The Lives and Times of the CEO / Part One

From 100 years back to a quarter century ahead, the evolution of the chief executive officer. by Ken Favaro, Per-Ola Karlsson and Gary L. Neilson Imagine a chilly mid-November afternoon in 1914, shortly following the outbreak of World War I. The place: a sumptuous fifth-floor salon in the new Beaux Arts Renaissance Hotel in Chicago. The salon’s electric lamps have just been turned on. The room is decorated with red velvet couches, a long...

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Why 80 percent of front-line leaders fail (and how to break the cycle)

“A leader is best when people barely know he exists. When his work is done, his aim fulfilled, they will say: we did it ourselves.” Lao Tzu Thunderbird School of Global Management By Jennifer Johnson You know the scenario. After a year of performing exceptionally, Emily, a mid-20s analyst, moves to a manager role supervising three former peers. Within weeks, Emily’s manager observes that she stays late every night, completing work that should...

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LinkedIn’s Founder Explains Why You Should Manage Employees Like A Sports Team Rather Than A family

By Richard Feloni June 25, 2014 Loyalty is scarcer than ever, and the notion of lifetime employment at a company is long dead. Still, too many employers and employees are pretending jobs are as stable as they used to be. The key to developing honest and mutually beneficial work relationships is to think of a company as more like a professional sports team than a family, argue LinkedIn founder Reid Hoffman and entrepreneurs Ben Casnocha and...

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Three Ways to Create Innovative Leaders

To build capabilities, CLOs should address the challenge on three levels: building individual skills; helping teams innovate new products, processes or business models; and building systemic capabilities for the whole company. Michael Lurie June 2014 What do Amazon.com, Apple, GE, Google, Disney and Tata have in common? They all have remarkable long-term performance track records — and they all regard innovation as central to their success....

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Too High on High Potentials?

Focusing development resources exclusively on high potentials is common, but what about the other 90 percent of the organization? Sarah Fister Gale July 2014 As talent continues its rise to the top of the corporate agenda, it would seem logical that organizations would want to focus on grooming their absolute best performers — the top 10 percent. This select group, after all, is poised to develop into the next generation of C-suite executives,...

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