0905 The CEO Challenge Creating A Culture Of Growth, Innovation & LeadershipAlvin Chua
This presentation will take us through what the CEO can do to develop a culture of growth innovation and leadership; how to effectively align the CEO with their team and now to leverage best practices in the development of a culture based on growth, innovation and leadership.
In this presentation, we are going to focus on creating and developing a growth, innovation and leadership culture. Of course creating a growth culture always necessitates change, so Warren Parry from Change Track Research will outline the key success factors involved in achieving high performance change, and will highlight common myths that cause confusion and prevent managers from achieving their targets.
This is the institutional presentation of Instituto Yiesia of Corporate Governance and Compliance. Instituto Yiesia renders advisory services aiming at generating value to companies through corporate governance instruments. Private Equity and Venture Capital Funds may benefit from it in the fund raising process. Hope you all enjoy it. Reinvent your company, gain market share, promote the sustainability of your business, achieve another step of leadership among peers. Even if it´s not your intention to sell your company, do an IPO or even get an institutional parter, it´s always advisable to see your company as a "liquid investment" when your corporate governance and compliance practices are all in place. Take advantage of it!
How a corporate governance and compliance framework is able to generate added value to any company
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
This presentation explains the difference between leadership development and management development with strong evidence why it matters and how this can drive business performance. Also some practical guidelines on how to develop leadership capability.
0905 The CEO Challenge Creating A Culture Of Growth, Innovation & LeadershipAlvin Chua
This presentation will take us through what the CEO can do to develop a culture of growth innovation and leadership; how to effectively align the CEO with their team and now to leverage best practices in the development of a culture based on growth, innovation and leadership.
In this presentation, we are going to focus on creating and developing a growth, innovation and leadership culture. Of course creating a growth culture always necessitates change, so Warren Parry from Change Track Research will outline the key success factors involved in achieving high performance change, and will highlight common myths that cause confusion and prevent managers from achieving their targets.
This is the institutional presentation of Instituto Yiesia of Corporate Governance and Compliance. Instituto Yiesia renders advisory services aiming at generating value to companies through corporate governance instruments. Private Equity and Venture Capital Funds may benefit from it in the fund raising process. Hope you all enjoy it. Reinvent your company, gain market share, promote the sustainability of your business, achieve another step of leadership among peers. Even if it´s not your intention to sell your company, do an IPO or even get an institutional parter, it´s always advisable to see your company as a "liquid investment" when your corporate governance and compliance practices are all in place. Take advantage of it!
How a corporate governance and compliance framework is able to generate added value to any company
Women Matter 2012: Making the breakthrough, examines the gender-diversity programs of 235 large European companies. The report investigates what initiatives companies are taking, what is working well or less well, and why.
The research found that most companies are now taking gender diversity issues extremely seriously, devoting real resources to redressing the gender imbalance. But many companies also expressed frustration that their efforts do not always create the expected impact.
This presentation explains the difference between leadership development and management development with strong evidence why it matters and how this can drive business performance. Also some practical guidelines on how to develop leadership capability.
Welsh Consultants publishes- This article aims at setting out which mindsets and practices are proven to make CEOs most effective. The article is based on a study of performance data on thousands of CEOs and the efforts at helping them enhance their leadership approaches. The article provides a set of empirical, broadly applicable insights on how excellent CEOs think and act. It could help CEOs (and CEO watchers, such as boards of directors) determine how closely they adhere to the mindsets and practices that are closely associated with superior CEO performance. All CEOs, new or long-tenured, can use these tools to better apply their scarce time and energy.To answer the question, “What are the mindsets and practices of excellent CEOs?,” let’s first reflect upon the six main elements of the CEO’s job—elements touched on in virtually all literature about the role:
1. Setting the Hierarchy of Goals & the Strategy
2. Aligning the Organization
3. Leading the Top Team
4. Working with the Board
5. Being the Face of the Company to its External Stakeholders
6. Managing one’s own Time and Energy.
This article explores the subject in detail. Author, Founder- Manish P
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
Leadership Development Process - InspireOne - Redefining Learning JourneysInspireone
Development & Business results are interlinked comprehensively. Unless business leaders &
HR/OD leaders don’t work together to create and
support this linkage, a virtual tug of war will pull
people in opposite directions. InspireOne provides complete leadership development solution for your company.
