CEOs and directors looking to suss out some of the big themes that are potentially emerging in this year's proxy season, here's a big one: Public-company CEOs are headed into the crosshairs.
If CEOs are going to take an aggressive stance on an issue, they must first ensure the reasoning behind their decision holds water and relates back to their core business and brand.
The No. 1 university in America for turning out current CEOs of Fortune 500 companies is not Harvard, not Stanford, not Notre Dame. It's Wisconsin.
Much like a basketball team, symphony orchestra and Army Ranger unit, it is not too difficult to spot when leadership teams don’t pay sufficient attention to the fundamentals. Here are a few indicators.
As you are faced with decisions, use your values to help you determine what to do. Making values-based decisions sends a strong message to your team about the character of your leadership.
What does the Jeff Bezos-National Enquirer teach CEOs? For one thing, boards need to rally around a CEO being targeted by malicious actors with commercial or political motives to shake them down if the target CEOs conduct on the job is still effective, moral, and responsible.
The most effective methodology for doing well by doing good is to design social value into financial value with people who will benefit from both.
The same confidence—born of experience and success—that makes a CEO a great leader, can often be what stands in the way of selecting their successor.
As CEO of Dunkin’ Brands from 2009 to 2018 (and now its executive chairman) Nigel Travis oversaw a dramatic revitalization of the well-known brand. He shares some of his strategies regarding the challenge culture with Chief Executive.
CEOs must become more comfortable communicating their own ethics and values and those of their companies in an authentic way.