Everybody get up, it’s time to slam again. We’ve got a real jam going down. Welcome to another “Space Jam.”
Divido, the consumer finance platform that lets you take out credit at the point of purchase to help spread the cost of buying new things, has raised $15 million in Series A funding.
(Reuters) - AutoNation Inc’s (AN.N) longtime chief executive Mike Jackson will step down from the role next year but will remain executive chairman until 2021, the largest U.S. auto retail chain said on Wednesday.
GitLab Inc., a platform for sharing and collaborating on code, said it raised $100 million to expand its suite of tools as it fights for market share with with Microsoft Corp.’s GitHub.
Mark Cuban, the billionaire owner of the Dallas Mavericks, will pay $10 million to women’s leadership and domestic-violence organizations under an agreement with the N.B.A. announced Wednesday to address sexual harassment and other improper conduct among employees in the team’s front office.
We’ve heard for decades that we should only hire A players, and should even try to cut non-A players from our teams. But not only do the criteria for being an A player vary significantly by company, it’s unrealistic to think you can work only with A players.
It looks like The Walking Dead is going to be alive and kicking for many years to come. A new report claims that AMC is working on plans to expand the zombie thriller franchise with new TV movies that could turn into shows, with at least one of them taking place outside the United States.
Organizations invest a lot of time and money in hiring the right CEO or senior executive to set a vision and make the changes in their company. Yet within the first 18 months, there’s a 50% chance the executive will leave the organization.
Nancy started her day feeling prepared to brief her executive team on a high-stakes project she had been working on for the past two months. She had rehearsed her slide deck repeatedly, to the point where she had every level of content practically memorized.
At Etsy, COO Linda Kozlowski spearheaded international expansion, unified and started growing its marketing plans, began redefining the company’s brand, launched a new communications strategy, and kicked off the integration of user feedback into product development — all in about six months.
It started with a simple idea: What if I sat down with chief executives, and never asked them about their companies? The notion occurred to me roughly a decade ago, after spending years as a reporter and interviewing C.E.O.
Over the course of speaking with almost 500 leaders for my weekly “Corner Office” series, I’ve asked every one of them, “How do you hire?” Their answers are always insightful because after years of interviewing countless job candidates, they’ve learned the best approaches to help them ge
For thousands of years, people have constructed cairns, a human-made stack of stones, as landmarks, monuments or tributes. These days, hikers will add a rock to a cairn as they reach a summit of a mountain or a turning point on a trail.
My greatest disappointment as CEO was the day I realized that helping my executives develop their skill sets was a bad idea. Up to that point in my career, I prided myself on my ability to develop people and get the most out of them.
In order for you to thrive in the digital environment, you need to understand the implications of the changing technology landscape on your organization.
How does a person get to be the boss? What does it take for an ambitious young person starting a career to reach upper rungs of the corporate world — the C.E.O.’s office, or other jobs that come with words like “chief” or “vice president” on the office door?
Leaders and their teams often pride themselves on their ability to deal with an onslaught of decisions. But the reality is they often end up making rapid-fire calls on issues big and small and wasting their time.
Have you ever been on an executive team where things just clicked? You had a common goal, communication flowed easily, and everyone was willing to put in the long hours for a final push.
When Larry Ellison, founder and CEO of Oracle, and his chief operating officer, Ray Lane, parted ways in 2000, the event inspired the kind of breathless reporting usually reserved for celebrity divorces. Forbes.
When working in-house as a UX practitioner, one of the constant challenges is getting a seat at the leadership table. Without a VP or C-level champion who is specifically focused on UX, the alternative is often a proxy-champion such as the VP of Product, or even a marketing executive.
It’s a frustrating fact of life for many mutual fund investors: Even if they’re distressed by outsize executive compensation at public companies whose shares they indirectly own, chances are good that the votes cast by their investment managers actually encourage delusional pay.
Other than business plans, executive summaries are probably the most crucial of all business documents. It's fair to say that almost every big decision inside any company of any size involved an executive summary during the decision-making process.
