This article discusses some a fundamental difference between the world of CEOs leading big public businesses and those who lead small private businesses. The latter assumes a lot more risk than the former. We have seen how in recent years some top CEOs got involved in scandals driven by greed and other baser instincts and got their companies in the red, they were fired but with millions of dollars worth severance packages.

A letter from the perspective of a customer, packed to the brim with advice for CEOs who are in the eye of the storm. You’ve read the tips before but here all of them are put together in a tongue-in-cheek manner which nevertheless does not undermine the gravity of the message and drives the lessons home.

Authors - Jeff Schmitt has spent 17 years in sales, marketing, project management, training, legal compliance, and recruiting.

Source: Business Week

The author of this article is the EVP of BTS USA, managing director of BTS Interactive and also heads the Global Marketing for BTS. He places the article in the context of the present corporate environment which is quite harsh on CEOs, he goes on to state that majority of the CEOs are terminated not because they lack vision or are unable to formulate good strategies. Their biggest challenge is successfully transforming strategy into results. This is where most CEOs are not able to mobilize their organization into a unified entity following the same goals.

Brian M. Sullivan the Chairman and CEO of Christian & Timbers with 20 years of solid experience in the executive recruitment industry discusses leadership and management which are used by many people as interchangeable concepts but are actually quite distinct from one another. The characteristics that define leadership include creativity and proactive behavior, management on the other hand is a reactive tool. So while leaders are expected to anticipate problems and opportunities and set appropriate strategies in motion, managers respond after a problem develops.

When it comes to growing revenues and market share, professional (PSF) and B2B service firms keep looking for the business version of the Holy Grail in all the wrong places: "Hire big-time rainmakers!" "Acquire that hot boutique firm!" “Revamp our website!” All too often, these ballyhooed initiatives fail to deliver on the expectations that they could increase the enterprise’s marketing and business development effectiveness.

Narrowly-Focused Initiatives Aren’t Working