Symantec fired CEO Steve Bennett as the company struggles to revive growth amid eroding PC sales.» Read More
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GUEST AUTHOR BLOG by Elizabeth Grace Saunders author of, "The 3 Secrets to Effective Time Investment: How to Achieve More Success With Less Stress."
Let's face it. In today's economy you know that you're fortunate to have a job so you can hesitate to admit when you feel overwhelmed. You don't want to come across as incapable or ungrateful so you just suck it up and hope that things will get better soon. The only problem is when they don't… and you realize if you don't start to set some boundaries that you'll burn out.
(Read More: 10 Most Stressful Jobs of 2013)
Recently I've been working with managers to run better meetings, while, in my private life, I've been held hostage at bad meetings—the kind where you squirm in your seat—with the dentist.
Is there a connection between good meetings and bad dentistry? Yes! It's about control.
Mistake #1: Too much control. You talk, but no one's engaged.
One day, I asked my dentist why he didn't have a spittoon. I like spittoons. They let you, the patient, sit up once in a while, spit, and take a break.
Whole Foods Market delivered a disappointing 2013 outlook as far as investors are concerned but the company's co-chief executive told CNBC on Friday that they recognize consumers are focused on value right now.
"You're seeing a backdrop, a background ... of generally kind of a little more uncertainty out there right now with the GDP growth and so forth," said Walter Robb, the company's co-CEO. "I think you're looking at customers that are more attenuated to value in the offerings."
To combat its reputation as "Whole Paycheck," the company has sought to keep prices down for consumers.
Coach's longtime Chief Executive Lew Frankfort will step down in January 2014 and be replaced by the executive who oversaw the upscale leather-goods maker's successful expansion in Asia, the company said Thursday.
Frankfort, who joined the company in 1979 as vice president of new business development and built it into one of the biggest names in high-end handbags and accessories, will stay on as executive chairman, continuing to work closely with his successor Victor Luis after he takes the reins next year.
Luis, 46, will be chief commercial officer until then and will head all business units, merchandising, licensing and strategy, in part to deepen his understanding of Coach's business in its top market in North America, where sales have cooled.
Coach said the appointment was the result of a multi-year succession plan.
"This is going to be a seamless transition. We are aligned on business direction and strategy," Frankfort, 66, told Reuters.
Frankfort, known for his Bronx accent, is credited with transforming Coach from a tiny niche player into a major leather accessories brand. Wall Street analysts expect the 72-year-old company to have sales of $5.1 billion for the fiscal year ending in June. In 1979, sales were $6 million.
Luis joined Coach in 2006 to head its Japan unit, its second biggest, and two years later took on the company's successful China expansion. Last quarter, sales there rose 40 percent.
"Describe yourself," one CEO asks job applicants, "in three words or less."
What would you say? Probably not, "I'm wordy and verbose. Also repetitive."
The chief executive of Nordic and emerging markets telecoms group TeliaSonera resigned on Friday after an in-house investigation into its purchase of an Uzbekistan 3G licence harshly criticized the deal.
Chesapeake Energy, battling a governance crisis and financial strain, said that Chief Executive Aubrey McClendon is leaving the company on April 1.
Chesapeake shares jumped 10 percent in after-hours trading following the announcement. (Click here for the latest quote.)
McClendon, 53, is under scrutiny from federal regulators and his board for blurring the line between his personal dealings and that of the company. Big shareholders took control of the board in June after he was stripped last year of his title as chairman of the company he co-founded in 1989.
The findings of the board's probe will be released next month, but so far nothing improper has been uncovered, Chesapeake said.
A Reuters investigation published in April found that McClendon had arranged to personally borrow more than $1 billion from EIG Global Energy Partners, a firm that also is a big investor in Chesapeake.
The loans, arranged through McClendon's personal shell companies, were secured by his interest in company wells. McClendon is allowed to take a 2.5 percent stake in every single well Chesapeake drills under a controversial program called the Founders Well Participation Program (FWPP).
"How would you like a job where, when you make a mistake, a big red light goes on and eighteen thousand people boo?" — Hockey Hall of Fame goaltender, Jacques Plante
Imagine your next performance review — they're booing.
Management thinks you screwed up, big-time, so they're taking away half your pay. And they've got a report describing your mistakes — it's over 100 pages.
That's what happened recently to JPMorgan Chase's star CEO, Jamie Dimon.
Mistakes. Who doesn't hate making them?
Luck. Perseverance. Success.
These were all topics billionaire entrepreneur Richard Branson discussed recently in a video interview with LinkedIn executive editor Daniel Roth. Branson was the first among the professional network's "Influencers" to cross the million-follower mark.
LinkedIn launched the Influencer network in October, allowing a select group of thought leaders in business to write posts and LinkedIn members to follow them. Other LinkedIn influencers include Barack Obama, Deepak Chopra, Arianna Huffington and Guy Kawasaki.
In the interview, Branson answered a sampling of questions submitted by LinkedIn members. Here are some highlights:
Click here for a related video.
On luck in business: "You need lucky breaks to be successful. ... To create a business you've got to, initially, work day and night, weekends. It's really hard work. But lots of people do that and do not succeed. And, so, those who have succeeded do need to thank our lucky stars for the breakthroughs that got us to the top."
On women leaders: "I would encourage companies to work really hard towards getting a 50-50 [ratio] of women on their board. ... In countries where they've done it, like Norway and Sweden and Scandinavian countries, the companies seem to have benefitted from it."
On defining success: "To me, I've spent a lifetime creating things that hopefully I think can make a difference in people's lives."