Too many CEOs fail at their jobs. From 2000 to 2013, 25% of the Fortune 500 chief executives who left their firms were forced out. One major reason is that there’s a fundamental disconnect between what boards of directors think makes for an ideal CEO and what actually leads to high performance.
Influitive CEO Mark Organ was feeling haggard. He’d just raised a seed round for the 12-person marketing technology startup and was rapidly building out his sales department. As the company grew, Organ was becoming increasingly frazzled.
Long after research contradicts common medical practices, patients continue to demand them and physicians continue to deliver. The result is an epidemic of unnecessary and unhelpful treatments. First, listen to the story with the happy ending: At 61, the executive was in excellent health.
Despite the huge impact executives can have on their organizations, failure rates remain high. Prescriptions for what to do continue to fall short.
A visit with Cupertino’s chief chipmaker, Johny Srouji. By Brad Stone, Adam Satariano, and Gwen Ackerman | February 18, 2016 Photographs by Justin Kaneps for Bloomberg Businessweek From A little over a year ago, Apple had a problem: The iPad Pro was behind schedule.
When people ask me for tech career advice I find it helpful to lay out the three paths I’ve encountered most in my career: founder, executive, and employee.
One of the most critical things a startup founder must do is develop a top-notch executive team.
Over the past 15 years, it has become more and more popular to hire coaches for promising executives. Although some of these coaches hail from the world of psychology, a greater share are former athletes, lawyers, business academics, and consultants.
Peter F. Drucker’s The Effective Executive is one of the best-known, oft-cited books on management ever written.
Experts have opined for decades on the reasons behind the spectacular failure rates of strategy execution. In 2016, it was estimated that 67% of well-formulated strategies failed due to poor execution.
Pete Drucker‘s book The Effective Executive: The Definitive Guide to Getting the Right Things Done is one of my most frequent recommendations.
If you enter a room with 15 leaders one of them will stand out. She will have an air of confidence that people notice. Others will stop talking and listen to him. That person will have an overall decorum that exudes the message, “I belong here.”
Leaders that try too hard to win people over are the ones that end up losing the respect of their employees – especially when it’s not genuine. The most memorable leaders know how to naturally make a good first impression.
Executives in the highest ranks of management have become increasingly diverse in recent years, and the number of lifelong employees has continued to decline. At the same time, the recession has “reversed two key trends, increasing both average age and length of tenure.
In the traditional view of executive coaching, an executive, with her boss’s participation, takes personality assessments, receives 360-degree feedback, and creates and implements a development plan designed to address performance gaps, optimize her contribution, and prepare her for new responsi
Most schools across the nation have marked the end of another academic year, and it’s time for summer. Time for kids to bolt for the schoolhouse doors for two long months of play, to explore their neighborhoods and discover the mysteries, treasures, and dramas they have to offer.
What executive skills are most prized by companies today? How has that array of skills changed in the last decade, and how is it likely to change in the next ten years? To find out, I surveyed senior consultants in 2010 at a top-five global executive-search firm.
The Chief Executive Officer is one of the most coveted titles, and least understood jobs in a company. Everyone believes that CEOs can do whatever they want, are all powerful, and are magically competent. Nothing could be further from the truth.
You have been searching for months to find the perfect fit for a much-needed senior executive at your company. You’ve interviewed countless candidates, been through hours of meetings, and finally, after all the hard work, you think you have found “the one.
Senior executives are one of the toughest crowds you’ll face as a presenter. They’re incredibly impatient because their schedules are jam-packed — and they have to make lots of high-stakes decisions, often with little time to weigh options.
Executive assistants spend endless hours catering to- and anticipating the needs-of their bosses. A good assistant keeps a business owner on time and in the know - in other words, it's an assistant's job to make the CEO look good, and keep him or her organized.
When people find out I’m an executive coach, they often ask who my toughest clients are. Inexperienced leaders? Senior leaders who think they know everything? Leaders who bully and belittle others? Leaders who shirk responsibility? The answer is none of the above.
Neuroscientists and educational psychologists are constantly learning more about how children learn and the various influences beyond IQ that affect cognition. Some research, like Carol Dweck’s on growth mindset or Angela Duckworth’s on grit, quickly became catch phrases among educators.
