It’s common to hear about CEOs behaving badly during work hours. Yet their personal time is being scrutinized as well, especially in this era of social media.
Category Archives: CEO role
Years ago I toted around an 11×17 double-sided sheet of paper like it was my third arm – a source of endless mirth for my executives. Yet this org chart with 300+ names was a lifeline for me as CEO of a fast-growing software company.
The CEO transition is a tough one. New CEOs especially face a steep learning curve. There are many things I wish I had known going into my first CEO job.
Rapid7 CEO Corey Thomas
Corey Thomas’ impressive background includes stints at Parallels, Microsoft, AT&T, and Deloitte Consulting as well as degrees from Vanderbilt and Harvard.
Management requires policies, procedures, and bureaucracy if entrepreneurs want to grow their companies
A Rocket Mortgage/Quicken Loans Super Bowl commercial featured actor and comedian Keegan-Michael Key translating jargon and slang for people.
In this second part of my interview with ghSMART principals Kim Powell and Dina Wang, we discuss common mistakes CEOs make and why boards often hire the wrong candidate.
There is such a dearth of research about CEOs that I was excited to find out about ghSMART’s CEO Genome project. They have analyzed a decade’s worth of data from interviews and assessments of more than 2,000 CEOs and 17,000 C-suite executives.
Les Trachtman specializes in what he calls being a “second CEO,” replacing founders to help grow and scale companies. In fact, he’s done it six times.
Dave O’Flanagan is CEO and Co-founder of Dublin-based Boxever.
- Why CEOs Have a 24x7 Job
- 4 Reasons to Resuscitate Your Org Chart
- Successful Exit: 4 Things Most Startups Ignore
- How to Overcome Your Company’s Lame Goals Management System
- 6 Ways to Make a Successful CEO Transition
- 4 Imperatives to Prep Your Team for a New Hire
- CEO Interview: Corey Thomas, Rapid7
- Why Good Management Requires Some Bureaucracy
- Numbers Don't Drive Businesses, People Do
- CEO Genome Project: What Constitutes a High-Performing CEO Part 2