Mark Sandborn

NOVEMBER 28, 2023

Leadership, especially at the C-level, is a journey of high-stakes decisions and complex challenges. In this article, I’ll explain five of the most common cognitive biases that affect C-level executives, illustrate them with real-world examples, and offer pragmatic strategies to counteract their effects.

Diversity 72

Diversity Revenue Metrics Implementation 72

Chief Executive

FEBRUARY 16, 2023

These are coordinated precision attacks specifically aimed at C-Suite executives and board members —and they are extremely dangerous. They are specifically targeting C-Suite executives and board members in multiple industries, including pharmaceuticals, healthcare, biomedical, insurance and esports/gaming.

Media 98

Media Insurance Accounts Manager 98

Chief Executive

NOVEMBER 23, 2022

Persistent inflation, a nascent recession and even trickle-down damage from FTX’s collapse are serving as stress tests for the C-suite, exposing leaders’ skills for better or worse. Where some of your current executives may be averse to sticking their necks out, tech veterans see risk and inventiveness as essential tools of success. •

Government 98

Government Media Advertising Banking 98

Association Now Leadership

OCTOBER 2, 2022

But there’s less conversation about how those issues occupy the C-suite too. So putting up a brave front isn’t just false, it’s counterproductive, and risks eroding an exec’s position. Moreover, Sands adds, organizations should understand that every C-suite candidate arrives with certain skill gaps.

Compensation 92

Compensation Inclusion 92

Chief Executive

SEPTEMBER 14, 2022

Today, the company’s C-Suite leaders use AI to make decisions up to 90% faster. Invest aggressively in capabilities that support the company’s AI strategy: All leaders need to increase their investments in AI or risk being left on the sidelines. This hub is expected to improve the firm’s revenue by $1.5

Engineering 52

Engineering Revenue Scaling Banking 52

Chief Executive

DECEMBER 15, 2022

I call this transition becoming “made for change,” and evidence suggests it may actually be the lower-risk, higher-value strategy for businesses to adopt. As mentioned, every employee in an organization can embrace a little-and-often mindset—and it begins with leadership.

Strategic Planning 98

Strategic Planning Project Management Software Manager 98

AIHR

FEBRUARY 22, 2023

Hence why more organizations are starting to create a new C-suite position that prioritizes wellness and places higher importance on the care of their employees. Chief Wellness Officers usually sit within the C-suite and work closely with the Chief Human Resources Officer (CHRO).

Human Resources 85

Human Resources Implementation Compensation Strategic Planning 85

Mark Sandborn

NOVEMBER 28, 2023

Leadership, especially at the C-level, is a journey of high-stakes decisions and complex challenges. In this article, I’ll explain five of the most common cognitive biases that affect C-level executives, illustrate them with real-world examples, and offer pragmatic strategies to counteract their effects.

Diversity 40

Diversity Revenue Metrics Implementation 40

Michael McKinney

JANUARY 19, 2024

I N THE AGE of digitization, businesses face a critical imperative: to adapt and embrace innovation or risk being left behind in a rapidly evolving world. Shockingly, 70 percent of such initiatives fail to reach their goals, which represents a massive risk with profound implications for those undertaking such a large effort.

Digital Transformation 69

Digital Transformation Operations Diversity Implementation 69

Chief Executive

SEPTEMBER 7, 2022

How can you mitigate risks when forced to do more with less? When Chief Executive asked me to present at next month’s CEO Talent Summit , initially the focus was on mitigating risk from mis-hires. However, you can mitigate risks from certain conditions and take back some control. How to Take Back Some Control.

Staffing 52

Staffing Revenue Recruitment Retention 52

Zenefits

JANUARY 17, 2023

No risk, no reward. Opportunity may present itself, or it may be the result of out-of-the-box thinking, but innovation begins with risk. For business leaders, encouraging employees to take smart, calculated risks may be the road to future success. It starts with the willingness to risk time and resources. Being heard.

Benefits 64

Benefits Energy Manager Accounts 64

Zenefits

JANUARY 11, 2023

However, in a very large business, there may be a C-suite, as well. For example: A vice president (VP) or senior vice president (SVP) reports to C-suite management. Mitigate risks. The connecting leader, Janus, empathizes with both sides, but runs the risk of burnout and emotional labor/stress. Example #1.

