All CEOs need to remember is that the world has changed, and it’s all on the record now — how they talk to employees, cab drivers, waiters — and especially Kathy Griffin’s boyfriend.
Uber's management failed the company and its people when it turned a blind eye to the problems behind closed doors, but its swift action to hire an outside law firm once the problems became public and then follow through on its recommendations set a good example for how to handle a crisis situation.
The problem of unethical supply-chain practices has reared its ugly head again, challenging business leaders from even the most reputable companies to verify the stringency of their checks and balances.
CEOs, like many others, are doubtless shaking their heads over Wells Fargo’s announcement last week that it would pay $5 million to customers and $185 million in penalties for allegedly having signed customers up for more than 2 million deposit and credit card accounts.
In a new survey of 150 corporate leaders around the world, Reputation Institute found that successful reputation management remains a top-of-mind concern for executives across a wide variety of geographies, industries and valuations. CEOs are in a unique position to drive reputation improvement, and it starts with a structured process.
Mike Petters sailed through a transition from division president to CEO of a $6.7 billion public company.
John Foraker has one of the most interesting chief’s jobs in the entire global food business these days: The former CEO is president of Annie’s Homegrown, the organic-foods leader that General Mills purchased less than two years ago.
How a newly minted CEO led a century-old manufacturing company on a transformation journey.
Since Tim Cook and Howard Schultz stood on their soap boxes and advocated for gay rights and race relations, respectively, more CEOs have taken to the pulpit to speak their minds on social issues. Their opinions are also more frequently showing up in their strategies.
A CEO who’s an expert in communicating goals and ideals with the people in his company can go a long way in advancing progress or in turning things around. For Kim Yost, chief of a major mid-market retailer in the Midwest called Art Van Furniture, one key to such success has been his use of symbols, icons, slogans, self-published books and even an internal video network to motivate the troops.
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