One of the most infuriating things to shareholders and the public is when a CEO is fired for poor performance and receives millions or tens of millions of dollars of compensation as a settlement. In his Yahoo!Finance column 29 April 2008, Jim Citrin discusses this practice.
Six experienced global executives answer questions about what surprised them and what they learned through international assignments.
In his Yahoo!Finance column (14 July 2008) Jim Citrin examines the work of author David D'Alessandro and his ideas on career management.
It is an issue many CEOs wrestle with: how to do the right thing for one’s company, while also doing right by oneself. When it is time to move on, how can a CEO manage the transition in the most
responsible way with the least negative impact on the company, while planning for the next phase of his or her life?
Communication skills are one of the most important attributes for effective leadership. Vision and strategy reside largely in a vacuum and count for nothing until they are communicated.
Establishing a productive working relationship with your boss or the board.
Few managers receive any training as to how to define organisational culture, let alone how to change it. While business journals celebrate the success of CEOs who have honed, rejuvenated and changed a company’s culture, the landscape is littered with those who have failed to make headway against intransigent cultures.
Contrary to a long-held belief, you do not have to deliver a strategy on your first day as CEO. Employees and the board respect this but at the same time they do want to know what a new leader plans to do.
No serious athlete competes without preparation. It’s no different for corporate athletes approaching challenging assignments. If you’re not prepared before the starting gun fires, you’ll have squandered a golden opportunity.
Corporate value is becoming increasingly linked to reputation and ethics. A company that lacks social responsibility has no prospects.
Following publication of the Higgs and Smith Reports in January 2003, we now have much greater clarification of what is required of the audit committee and its members, and what qualifications will be sought by boards from prospective audit committee members.
Setting proper expectations is one of the most important things a new leader can do to get off to the right start. It is also one of the easiest to overlook.
The seeds of destruction for new CEOs are often sown in the first 100 days. Being aware of the main causes of CEO failure and trying to avoid these traps will make your assimilation easier.