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Herschend Family Entertainment: From Dolly Parton to the Harlem Globetrotters

After growing steadily by running mid-market theme parks such as Silver Dollar City, Herschend Family Entertainment is making a growth play with the Harlem Globetrotters.

Dale Buss CEO Briefing Newsletter , Mid-Market Company January 20 2014

2014 Best Companies For Leaders

Each year since 2005, Chief Executive has sought to identify those companies that excel in leadership development. In partnership with Chally Group Worldwide, a Dayton, Ohio-based sales and leadership talent-management firm, and with the Human Capital Institute, we canvas world-class companies through a questionnaire and interviews in order to learn what companies are doing to identify and nurture people three or more levels down the chain from the CEO.

Dr. Jenna Filipkowski & J.P. Donlon Best Companies for Leaders , CEO Briefing Newsletter , Leadership & Strategy January 14 2014

It’s Too Early for CEOs To Presume 2014 Boom

Heading into 2014, many economists and pundits are full of optimism that the U.S. economy finally will kick into a solid-growth mode that it hasn’t enjoyed since before the 2008 financial collapse and that global growth will re-ignite as well. But there remain plenty of reasons for caution, and American CEOs are among those positing them.

Dale Buss CEO Briefing Newsletter , Leadership & Strategy January 12 2014

Narcissism as a Predictor of Company Performance

The dean of Australia’s Macquarie Graduate School of Management (MGSM) has conducted a study into the level of narcissism as a leadership trait among CEOs at the U.S.’s top 100 companies. The least narcissistic CEOs are revealed in a new study.

ChiefExecutive.net CEO Briefing Newsletter , Leadership & Strategy January 12 2014

Buzzwords: “We Need to Retire”

Do your eyes glaze over whenever you hear certain words and phrases that have long passed their sell-by date? queried CEOs and its general readers for buzzwords they would like to ban. We invite Briefing readers to volunteer their own.

ChiefExecutive.net CEO Briefing Newsletter , Editor's Note January 12 2014

Superbowl Moments – Every Business Has One

Every company faces a “superbowl moment,” a make or break time when customer service really counts and every employee’s head should be in the game. The coordination leading up to the Big Game provides a good metaphor for the planning discipline that’s required for businesses to excel in their big moments — or suffer the consequences if they do not. The question is, will your company be ready?

Brad Mehl Advertising , CEO Briefing Newsletter , Marketing & Sales January 12 2014

Creating the Uniform of Youth

There’s big money in the action sports industry. A subset of sports overall, when it comes to sports that young people 13-25 years-old want to learn, action sports, or primarily skateboarding, surfing, and snowboarding are among the most popular. Skullcandy leverages off this collision of sport, culture and apparel by creating must-have audio gear that’s become an unofficial uniform of youth.

Steve Rosenbaum Mid-Market Company January 12 2014

Meet the Mid-Market Elite

Superior growth rates, a track record of innovation, an exceptional corporate culture, charismatic leadership, compelling business models—these are some of the qualities we sought in choosing the Chief Executive’s Mid-Market Elite. Applying that criteria, our researchers and judges selected 100 companies that stand out amid the middle-market universe.

Steve Rosenbaum CEO Briefing Newsletter , Mid-Market Company January 10 2014

CEO Confidence Index Remains Steady from December

The CEO Confidence Index, Chief Executive‘s monthly gauge of CEOs’ expectations for business conditions over the next 12 months, stayed relatively unchanged in January, rising just 0.3% to 6.14 out of a possible 10.

ChiefExecutive.net CEO Confidence Index January 6 2014

The 10 Biggest CEO Losers of 2013

Which CEOs made the most egregious errors in 2013? Forbes’s Sandy Adams compiled a diverse roster of bosses’ mistakes that cover a range of behavior, from obliterating their companies’ stock value to making appallingly offensive statements that brought ridicule on them and in one case a boycott of the company’s products.

ChiefExecutive.net CEO Briefing Newsletter , Leadership & Strategy January 5 2014

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