Warren Buffett has spent more time talking to journalists than any CEO in America. The reason he says is partially because he’s in his 80s, and the other part is that he likes journalists. But he says even the good ones have a blind spot called confirmation bias.
Culture is what happens when people aren’t looking. And a company’s culture exists regardless of whether management makes a conscious effort to shape it.
Timothy J. Sloan didn’t come to the Senate expecting his testimony this week to be like a birthday party. But the CEO of Wells-Fargo might not have bargained for how roughly some members of the chamber greeted him when he testified.
From cheating on emissions tests to raising the price of life-saving medicines to sexual harassment of employees to signing customers up for fake accounts...
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.