Why CEOs suck and how to suck less
May 8, 2014
It’s part of my mission every day to address this topic via this blog, my upcoming book, my company Khorus, and…
executive training
Are you better at relating to employees or setting performance targets?
May 6, 2014
Most leaders tend to be better at either building relationships with employees or setting strong performance requirements for them, but…
“The CEO Tightrope” Is Real
April 24, 2014
Here’s a sneak peek of the book jacket proof for my book coming out in September. The CEO Tightrope has been years in the making, so it’s gratifying to see it finally becoming a reality! The back cover gives you a summary of what the book is all about, but in a nutshell it is a practical guide for current and aspiring CEOs based on my years of trial and error. My goal was always to become a CEO, so I started my own companies to become one at a young age. I’ve been disappointed at the lack of CEO resources ever since, so this book is my way of contributing to the literature and sharing what I’ve learned. More to come.
The Coach’s Dilemma
April 22, 2014
Getting too close to your team can cloud your judgment. The best coaches care about their players but can make the tough personnel decisions when needed.
2014 Issues for a 2016 Exit – Part 1
January 21, 2014
If you want an exit later, deal with critical issues now. Guest author Bob Barker is managing partner of 20/20 Outlook LLC….
Why do so many companies want to fire their CEO? – CBS News
January 16, 2014
Why do so many companies want to fire their CEO? – CBS News
This is a great article written by Margaret Heffernan for CBS Moneywatch. She discusses how CEOs are not prepared for the role and therefore don’t know what to do when they achieve it (my mantra for this blog). As I’ve written about before, most CEOs have gotten the job because they were superstar performers in their careers, meaning they have specialized knowledge in marketing, sales, engineering or another function. But the CEO role entails a unique set of responsibilities. As Heffernan says, “But once they assume senior executive positions, they need entirely different skills: networking, knowledge-gathering, consensus building, listening. They should be good at this – so why aren’t they?”