to manage risk and navigate through the uncertainty of the business landscape. The ability to think strategically sparks new ideas and future business propositions that are the lifeblood of long-term success, but many CEOs and senior executives continuously struggle to look past the present and put the future in focus. In fact, Chief Executive magazine has previously reported that a staggering seven out of 10 leaders don’t consider themselves to be strategic. So, where have all the strategic leaders gone?

When You Need a Coach: Blind Spots Are Less Obvious When Things Are Going...

Coaching is drawing greater interest by boards and c-suite executives, particularly where performance goals aren’t being met. Yet there is still a contradiction between what is expected of c-suite executives from their boards, customers, clients, their employees, even themselves and their willingness to commit to a the coaching process which can equip them with the tools to achieve expectations. Recent research by Stanford University and The Miles Group cite the massive gap between CEOs being receptive to coaching (95%) and the percentage who actually receive coaching (less than 33%). More often than not, this is due to the “stigma” that is still attached to coaching by both boards and CEOs, that it is “remedial” in nature rather than “performance enhancing”.

The Trader Joe’s Model for Employee Retention

CEOs take note: Not every company fits the Trader Joe’s model, but some observers suggest that it offers many easy-to-implement ideas: break goals down into smaller, sub goals; celebrate the accomplishment of small goals loudly and joyously; actively solicit and put into effect employee ideas for improvement.

The Unintended Consequences of SEC Proposed Pay Rule

The SEC has just proposed a rule that will require all public companies to report the ratio between the total pay of the CEO and the median pay of all other employees (excluding the CEO). Some of the unintended consequences --particularly for employment-- will be severe.

The Promise of Big Data

Can aggregating and analyzing information transform businesses?

Why 9 Years Is a Lucky Number for Board Director Tenure and Effectiveness

Grumbling about corporate boards -- about long-tenured directors too cozy with management, for example -- may be inevitable among investors, but new research by a young accounting scholar suggests surprisingly that at least one aspect of corporate organization suits Wall Street fine. Company performance actually rises with board tenure—but only up to a point--indicating there’s a tradeoff between knowledge and entrenchment.
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FEATURED EVENTS

3rd Annual CEO Talent Summit
October 25-26, 2017
Orlando, Florida

Leadership Summit featuring Jim Collins
November 2-3, 2017
Denver, Colorado
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THOUGHT LEADERS

Stops and Starts Along the Road to Globalization

Globalization hasn't stopped, it's simply on pause. What we’re seeing is not a reversal but a correction—a necessary rebalancing and search for equilibrium.

MICHAEL ARENA: How the Org Chart has Given Way to the Network and Why...

As they try to keep up with disruptive forces, companies shift their focus from human capital to social capital.

MARK VERGNANO: How He Turned Around DuPont’s Failing Spin-Off

Stepping into a negative situation is never easy, but Mark Vergnano's step-by-step plan to turn around the company is proving successful.

CEO CONFIDENCE INDEX

March 2017: CEO Confidence in Future Business Conditions Soars 6%

After taking a slight step backward in February, CEO confidence ratings surged in March, to 7.41, up 6.0% from 6.99 in February, and up 4.8% from 7.07 in January.

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