If you reject all the other research and rationale for CEOs to communicate with employees-especially during times of change and stress-you should pay attention to the recently released “Return on Reputation” survey.

I never thought I’d be upset to be walking in to the Hilton on Michigan Avenue in Chicago. But after camping at O’Hare for six hours, scrambling to rebook flights for two, catching the Blue Line for one, and trudging through the snow for another hour, I was more than a little peeved to be walking into the gilded Hilton lobby instead of my house for the night. Danny Sullivan had assured one cold lady on Monday that all the heat was in his room, and judging by how I was shivering, that was probably true.

Wow. This is big news. Nearly half of CEOs (47%) surveyed by PR Week and Burson Marsteller rate blogs high as external audience communication tools.

Buckling under the weight of chronic corporate restructuring, and frustrated by performers who don’t respond to carefully crafted strategic plans, high level executive leaders are being confronted by a growing performance gap between what needs to get done and what gets done.

A challenging assessment of the differences between executive blogging and business blogging and which are best blogs …

I see a PR firm has done a survey on the amount of time Canadian CEOs spend on communication, and found they spend almost half of their time on communication.

Via USA Today: Some large companies, including Boeing, General Motors, Hewlett-Packard and Sun Microsystems, are letting senior executives blog …

David Berlind is smack-down impressed by a CEO who jumped on to his blog to get into a dialogue challenging her software…

According to a new survey, American business leaders are, hosting office parties and offering year-end bonuses, as they look forward to even rosier business prospects in 2005.

1. Personal insight. Great CEOs are great leaders. They know themselves and what they stand for. They have been called on all their lives as problem solvers because others know them to be fair and impartial. People respect their opinions and look to them for guidance.

If you’re like most other CEOs, the term “search engine optimization” will mean very little. Either that or it means expense! But it doesn’t have to be that way If you feel like you’re standing in a dark room handing money to strangers to get you in the search engines, then this article is for you.

Can I have a Minute of Your Time?

Some of the most advanced sales tactics I’ve ever seen were demonstrated during a weekend seminar given by two purposeful, motivated, passionate salespeople who truly know how to build relationships with executives. These two pros are persuasive and relentlessly positive.

One of the chapters in my new book “Think and Sell Like a CEO” (Entrepreneur Press September 2002), is on the topic of Negotiating. I think it might be a good idea to share with you some of the most advanced tactics that I’ve ever seen for the all important task of getting what you deserve (or, giving up as little as possible). Here’s a glimpse of what I’ve learned so far from the people whom I considered to be the wisest, most experienced people. Not too surprising, I imagine. Let’s look at the most profound yet subtle traits for wise negotiating as practiced at the top.

There is a demographic trend of which HR personnel, management, and CEOs need to be aware. According to demographic trends analyst, Cheryl Russell, by the year 2005, the most common household in the US will be single-person households. “Never before in American history has living alone been the predominant lifestyle,” says Russell, and the time is fast approaching.

What’s a Grid?
The computer on your desktop, the one you’re using to read this email, only has so much processing power, only so much speed. Your vice-president, who’s gazing out the window and thinking about his golf game, has computing power to spare. If your company had a grid set up, your computer could draw unused processing power from his computer to speed up your number-crunching software.

At some level, of course, all business leaders must “sell.” But why do so many CEOs, owners, or presidents either remove themselves from the sales process altogether … or limit sales exchanges to “closing” or “top-dog” meetings?

Last week in Chicago, I had the good fortune to meet for the first time with the senior vice president of sales for a major manufacturing concern. When I asked whether the CEO of his company made a habit of making sales calls, my new acquaintance’s response surprised me.