Manager 59

Manager Small Business Operations Implementation 59

Chief Executive

MARCH 7, 2023

ESG Risks The problem with ESG, as Bainbridge sees it, is its vagueness. “Trying to sort out what you do as a director to balance these competing interests is difficult,” says Stephen Bainbridge, a professor at the UCLA School of Law and vocal critic of efforts to import ESG considerations into corporate law.

Government 52

Government Compliance Operations Benefits 52

AlignOrg

JANUARY 25, 2023

It may feel like we are reducing risk if we give Mahesh this big project because he’s done it before. It is important to help up-and-coming stars grow but recognize the risks to both sides while that process unfolds. A person who possesses all capabilities to lead the transformation is not necessarily the right choice.

Marketing 94

Marketing Reorganization Project Management Manager 94

Chief Executive

NOVEMBER 22, 2022

Despite these threats, C-suite leaders can rest easier knowing there are effective ways to protect their organizations and client base from the latest digital scams. For bad actors, making money through digital fraud is fairly easy and comes with little to no risk.

Accounts 98

Accounts Scaling Sales Sales 98

Chief Executive

OCTOBER 11, 2022

Employees expect far more, and C-suites are questioning what else to offer. Cutting back on these benefits now may improve cost management, but put the ability to attract and retain workers at risk. Many are frustrated by their inability to attract qualified candidates, even when proposing significant wage hikes. employers $36.4

Recruitment 52

Recruitment Retention Insurance Human Resources 52

Chief Executive

JUNE 17, 2022

Jenn’s not just a finance person or a risk and compliance professional, she’s my business partner. Instead of politely listening to the CEO and the rest of the C-Suite, CFOs are expected to play devil’s advocate, expressing a critical opinion to provoke debate. She says the hard things I need to hear. She’s the yin to my yang.”.

Operations 98

Operations Revenue Digital Transformation Real Estate 98

UVA Darden

JUNE 9, 2022

Despite the increased opportunities, the new NIL landscape also increases the risks for student athletes, and many would benefit from help managing their own brands. Her research centers on understanding how a firm’s marketing performance is affected by its C-suite and board. The Scenario.

Media 109

Media Advertising Marketing Administration 109

Vantage Circle

JUNE 17, 2019

He likes to take a traditional and risk-averse approach to things over a creative one.”. You are too afraid of taking risks on a creative solution.”. “She meets all company standards for attendance and punctuality.”. You schedule your time off in advance and can be relied upon for completing your tasks on time.”. NEED FOR IMPROVEMENT.

Performance Review 92

Performance Review Manager Accounts Assets 92

Chief Executive

NOVEMBER 1, 2022

Take risks with your best employees. After all, the end-goal is to grow a talent pool that will one day compete for the C-suite. This isn’t to say leaders shouldn’t be flexible, especially with employees with young families. But those who recognize the company’s needs tend to be your most committed people.

Human Resources 98

Human Resources Sales Sales Assets 98

Chief Executive

OCTOBER 27, 2022

Half of C-suite executive respondents to a PwC survey identified talent acquisition and retention as their biggest concern. There’s no question they still have boundaries – guardrails to ensure employees don’t abuse company assets, work for competitors, or put the company at risk for cybersecurity breaches.

Retention 98

Retention Assets Employee Engagement Inclusion 98

Chief Executive

JULY 14, 2022

As the global economy tightens, C-suite business leaders may be forced to make strategic decisions that will significantly restructure their company’s trajectory in a way that could threaten their relationships with key stakeholders, namely their employees. The post Planning A Big Business Change?

Media 98

Media Operations Organizational Change Employee Relations 98

LSA Global

SEPTEMBER 16, 2023

There must be visible and consistent alignment from the C-Suite to the frontline. Otherwise, change is at risk. The commitment to pursue organizational change needs to be resolute. All must believe that the change is achievable, necessary, implementable, and supported enough to get where you want to go in a way that makes sense.

Organizational Change 36

Organizational Change Change Management Strategic Planning Employee Engagement 36

Alison Green

DECEMBER 4, 2022

For you, though, it will ruin the reference you might have otherwise gotten, and it will ruin your reputation with colleagues, who won’t risk being associated with someone who did something that shady, even after they too leave the company. Every employee must wear a suit. It’s going to be a blip on their radar, financially.