Should a CEO serve as a Director on other companies' Boards? From the perspective of the CEO's own Board, does having their CEO serve as a Director on other Boards contribute to or detract from their own company's performance. The answer is not always simple or clear.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
Org Structure & Sustainability Amr 20090212Victoria Zelin
What has been learned about corporate sustainability and the role of the Chief Sustainability Officer that can help leaders determine where to position the role in their organization? See highlights of the Hudson Gain Study of the role of the CSO and explore questions that can sort through the issues.
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
Welsh Consultants publishes- This article aims at setting out which mindsets and practices are proven to make CEOs most effective. The article is based on a study of performance data on thousands of CEOs and the efforts at helping them enhance their leadership approaches. The article provides a set of empirical, broadly applicable insights on how excellent CEOs think and act. It could help CEOs (and CEO watchers, such as boards of directors) determine how closely they adhere to the mindsets and practices that are closely associated with superior CEO performance. All CEOs, new or long-tenured, can use these tools to better apply their scarce time and energy.To answer the question, “What are the mindsets and practices of excellent CEOs?,” let’s first reflect upon the six main elements of the CEO’s job—elements touched on in virtually all literature about the role:
1. Setting the Hierarchy of Goals & the Strategy
2. Aligning the Organization
3. Leading the Top Team
4. Working with the Board
5. Being the Face of the Company to its External Stakeholders
6. Managing one’s own Time and Energy.
This article explores the subject in detail. Author, Founder- Manish P
We take immense pleasure in unveiling the inaugural issue of our newsletter, “Ab Initio”. The literal translation of this Latin term is “from the beginning”, rendering it an apt name for our newsletter, which is aimed at putting forth a fundamental perspective on topical management-related issues.
Leadership Development Process - InspireOne - Redefining Learning JourneysInspireone
Development & Business results are interlinked comprehensively. Unless business leaders &
HR/OD leaders don’t work together to create and
support this linkage, a virtual tug of war will pull
people in opposite directions. InspireOne provides complete leadership development solution for your company.
Should a CEO serve as a Director on other companies' Boards? From the perspective of the CEO's own Board, does having their CEO serve as a Director on other Boards contribute to or detract from their own company's performance. The answer is not always simple or clear.
Our latest brochure with the latest information on who we are, the case for action for developing the foundation for success, our practices areas and our people.
Org Structure & Sustainability Amr 20090212Victoria Zelin
What has been learned about corporate sustainability and the role of the Chief Sustainability Officer that can help leaders determine where to position the role in their organization? See highlights of the Hudson Gain Study of the role of the CSO and explore questions that can sort through the issues.
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
Here are some the crucial cultural CEO qualities that can foster strong private equity partnerships: 1. Understanding the Private Equity Landscape 2. Visionary Leadership 3. Adaptability and Flexibility 4. Strong Communication Skills 5. Collaborative Approach
Highly renowned companies are realizing the effectiveness of coaching in achieving their goals. Major corporations from a variety of sectors, including IBM, Nike, Verizon and Coca-Cola Enterprises, have turned to coaching to increase employee satisfaction, improve output and strengthen their bottom lines. Learn more at coachfederation.org.
This white paper examines the knowledge, skills and abilities business leaders must have to ensure the continued success of their organizations in today’s competitive global marketplace. It will introduce HR and talent management professionals to a four-step process taught at UNC Kenan-Flagler Business School to improve leadership skills and to create a leadership culture within organizations.
1. Powerful Business Growth
25% of our leaders successfully used the PEO community to assist with the
execution of M&A transactions.
In early 2008, PEO drove a multitude of conversations about the potential
economic storm. When the storm hit in late 2008 PEO leaders were prepared
with contingency plans, including surplus cash. Over 50% of participating
organizations continued to show strong growth through 2009.
