A recognized leader in the travel and e-commerce industries, Jeff Katz is the founder and CEO of Journera, a platform that brings together data from throughout the travel journey to open up new possibilities for travelers and travel companies.
When a business is struggling, most leaders would start cutting back on headcount to save money. But not Hubert Joly, former CEO of Best Buy.
Like the complicated game of chess, leadership has numerous moving parts and potential outcomes. To avoid getting checkmated, leaders need to stay aware and informed, listen, and work with technology. With the right strategy, future leaders can have a victorious outcome.
Now more than ever we need leaders to practice emotional intelligence. This is something I heard time and time again when interviewing CEOs for The Future Leader. Emotional intelligence is the ability to understand your own emotions and the emotions of others. It’s moving past the hard skills of leadership to the “softer side” that allows you to connect with people on a deeper level.
Steve Bilt is the CEO of Smile Brands, a company with 5,000 employees that provides business support services to over 425 dental offices. Smile Brands has been on Glassdoor’s Best Places to Work list three times and Steve is one of the top CEOs on Glassdoor.
Doug DeVos is the co-Chairman and former CEO of Amway, the world’s largest direct selling company that provides health, beauty, and home care products. The company was actually founded over 60 years ago by Doug’s father and his father’s best friend. The company now has around 15,000 employees.
Hubert Joly is the former Chairman and CEO of Best Buy. Currently he is a professor at Harvard Business School, he is on the board of two companies–Johnson & Johnson and Ralph Lauren. He is coaching and mentoring a number of CEOs and senior leaders and he is writing a new book which is set to come out next May titled: The Heart of Business: Leadership Principles for the Next Era of Capitalism.
In the midst of the pandemic, organizations are facing challenging times and over the last few months, we have seen positive and negative decisions occur in response to what is happening. There have been some companies who have handled tough decisions while still keeping their people first–showing employees respect, empathy, and transparency. And there are other companies who have made, what seem to be, harsh and unfair decisions in a way that create anger and chaos. The question is, is there a way for organizations to prepare for uncertainties and challenging times in advance, so we don’t have to get to a point where these tough decisions have to be made?
Companies are going through difficult times right now with the current pandemic, and while Pehr is not currently the CEO of a company, he is no stranger to leading during challenging circumstances, including recessions. When asked how current leaders are handling organizations during this tough time, Pehr says there is one critical thing that leaders are not doing a good enough job with