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Does Height Equal Power?
The taller you are, the more powerful you are. At least that’s how it appears.

Other corporate ceos Related Articles

It\'s good to be king
The Times and other outlets have been running a spate of stories about executive pay. CEOs who walked away with $100,000 a day paychecks, CEOs making millions of dollars at companies in trouble, CEOs with jets and houses and limos... It's like being a king, instead of having a job.
Dropping the Ball
CEOs must take a more active role in the marketing of their business. More money is spent in this function without a thorough understanding of how or why B2B marketing really works than in any other business function. If the job of marketing is to create a strong environment for a sale to take place, then the CEO ought to be involved in the marketing process to give direction and guidelines that align with the corporate vision. Those CEOs who choose to ignore the complexities of marketing are dropping the ball.
Add Corporate Blog Marketing to your SEO Toolkit
Want to increase your company’s presence online quickly and stand out as an industry leader? Start a corporate blog campaign with your company. When maintained properly, a corporate blog allows CEOs and other business executives the opportunity to connect on a personal level with prospects, increase sales and reach out to endless media representatives.
Team Motivation Principles: Debunk the Crazy Propaganda that All CEOs are Greedy!
The current media and political communities are tearing down employee confidence in their management, especially CEOs, and this is substantially de-motivating work teams. With adverse impact upon business results looming, it is the employer's responsibility to address this issue with urgent attention. Most CEOs deserve respect, not contempt, and our employees need the benefit of the following message in response.
CEOs who sell gain clarity on competitive strategy
CEOs of Nike, Intel and Sun are becoming more involved in the selling process, focusing on tailoring products and services to meet the demands of their top customers. And it's more than just a ceremonial visit. These CEOs are overcoming objections and negotiating deals, giving them an intimate understanding of market pain and the value they may (or may not) provide.

Orchard survey shows that CEOs expect business climate to improve in 2010
A recent survey of CEOs showed that 88% of business leaders expect 2010 to be a better year for their businesses than 2009. The survey also showed that whilst 2009 was a difficult year for most, 75% of CEOs felt that they had learned some useful lessons from the recession.
8 Steps to Boost the ROI of Your Strategic Planning Efforts
Studies suggest that 90% of all corporate strategic planning efforts fail to deliver the intended result. In fact, the average ROI on most strategic planning initiatives is 34% or less. What’s more, one-third of companies that are now at the top of their fields will no longer hold that position three years from now. What’s wrong with this picture? How can so many smart CEOs deliver strategies that fail?

What do CEOs and turtlenecks have in common?
What do chief executive officers (CEOs) and turtlenecks have in common? The changing landscape in business is going to reveal some strange adaptations in the future of the American business enterprise. A more youthful workforce will most definitely have a significant impact on both the environment as well as the management that occupies the typical corporate boardroom.

Building a better board
CEOs are advised to build better boards, but doing so is hard. Most plough the leader's lonely furrow and board building does not make the priority list. Other CEOs recognise the value and build better boards, which provide solid advice, facilitate business introductions and help raise funding.
The Changing Role of Board Involvement in Corporate Strategy
Up until the early-2000‘s, corporate boards might have rubber-stamped their approval of the CEOs strategic plan without the need for much involvement in its formulation. They were largely content with rewarding profitability or handing out consequences for losses - all based on the rear-view mirror perspective of financial performance. In the United States, that changed with the arrival of the Sarbanes-Oxley Act of 2002, which required board members to pay far more attention than before to the goings on within their organizations. At that point, the stakes were raised in regard to board responsibly for managing the CEOs job performance, overseeing financial reporting and supervising risk management. Their legal liability to shareholders increased significantly.
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