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Save Money Next Time You Promote or Hire That New Exec
According to Michael S. Melbinger, Partner at Winston & Strawn, LLP and a leading authority on executive compensation world-wide, mentoring and coaching for newly-promoted managers and/or newly-hired executives is gaining in importance, even in this economy. Why? One of the reasons is companies can no longer afford the costs incurred from poor management/executive performance. It costs too much to get them, let alone get them productive quickly. In this economy, every dollar counts.

It\'s Not That I Don\'t Suffer
At mile 15 on my run today, I heard one of my three favorite quotes in Atlas Shrugged. Galt says to Dagny, “… it’s not that I don’t suffer, it’s that I know the unimportance of suffering. I know that pain is to be fought and thrown aside, not to be accepted as part of one’s soul and as a permanent scar across one’s view of existence.”
The Stockdale Paradox
Read the following phrase and think about whether or not you practice it. You must retain faith that you can prevail to greatness in the end, while retaining the discipline to confront the brutal facts of your current reality.
Ask 'em!
Don't remember where I was among the many stops during my just completed mega-trip. But I do remember the exchange, more or less. It went like this:

If You Talk the Talk, You Better Walk the Walk
Walk your Talk. Someone will find out when you don't. Thanks to Web 2.0 - that bullet can be shared around the world. Besides, it's the right thing to do. Keep your integrity and do what you say. You may not win all the time, but you'll win more than most.

Other exec Related Articles

Quote of the Day
"If I had said 'yes' to all the projects I turned down and 'no' to all the ones I took, it would have worked out about the same."—David Picker, movie studio exec, quoted in William Goldman's classic Adventures in the Screen Trade (cited by Caltech physics professor and author Leonard Mlodinow in The Drunkard's Walk: How Randomness Rules Our Lives)
Sorry About the Understatement!
In a recent Post, I recalled a story from Maryann Keller's Rude Awakening: The Rise, Fall, and Struggle for Recovery of General Motors about the extreme deference paid to GM middle managers. I did it from memory, but ordered the book anyway. I got the stocked refrigerator and the torn-out hotel room wall part right (mostly—it was soft drinks, not beer), but had forgotten the story that preceded it—which made my little vignette small change by comparison. An exec reported this to Ms Keller about a not-atypical incident that marked his more junior days as a GM staffer:
What does a CEO do What is their job discription
When you hear CEO it brings about reactions of envy and awe. But the truth is that most CEO's do not get a very high approval rating as a matter of fact only 1 in 20 CEO's are in the top 5% based on their performance. The Chief Executive Officer has a simple job but by no means a easy one. All accountability falls on the corporate exec. for the company's success or for its failure. The CEO is in charge of leading the company towards profits if you deliver on this you are a good CEO and if you can't then you are not.
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