New hire rejection: Don’t risk your team shunning a new employee because you did not prepare them ahead of time.
Category Archives: How CEOs hire
When you’ve been around the tech world as long as I have, you know a lot of people. I am often asked to use those connections to help CEOs fill a particular position. I am happy to help with job referrals, and I try to refer only A players.
I recently had a chance to interview Fred Goff, CEO of Jobcase, one of Boston’s fastest growing tech companies with more than 50 million registered members and 100 web properties.
We are doing a disservice to our future leaders: We grade them in school almost exclusively on their individual efforts, and then in the workplace we judge them almost exclusively on their ability to build and influence teams.
Here are my top 10 most viewed posts of 2014 concerning all things CEO – from hiring to managing the board to failing by having a best buddy and more.
Good reminder from Robert Sher that CEOs need to do what is best for the organization and not let weak executives continue to serve.
I understand the appeal of looking for job candidates who have done the job before, but a “been there done that” approach to hiring often leads to less than optimal results.
How much does a bad hire cost companies? It’s more than just money according to this infographic by Mindflash. Hiring the wrong person also causes lost time, productivity, and morale.
Guest post by Veena Vadgama, Vice President of Marketing for Network Instruments
Making a decision to reduce headcount or shut down operations is a scenario no CEO ever wants to face.
- 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
- CEO Genome Project: What Constitutes a High-Performing CEO Part 1
- Being a Second CEO