According to a Booz & Company/Buddy Media survey released last October of more than 100 large companies, only a third have a senior executive charged with overseeing social media. And just over a third (38%) reported social media as a CEO-level agenda item. There are nearly a billion people on Facebook — just about everyone, that is, except CEOs.
It turns out, I’m an entrepreneur. I didn’t really think about that at all when I started my own business. I was mostly just irritated about the limitations for growth at my then-current job, and I had a really clear and compelling (to me) vision of how I could serve clients in a way I didn’t see them being served.
When the daily avalanche of emails and voice messages gets overwhelming, it’s so tempting to retreat to my office and start typing replies and returning phone calls. That’s one of the biggest mistakes I can make.
No matter what industry we’re in, we’re all in the people business. We’ll only be successful if we really get to know our customers and colleagues.
Whatever else each of us derives from our work, there may be nothing more precious than the feeling that we truly matter — that we contribute unique value to the whole, and that we're recognized for it.
I’ve had a lot of bad things happen to me in the course of being an entrepreneur. And sometimes I get down about it and it’s hard to pull myself away from the nightmare alley where the light at the end just becomes a fire that pushes me back. But when I do get to the end of the nightmare, and I apply these lessons, luck comes shining through and I can see again.
Imagine that you had 30 seconds instead of 30 minutes at the next executive staff meeting to get your message across. Would you be able to focus your energy on the most compelling way to convey your most important thought?
Big company CEOs are virtually invisible on social media sites. They’re not on Facebook, not on Twitter, not on Google Plus, not on Pinterest—they’re barely even on LinkedIn.
There’s no denying that sites like Facebook, Twitter and LinkedIn are now part of the daily fabric of life. CEOs have a responsibility to their shareholders to be visible. CEOs who shun social media risk losing touch with some of their most lucrative customers, prospects and influencers.
It’s been said so many times, but it’s worth repeating, “Good leadership is more than getting tasks accomplished.” Quality leadership develops people. It builds people up, inspires confidence and makes a genuine, positive difference in everything it touches. One thing that leadership MUST do is influence, maintain and perpetuate culture.
The world is changing fast and if we don't stay focused on the road ahead, resisting the distractions that, while tempting, are, well, distracting, then we increase the chances of a crash. Now is a good time to pause, prioritize, and focus
Every tech company tries to hire the best talent available, but there is a lot more to building a great team than just putting a group of talented individuals in a room. Greg Brockman of Stripe shares his top tips for creating an awesome team.
An empowered project management team – especially in the agile development process – is productive, fully-engaged project management team. And full disclosure or project information is a necessary ingredient to keep the team fully engaged, empowered and ready to make decisions that affect the successful outcome of the project.
Customers today expect an imaginative, high-quality experience in a multichannel environment.
For too many companies, ensuring that every customer has a tailored experience remains an elusive goal. Indeed, in a 2010 survey of more than 140 North American companies, just 3 percent were identified as truly “customer-centric organizations.” Fully a third were found to be “customer oblivious.”
Why have you been so successful in reaching some of your goals, but not others? If you aren't sure, you are far from alone in your confusion. It turns out that even brilliant, highly accomplished people are pretty lousy when it comes to understanding why they succeed or fail.
I am often asked whether people that are effective leaders in their current organization can lead as effectively in any organization. My response: only a few can – and they are able to do so because they have an intuitive sense about how to lead people, cultivate relationships, be authentic, manage change and navigate the political landscape that exist in every organization as well as their respective industry.
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