Broadcast[ edit ] The first series, of six episodes, aired from 16 October to 20 November on Mondays at 8. A Christmas special aired on 26 December at 9. The second series aired for fifteen episodes from 6 September to 13 December on Thursdays at 8.
The survey, The CEO: A Personal Reflection, was prepared by global leadership consulting firm Egon Zehnder. Over four hundred CEOs from a cross section of industries and countries participated. Topics addressed included what the job entails, the level of preparation CEOs felt they had received before taking the role, their succession planning process, and how CEOs lead and cope in these volatile times.
While the study addresses a wide range of themes and issues, it reveals some important insights that CEOs and business owners should take heed of as they move towards a future exit.
This section asked CEO participants which of their roles had turned out to be easier or more difficult than expected. Listed below are the top five roles that CEOs found more difficult than expected, along with the percentage of survey respondents who indicated so: Most privately held companies are significantly smaller, and thus have flatter organizations with fewer leaders and arguably more demands on the CEO.
Thus, if about one-half of these CEOs from very large companies found these roles to be harder than expected, C-level leaders and owners in small to mid-sized companies could reasonably expect to have even greater difficulties. Many owners and CEOs wait too late to get started and deny themselves sufficient time.
On issues like company strategy, money, and people, you have the final say. But what about when it comes to exiting from your company? For example, what if you want to sell the business, but one or more minority co-owners do not want to sell?
Are you still in control? We routinely say in the U. Within this right generally, one person cannot force another person to part with property that he or she owns.
The same principle applies within your company. If a minority co-owner does not want to sell, then you might not be able to sell either.
Most buyers will not want to acquire your majority interest in the company if the purchase comes with one or more unknown minority partners, especially people opposed to the sale. Practically speaking, minority co-owners can veto a sale, leaving you not in control of your own exit.
This reality often comes as an unwelcome surprise to majority owners seeking to exit. Some owners only learn their minority partners can block a sale when a potential buyer is standing in the doorway.
Should this occur, your only options are trying to talk your minority partners out of their objections, offering to buy them out at an even higher price, or seeking legal action if you and your lawyers can find sufficient grounds.
None of these are attractive options. The company sale would be in jeopardy, and the relationship with your co-owners may suffer irreparable harm. To regain control over your exit, and to avoid a future impasse with your co-owners, take the following two important steps: Talk About Exit — Now Many business co-owners do not have open, detailed conversations about their business exit goals and plans.
The company keeps you busy, and planning for exit may not be on the priority list for most days. But co-owners cannot afford to wait to have these necessary conversations to determine if their exit goals are in alignment or in conflict.
The more time you give yourselves to work out any exit goal misalignment, the more options you have. Also, you never know when a buyer might come along—if you wait until a buyer is standing there to have your first exit conversations, it will be too late. Put It in Writing — Now Once co-owners start having the difficult but necessary exit conversations, they discover the advantages of implementing written agreements that govern how ownership may change hands, such as upon the sale of the company.
One common type is a buy-sell agreement. Buy-sell agreements are legal documents that identify situations where ownership in the company may change hands and provide instructions on how each situation is to be handled.
The most familiar example is what happens upon the death of a co-owner. Buy-sell agreements nearly always address the death scenario, and most address other contingencies such as if a co-owner becomes seriously ill or disabled. However, few buy-sell agreements govern how co-owners must handle an offer to sell the entire company.
This omission leaves business co-owners at risk. These odd-sounding provisions bind co-owners together when selling the business to an outside buyer. This protects majority co-owners against minority co-owners holding up a sale.Women in Business Q&A: Kathy Kinane, Kinane Events I give Hillary credit for proposing the healthcare plan early on, and if they'd been more open to her ideas the whole country would have been.
Terry Kinane: 6 September () 30 minutes Tracey reveals a talent for decorating, and Dorien suggests launching an interior design business. The plan is for Tracey to do the work while Dorien scours the countryside for antiques; their first client is to Melanie Fishman.
Sharon meets the attractive Colin in a cinema. The Kyäni philosophy is to build a strong business once, enabling you to enjoy the benefits of business ownership for a lifetime. Make it your goal to grow your business with us as your business partner.
NAVIX helps business owners navigate and achieve happy exits. We have learned that successful exits require planning and execution. Business owners who neglect to plan, have fewer options and risk losing control of the process and those who do not execute face falling short of their skybox2008.comry: Management Consulting.
Kinane is licensed to practice medicine at Massachusetts. Dr. Kinane has been found to hold one or more active medical licenses, and successfully passed a malpractice history screening.
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