Superior Corporate Performance
90% of the leaders, through the sharing and experience of best practices,
continued to drive sustainable innovation during uncertain times.
Accountability to each other in PEO drove the implementation of key the results
performance and operational methodologies: lean, agile performance speak
measurement scorecards, cross industry benchmarking, return on investment
strategies and cost decision analysis.
Leadership is about knowing
Sustainable Leadership Excellence that you don’t know every thing
100% of our members and their organizations are exposed to a leadership Talk to other l eaders who know.
impact assessment. A targeted feedback system that provides actionable Start accelerating both your personal and organization’ s growth.
information to close the gaps in leadership and improve culture.
30% of our leaders in the PEO Senior Executive program over the last 18
months were promoted within or moved on to become the President.
70% of our leaders wanting to participate on boards were successfully
placed through a PEO connection.
Call 416.335.5884 or visit www.peo.net Call 416.335.5884 or visit www.peo.net
Presidents Chief Executive Officers Chief Operating Officers Chief Investment officers ENTREPRENEURS presidents CHIEF FINANCIAL OFFICERS CHIEF EXECUTIVE OFFICERS Chief Technolog
erating officer Executive Vice presidents Managing Directors Partners Founders Vice presidents MANAGING DIRECTORs Owners SENIOR EXECUTIVES SMALL BUSINESS EXECUTIVES DIRECTO
2. “Participating in PEO helped us understand how to align a group of
individual partners into a unified whole. With everyone focused on a
CONNECT
common goal, we were able to fund continued growth through improved
prof itability and to increase the enterprise value of our company.
”
- Shayne Smith, President, Wardrop Engineering Inc.
THINK
Connect with the leaders who are successful, driven and, like
you, have an appetite for continuous learning and development.
“When you are a company’s leader, it’s often hard to test out diff icult choices.
Think with like-minded leaders in a safe environment where you
PEO gives me the confidence that my decisions are not only effective but also
GROW
and your peers will challenge each other to solve existing issues
and explore new ideas and opportunities. strategically sound. When I successfully purchased the remaining 50% of my
Grow by challenging, or confirming, your own thinking and company in 2009, PEO was instrumental in the process. Collaborating with
leveraging the experience of your peers and advisors. other top executives facing similar business challenges saves us time and money. ”
- Hildy Abrams, President and CEO, Gourmet Settings
PEO is invaluable, to any leader looking to drive business • PEO Chief Executives, for Presidents and CEOs of Canada’s larger public
growth and performance. or private corporations or those managing a multi-national Canadian operation.
- Kunal Gupta, CEO, Polar Mobile
• PEO Small Business Executives/Owners, for businesses with revenue less
than $5 million.
PEO provides one of the most effective sounding boards for a leader’s toughest
decisions. PEO’s leaders have been recognized in Canadian business through • PEO Senior Executives, created for senior executives in the first-line
repeated selection as Best Managed Companies, Entrepreneur of the Year and management teams of Canada’s top public or private corporations or a
Canada’s Best Employers. Those who are ready for an organization like PEO The PEO multi-national Canadian division. PEO Leadership
are seekers – seekers of change, learning, and development – everything that Advantage Progr ams
enhances someone in a position of leadership. Meaning, contribution, and In each of the three programs, PEO engages the brightest minds in business
problem solving: these are hallmarks of the PEO Experience. With PEO, it’s through individual coaching and group peer-to-peer meetings. It’s this
never “lonely at the top.
” access to a community of equals that builds direct relationships while
reducing the investment of time to leverage expert resources. It’s a thinking
Invest in yourself. and execution process designed for greater personal and business success -
Call us at 416-335-5884 or visit www.peo.net that is PEO’s uniqueness.
Officers Chief Operating Officers Chief Investment officers ENTREPRENEURS Chief Information Officers Chief Marketing Officers Chief Technology Officers
ve Vice presidents Managing Directors Partners Founders Vice presidents MANAGING DIRECTOR Owners SENIOR EXECUTIVES SMALL BUSINESS EXECUTIVES DIRECTORS