Pay is one of the least effective levers for motivating employees. On the other hand, if you don’t get compensation right, you can demotivate employees considerably. Joel presents a strategic approach that takes the bias and emotion out of setting employee pay levels.

Sponsored by: Texas Mutual Insurance Company

Every organization has implicit values, whether they’re posted on the walls of the office or not. But too often, the stated values are vague aspirations that apply to every organization. Learn how to pinpoint your organization’s values and express them in a way that reflect your unique strategy.

Sponsored by: Texas Mutual Insurance Company

Business thinkers often draw a distinction between the tasks of managing and leading. Joel explains why we often devalue one at the expense of the other and makes a case that the effective CEO must understand and master both.

Sponsored by: Texas Mutual Insurance Company

Traditional performance management—ratings, reviews, appraisals, etc.—is broken. The cycles are too long, and the data is often irrelevant. Joel discusses how to optimize performance management, realigning it with the fundamentals of the business.

Sponsored by: Texas Mutual Insurance Company

It’s commonly said that employees don’t leave companies—they leave managers. If managers are that crucial to turnover (not to mention many other make-or-break factors of company performance), how should the CEO assess and improve them? Join us as we discuss strategies for improving overall management competency in the organization.

Sponsored by: Texas Mutual Insurance Company

The weekly meeting of the executive leadership team is a fixture of the CEO’s week. A great meeting can unify everyone around shared priorities. But a bad one? You’ll just waste time and demoralize people. See how the CEO can avoid the common traps—like the dreaded data dump—and make sure everyone at the table gets value from the meeting.

 

When you become CEO, it’s easy to forget that you’re now the direct manager of your executives and department heads. How do you manage a VP of marketing when you have no experience in marketing? Or a CFO when you have little experience in finance? Joel offers some strategies for being a good boss to your whole executive team.

 

Talk about a hard topic. This week we discuss what to do when you need to let employees go, whether it’s a small workforce reduction or a large-scale layoff. The organization’s values come through when making these toughest of decisions, and the CEO must own the process and decisions.

The CEO is one of those “always on” positions. How can the head of the organization de-stress and find time for reflection? Joel offers his ideas, and talks about how CEOs can integrate their work and personal lives.

Sticking to the budget is always a good thing—right? Joel explores when budget discipline is good, and when you might need to go over overbudget to pursue opportunities for long-term growth. Like so many aspects of the CEO role, it’s a fine balance.