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He Used to Be a Big Shot

There is a famous closing scene at the end of “The Roaring Twenties,” the 1939 classic that chronicles the rise and fall of a gangster and the last movie that Jimmy Cagney and Humphrey Bogart made together. Kneeling over Cagney’s bullet-riddled corpse, his faithful bootlegging associate, one Panama Smith, looks up and tells a passing cop, “He used to be a big shot.” Where have all the superstars gone?

ChiefExecutive.net CEO Briefing Newsletter , Leadership & Strategy October 17 2013

Why Home Depot and Other Retailers Reject Its Trade Group’s Push for “Sustainability”

Frank Blake, CEO of Home Depot assured shareholders that the Atlanta-based DIY giant would not pursue so-called green initiatives that may harm customers or the company’s bottom line if the costs of being “sustainable” needlessly raise prices. Last Spring Sear’s Eddie Lampert indicated that his business would resist attempts to impose attempts to add private regulations that would burden the retailers cost structure. Why is the Retail Industry Leaders Association (RILA), an industry trade group, pushing mandates at the expense of consumers that will only punish its members with diminished sales?

ChiefExecutive.net CEO Briefing Newsletter , Leadership & Strategy October 14 2013

Leaders in the Clean-Tech Economy

Sustainability is more than just a fad— but that doesn’t make it easy.

Dale Buss CEO Briefing Newsletter , Green Business , Leadership & Strategy October 7 2013

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

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