Early in his career, Neil Lustig faced a choice: continue his fast ascent as one of IBM’s most promising engineers in a satellite office or take an entry-level sales position in its larger New York City location. His boss told him the move would end his career, within the company and industry.
WHATEVER happened to the laptop computer? Two years ago, on my flight to Las Vegas for Comdex, the annual microcomputer trade show, every second or third passenger pulled out a portable, ostensibly to work, but more likely to demonstrate an ability to keep up with the latest fad.
The meek might be on track to inherit the earth but they're a ways off from inheriting a position at the head of the conference room table.
I’ve been trying to write this article for weeks. Every time I think about writing it, I’m frozen. And the more time that elapses, the harder it is for me to get started.
The management literature is overflowing with advice on becoming the boss. Yet the path narrows significantly as executives ascend closer to the top slots. Having played a role in many C-suite successions, I’ve found there’s no one-size-fits-all approach.
An Executive Dashboard is a visual representation, such as the image below, that gives executives a quick and easy way to view their company’s performance in real-time.
For the last several years, there has been speculation about Elon Musk’s future at Tesla, and whether he would step down as chief executive in the next year or two. Mr.
Eric, 33, a high-potential vice president at a financial services firm, was elated to be selected by his supervisors to receive executive coaching. This meant he was being groomed for ascendance. His boss wanted him to be a more motivating leader to his team.
“I just don’t know how to make this coaching stick” said a frustrated leader to me. He’s an executive coaching client and he is trying to coach a direct report to change his behavior.
Every entrepreneur knows that investors want to see a business plan before they invest money in a startup. Unfortunately, many entrepreneurs wrongly believe the primary purpose of the business plan is to document how you plan to grow.
What are the responsibilities of a CEO? This is something everyone at a company from an entry-level employee to the chief executive should know.
Power and prestige insulate most CEOs from ideas and information that might alert them to looming opportunities or threats. Innovative executives work hard to break down the walls surrounding them by gaining exposure to a broad range of constituents and venturing off the beaten path.
DONALD TRUMP has not wasted time fulfiling campaign promises.
Does your CEO remind you of your bullying older brother? Or the mother who always refolded your clothes because you didn’t do a good enough job? Or the emotionally distant father who never praised you? Watch out: Chances are your CEO is recreating the very same dynamics that shaped his early fam
What is an executive summary? An executive summary is the brief introduction to a business plan. It should describe your business, the problem that it solves, your target market, and financial highlights. What should an executive summary include? Who you are.
Is stress impairing your performance at work and compromising your relationships? Changing the way you think about stress can help you turn stress into an ally and use it to improve mental agility and work performance; a report in the Journal of Experimental Psychology showed that physiological and
By nature, I’m messy and disorganized — and my mind can be too. I have trouble sustaining attention on just about anything. In grade school, this meant I didn’t do well in classes. In college, it meant that I largely blew them off and spent most of my time partying.
Impulsive children become thoughtful adults only after years of improvements to the brain's information highways, a team reports in Current Biology.
This article is part of a series on how to write a great business plan. The Executive Summary is a brief outline of the company's purpose and goals.
As an executive search firm, we are constantly asking questions to help us connect the dots between an organization’s leadership needs and an individual’s leadership capabilities. The process of hiring to achieve the best possible outcome for every role begins long before the interview process.
Do you have it? Can you command the room? Do people stop and listen when you speak? If so, you have likely mastered the illusive art of “executive presence,” a term that’s been buzzing around leadership circles recently. If not, you may be in for a rude awakening.
Think back to a recent meeting, when someone there just seemed to attract and engage everyone around the table. Someone like Facebook’s Sheryl Sandberg or Virgin’s Richard Branson—someone who has the ability to walk into a boardroom, command attention, and leave everyone wanting more.
Making the move from middle management to the executive suite requires a healthy dose of confidence. Executives have to make critical, wide-reaching decisions, often with limited information and time—then persuade others to execute those decisions. Self-assurance is a must.