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CEO Compensation

Read It and Weep

What would Ghandi have to say about CEO compensation? A new genre looks to historical figures for leadership lessons, including chief executive pay.

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Growing Profits, Growing Jobs

CEOs, thought leaders, and the nation's top policymakers gathered in the nation'scapital on June 8, 2010 to exchange ideas, build relationships and discuss the evolvingrelationship between business and government. Here are some of the highlights from the CEO2GOV Summit.

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Future of CEO Compensation

Kenneth Feinberg, the Washington lawyer who's stepping down this summer as Special Master for Executive Compensation (aka Pay Czar) to administer the $20 billion British Petroleum fund, offered his insights on the executive pay debate at Chief Executive's CEO2GOV Summit. To follow are excerpts from his presentation.

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What’s Ahead for the 2010 Proxy Season

It’s a big nay for Say on Pay in 2010, but the SEC is asking for more transparency. Here’s a look at new rules for this year’s proxy season

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Bolstering Faltering CEO Reputation

Experts believe CEO reputation can improve only if CEOs admit their mistakes openly and, communicate more often with stakeholders and employees.

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Why Companies Fear Restoring Executive Pay Cuts?

While restoration of employee pay cuts is on the rise, reversal of executive pay cuts is still on hold. Thanks to the strong sentiment against the alleged outrageous executive pay, the Ken Feinberg factor and the slow pace of economic recovery, compensation and pay analysts think companies are playing safe at the moment by maintaining silence over executive pay cut reversals.

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Medtronic CEO Bill George: Still Searching for Authenticity

Under Bill George's leadership the medical technology company’s market capitalization grew from $1.1 billion to $60 billion, averaging an annual 35 percent increase. Earlier in his career he was an executive with Honeywell, Litton Industries and served in the Department of Defense. Since leaving Minneapolis for Cambridge, Mass. to become a professor at Harvard Business School, George has turned into the Diogenes of executive management, searching for and occasionally finding what he calls “authentic” leaders--men and women who lead effectively because they are, first, honest with themselves.

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