CEO

Everyone remembers that feeling of the first day at a new job. The mix of excitement, trepidation and eagerness is a strong combination of emotions fueling those first few days and weeks. Now, layer on top of a new job the emotional cocktail of being a CEO for the first time and set it within

Often, executives unknowingly encounter (and find themselves existing in) a success paradox where there are more responsibilities, more expectations, more pressure, more stress, but less time available for themselves. This paradox, of course, leads to exhaustion. But executives aren’t executives by accident. They’ve climbed this trajectory of success because they’re brilliant, relentless, and most importantly,

Companies are created, expanded, allowed to wither and die or get revived by their leaders. Walmart started to digitize in 2001, but those efforts didn’t go anywhere until Doug McMillon became CEO in 2014. Microsoft was treading water until Satya Nadella took over. Larry Page and Sergey Brin created a new competitive field. So did

In the early stages of the COVID-19 pandemic and lockdowns, restless consumers turned to the internet to carry out their everyday activities and get entertainment. Countless innovations emerged during this time, but many of them could actually be here to stay for the long haul. Rhett Power covers four industries that are especially likely to

In working with CEOs for decades, we acknowledge how difficult this question really is. In the past 15 years we’ve seen growing interest in developing more emotional intelligence and with it, executives being more open to the advantages of greater transparency and authenticity.  That inevitably raises the issue of vulnerability.  Can a CEO really be

Some had predicted a global pandemic, but no one had prepared for it. There was no handbook for navigating such an historic event, and there still isn’t. No words can describe or do justice to how it’s impacted every one of us, old and young, rich and poor, all around the globe. Responding to unfamiliar

Digital transformation requires modern, digital technology. That may seem to be a truism, but it can be harder to actualize than it seems. The case of FedEx is illuminating. Founder and CEO Fred Smith attended Yale University in the 1960s. In an economics class, he wrote a paper on the need for a reliable overnight

There’s no question that employers have a stake in Covid-19 vaccinations. Greater numbers of vaccinated employees keep workplaces and communities safe, decrease absence, and help maintain the momentum of our economic recovery. Employers are considering what role incentives can play in increasing vaccination rates. Paid time off for vaccination and time to recover from any

As you may know, May is National Small Business Month. As the founder of a boutique, woman-owned business, I love taking this time to celebrate small business owners, who help drive our country’s entrepreneurial culture and economic health. In fact, as we continue to face challenges posed by the global pandemic, small consulting firms are

88% of change initiatives fail, according to a 2016 report by Bain & Co. And while we can argue about the percentages, the fact that the vast majority of change initiatives, business strategies, mergers and acquisitions fail to deliver – is irrefutable. But we can be among the 1 in 8 leaders that succeed. In

Digital transformation is the ultimate buzzword. Almost every business leader claims to know what it means, but far fewer know what it takes to accomplish it in their organization.  The past year has shown that having a modern technology ecosystem is paramount to business agility, growth and long-term success. As the CEO, it’s your responsibility

The hysteria of the Pandemic continues to baffle the most strategic & tactful planners, the most intelligent, and the most conservative of all. No country, agency, sectors, states, or businesses Worldwide were ready for the unprecedented disaster of all times. Let us admit, all Risk Management models failed us totally and there was not even

The odds of becoming the CEO of one of the world’s most iconic companies, The Walt Disney Company, are rather small. Only seven people have held that esteemed title since the company’s founding in 1923. When Bob Chapek took the reins to the Magic Kingdom in February of 2020, he did so using a toolkit that

Imagine this scenario from earlier in your career: It’s time for your quarterly performance review. You’ve carved precious time out of your calendar to meet with your manager, gathered any questions you might have, and downed a gallon of coffee the day of. But after weeks of anticipation and mental preparation, all you’re told is:

While the rate of the vaccine rollout across the U.S. is encouraging, the concurrent testing decline nationwide should be sounding alarms. Why is this cause for concern? Because while about 50% of U.S. adults has received at least one dose of the vaccine, continued testing is the only way we can track and isolate potential

Diversity, equity, and inclusion (DEI) work isn’t new to the world of business, but 2020 revealed, unquestionably, how far we still have to go. Diversity practitioners and HR departments have been working within corporate America for decades, so why has meaningful change been so slow?   Unfortunately, many diversity trainings are passive — listening to

As CEO of Exelon Utilities, there’s plenty for Calvin Butler to deal with on an immediate basis. While the unit of Chicago-based Exelon is still addressing the financial damages from the big winter storm in Texas in February, Exelon Utilities’ parent is in the process of spinning off its nuclear-power and green-energy unit from its

They Kill Real Performance Achievement and the Spirit of the Individual & Sole of an Organization … 10-Ways to Smoke Out NOMADS! Human-Capital is the new global economy power currency and to the individual that realizes there is a never-ending pursuit of continued talent development that allows you to be relevant today and tomorrow, your

While no one likes to admit to bad hiring or promotion decisions, nonstarters and other low performers present serious challenges for their colleagues, departments, and organizations. At best, low performers get in the way. At worst, they create obstacles in the form of unnecessary costs, counterproductive decisions, work backlogs, and more. Collaborations between lower performers