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CEOs Worry that the Government Shutdown Will Have Serious Impacts

CEOs at companies ranging from Honeywell to JetBlue Airways said that a prolonged shutdown of the U.S. government has the potential to jeopardize the economic rebound, according to a report from Bloomberg. In addition CNNMoney reports that more than a dozen Wall Street bank chiefs warned President Obama at the White House that the financial system would suffer if the shutdown and debt limit aren’t resolved.

ChiefExecutive.net CEO Briefing Newsletter , Governance/Compliance , Leadership & Strategy October 4 2013

So You Want to Build Your Company’s Future Leaders?

Leadership development is a cornerstone of every CEO’s job. If you are not spending a good chunk of your time nurturing talent and having your organization develop people three or more layers below the CEO, you are risking the company’s future prospects because talented people can and will go elsewhere

ChiefExecutive.net CEO Briefing Newsletter , Leadership & Strategy October 4 2013

The Danger of Divorce and How CEOs Can Prevent it from Wrecking Their Companies

Tragedies are unfortunately a part of life and business. The most common arrive in the form of the “4 D’s”: death, divorce, disability, and drug abuse; all of which CEOs must confront on both a personal and a corporate level, as their fortunes and families are often tied to their companies. Approaching such issues with foresight and planning can make all the difference in dealing with life’s curveballs.

Frederic Marx CEO Briefing Newsletter , Leadership & Strategy October 4 2013

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.

Jonathan Berman CEO Briefing Newsletter , Corporate Finance , Leadership & Strategy September 27 2013

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

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.

John Mattone CEO Briefing Newsletter , Leadership & Strategy , Personal Effectiveness September 27 2013

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?

ChiefExecutive.net CEO Briefing Newsletter , Leadership & Strategy September 27 2013

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?

Samantha Howland CEO Briefing Newsletter , Leadership & Strategy , Strategy September 20 2013

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

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”.

John Mattone CEO Briefing Newsletter , Leadership & Strategy September 20 2013

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.

ChiefExecutive.net CEO Briefing Newsletter , Leadership & Strategy , Talent Management September 20 2013

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.

Ben Haimowitz CEO Briefing Newsletter , Governance/Compliance , Leadership & Strategy September 13 2013

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