Manager 82

Manager 82

Chief Executive

AUGUST 9, 2022

According to a recent report from management consulting firm Deloitte, more than three-quarters of C-suite executives surveyed (76%) said the pandemic has negatively affected their well-being. In an era of stress and burnout, senior-level executives all the way up to the CEO are looking for ways to recharge and re-engage.

Manager 97

Manager Implementation Benefits 97

Chief Executive

JULY 5, 2022

It’s also a showdown between two very different leadership models—and leader development models—both of which are at play daily in companies and C-suites competing in the global marketplace. You build the trust and you push down decision making power and train them to take prudent risks, not gambles, but prudent risks.

Operations 98

Operations Implementation Marketing Manager 98

AIHR

DECEMBER 14, 2022

Organizations have the opportunity to harness these new findings and support employees in ways that let them bring creativity and efficiencies to the business, or they can hold on to old ways of doing business and risk losing key talent. Share the framework and invite employees to choose the flexible working option that suits their needs.

Compensation 94

Compensation Benefits Diversity Manager 94

Michael McKinney

JANUARY 13, 2023

C HAOS and uncertainty are a part of life. At the very moment, we need to thoughtfully address the situation and select the behavior best suited for it, we instinctively do the opposite. Are you making the most of it? Here’s the problem. Then we perceive what they say and do in light of those opinions.

Energy 89

Energy Operations 89

AIHR

JULY 13, 2022

Companies in the financial, healthcare, and oil and gas industries often follow the hierarchical culture to manage risk, be more stable, and operate more efficiently. Companies with hierarchical cultures stick to traditions and rules to avoid risks, prevent errors and manage failures. Empower managers to set expectations.

Banking 127

Banking Compensation Government Manager 127

Zenefits

JULY 16, 2022

Software (office suites, data systems, etc.) — 70.5%. Employers and workers often see the same issues through different lenses, as they did in a Paycom survey over outdated technology: Here are the findings: Although 80% of employees feel frustrated with outdated technology, only 54% of the C-suite think employees feel frustrated.

Software 52

Software Digital Transformation Retention Administration 52

LSA Global

APRIL 2, 2021

Unfortunately, our organizational alignment research also found that level 2 leaders (those that report to the C-Suite) find the strategy as 50% less clear, 50% less believable, and 50% less implementable as their boss. How can you expect employees to execute and commit to a plan they don’t fully understand?

Implementation 36

Implementation 36

Walk Me

MARCH 28, 2024

Many C-suite executives will need to improve their understanding of the basics of diversity and inclusion. The legal and governance issues involved, ensuring compliance and minimizing litigation risks. C-suite leaders have a habit of wriggling out of training that they don’t think is important. Who’s it for?

Diversity 52

Diversity Inclusion Recruitment Implementation 52

AIHR

APRIL 17, 2024

This situation can compromise the organization’s ethical standards and lead to legal or reputational risks. They fill 65% of vacancies internally, with over half of the C-suite comprising individuals who began on the frontline. Misunderstandings become more common, leading to inefficiencies and errors in work.

Recruitment 94

Recruitment Inclusion Compliance Accounts 94

LSA Global

JANUARY 17, 2023

Full Support from the C-Suite Successful change requires unwavering and sustained support from the executive branch — support that not only includes frequent messaging but also sufficient resources and active involvement. The Bottom Line Organizational change leadership requires a special kind of expertise.

Organizational Change 36

Organizational Change Change Management Implementation Scaling 36

Chief Executive

MARCH 17, 2023

said Michael Tomasulo, senior managing partner with the Baldwin Risk Partners, a risk-management firm. “Do It’s an opportunity to look at risk-management procedures and to dust off policies around treasury management,” said Michael Hayes, financial-services team leader for PKF O’Connor Davies accountants. so far has skirted.

Banking 52

Banking Cash Flow Risk Management Insurance 52

Walk Me

JUNE 1, 2022

On the flip side, they risk siloing the change management initiatives from the technology implementation. And how will the company mitigate these risks and help people through the changes? Change management mitigates digital transformation risks from the people side. Rather, it’s about how much resistance?

Digital Transformation 118

Digital Transformation Change Management Manager Implementation 118

Chief Executive

JULY 5, 2023

Perhaps most germane to boards is the technology’s ability to help manage risk. So that’s when we have to remind them: It’s not just the FTE (full-time equivalent) play; it’s the risk management play. But leadership also needs to give people the runway to experiment—within a controlled box, so they don’t create risk.

Assets 52

Assets Accounts Risk Management Manager 52