360 Posts found for Source: CEO Refresher

Without a crystal clear understanding of how the value determiners, your customers, perceive and value what you offer, the ability to effectively, profitably, and consistently meet their needs becomes an uphill battle.

Editor’s Note: the meat of the article are the lists of questions.

Content: Article | Author: Michael L. Perla | Source: CEO Refresher | Subjects: Customer Related, Management

This article (part 2 in a series) takes a look at the difference between criticism and feedback and offers some useful tips for offering constructive and well-received performance feedback.

See other articles in this series:
Part 1: Why We Shoot the Messenger
Part 3: Getting the Message

Also see, “Everyone’s A Critic”

Content: Article | Authors: Gary R. Casselman, Ph.D., Timothy C. Daughtry, Ph.D. | Source: CEO Refresher | Subjects: Management, Personal Development

Future-oriented, Accurate, Resource-efficient, Objective, Useful, Timely – a framework for competitive analysis.

Content: Article | Authors: Babette Bensoussan, Craig S. Fleisher | Source: CEO Refresher | Subject: Competitive Intelligence

The self-fulfilling prophecy maintains that “what you expect is what you get.” High expectations lead to high performance; low expectations lead to low performance. The three parts of the self-fulfilling prophecy triangle include:
– Assumptions
– Manager/leader expectations and behavior
– Employee reactions

Content: Article | Author: Paul B. Thornton | Source: CEO Refresher | Subject: Management

Imagine, for a moment, your progressive business vision. Does it have profit sharing? Does labor management collaboration exist? Does it support and assist associates in securing affordable, high quality housing? Is there participatory management? Are employees encouraged to tinker and invent? Does the firm provide and support continuous adult learning? Does it provide high quality child care, primary and secondary education? Are on-site recreation and … [ Read more ]

Content: Article | Authors: Bob J. Holder, Carl Lossau | Source: CEO Refresher | Subject: History

Although the duties of Chief Executive Officers are manifold, the bottom line is that their underlying responsibility is to cultivate and develop value for their companies. They may be “the captain of the ship,” but unless they keep ship and crew paramount in mind, above the fact that they are captains, they are likely to sink the ship and send the crew jettisoning for safety. … [ Read more ]

Content: Article | Authors: Jeffrey Wallmann, Ph.D., Linda K. Gaughan, Ph.D., Mohammed Miah | Source: CEO Refresher | Subject: Leadership

Nothing in the world can take the place of persistence.
Talent will not; nothing is more common than unsuccessful men with great talent.
Genius will not; unrewarded genius is almost a proverb.
Education will not; the world is full of educated derelicts.
Persistence and determination alone are omnipotent.

Content: Quotation | Source: CEO Refresher | Subjects: Ability, Achievement, Education, Success / Failure

Empowered employees who actively submit improvement suggestions, give an organization a competitive advantage in generating cost savings, improving productivity and increasing efficiencies when/if a program is properly implemented. This article tells how a maintenance worker, a construction crew member and even teams have submitted suggestions resulting in very positive contributions to the bottom line. It also offers 12 best practices for establishing a program within … [ Read more ]

Content: Article | Author: Freda Turner, Ph.D. | Source: CEO Refresher | Subjects: Best Practices, Management

To determine what ethics we should adopt, we must first decide what ethics are or what being ethical means. In other words, what are the right ethics to have?

Content: Article | Author: Bruce A. Hamm | Source: CEO Refresher | Subject: Ethics

“A mission statement should be a short statement constructed to (1) suggest an action, (2) identify this action only vaguely, and (3) include a social categorization.

There are four reasons for the second criterion. First, a vague statement does not have to be rewritten every time specific goals are obtained. Second, a too specific statement is hard to remember. Third, a vague goal statement can … [ Read more ]

Content: Article | Author: Eugen Tarnow | Source: CEO Refresher | Subject: Management

This article examines problems many managers run into as they progress throughout their careers. The authors argue most of the problems are related to four fundamental dimensions of leadership (directional, Interpersonal, Personal and Implementational) and two primary skills (content and process). Read on for more…

Content: Article | Authors: Gary R. Casselman, Ph.D., Timothy C. Daughtry, Ph.D. | Source: CEO Refresher | Subjects: Leadership, Personal Development

By engaging others in the innovation process, you’ll emerge with superior results and stronger bonds between people.

Content: Article | Author: Rick Maurer | Source: CEO Refresher | Subjects: Management, Personal Development

This article outlines some important concepts you need to know if you use [hiring] tests. If you don’t know these concepts, you will have no idea whether your tests work or not.

Content: Article | Author: Wendell Williams | Source: CEO Refresher | Subject: Human Resources

The vital importance of meaning, the attributes of valuable meaning and how can we apply the understanding of meaning to make your company more successful?

Content: Article | Author: Robert W. Bradford | Source: CEO Refresher | Subjects: Management, Marketing / Sales

The goal of business strategy is to gain sustainable competitive advantage in order to be able to achieve the organization’s purpose and objectives. Business strategy is most effectively broken up into three core components: business horizon, business focus, and business performance.

Content: Article | Author: Jeffrey Nielsen | Source: CEO Refresher | Subject: Strategy

“The most important things I have learned about change have nothing to do with change models, but are based on a simple understanding of how people react to change. That understanding has led me to live by the “Three Truths of Change” that I would like to share with you here.”

Content: Article | Author: Stephanie Cirihal | Source: CEO Refresher | Subject: Change Management

Partnering with a nonprofit can provide a company with not only an enhanced company image but also the process can be fulfilling to the team when goals are met. Careful attention to the process of choosing your partner and then managing the partnership will provide your company with the goals you are looking for as well as having a positive impact on your non-profit partner. … [ Read more ]

Content: Article | Author: Beth Armknecht Miller | Source: CEO Refresher | Subjects: Nonprofit, Social Responsibility (ESG)

The Mindshift Approach enables managers to anticipate and manage different corporate and managerial personalities by recognizing the life-cycle stages of an organization, group, division or product. The Six Stages identified are:
Stage 1: The Startup Stage – Adventurer Managers
Stage 2: The Hockeystick Stage – Warrior Managers
Stage 3: The Professional Stage – Hunter Managers
Stage 4: Mature and Consolidating Stage – … [ Read more ]

Content: Article | Author: Larraine Segil | Source: CEO Refresher | Subject: Management

A look at two different and complementary strategic planning models:
1. Industrial Organizational (I/O) Model
2. Resource-Based Planning Model

Content: Article | Author: Mark W. Sickles | Source: CEO Refresher | Subject: Strategy

The landscape of organizational life suggests change has become a way of life. Change has also changed. Change is continuous and discontinuous. Change is accelerating. This article presents a number of change failure themes. Their avoidance may serve to prevent an organization’s change process from ending up in the “change effort graveyard.”

Content: Article | Author: Bob J. Holder | Source: CEO Refresher | Subject: Change Management