# data[].attributes.body
CEO son las siglas de Chief Executive Officer, que se traduce como Director Ejecutivo.

# data[].attributes.body
El CEO es el máximo ejecutivo de la empresa y sobre él recaen grandes responsabilidades, como tomar las decisiones más importantes y dirigir las estrategias que llevarán a la empresa a conseguir sus objetivos.
De su gestión dependerá el éxito o el fracaso de la empresa.

# data[].attributes.body
El CEO es el enlace o puente entre la directiva de la empresa y la parte operativa.

# data[].attributes.body
* Liderazgo
* Competitio
*Buena escucha- Asertivo
*Visionario- Tenacidad- Perseverancia
*Big Data
*Imagen Personal
*Innovación- compromiso
*Buenas relaciones

# data[].attributes.headline
Desarrollar y hacer cumplir el plan de negocios.

# data[].attributes.subject
Desarrollar y hacer cumplir el plan de negocios.

# data[].attributes.body
La empresa, productos, servicios necesitan de estrategias para ser posicionados en el mercado.

# data[].attributes.body
Establecer el rumbo y aspiraciones del negocio.

# data[].attributes.body
Definir prioridades y necesidades

# data[].attributes.headline
Delegar tareas para enfocar su energía en temas estratégicos. 

# data[].attributes.subject
Delegar tareas para enfocar su energía en temas estratégicos. 

# data[].attributes.attachment_link.readable_text
Public advocates, investigative journalists and government officials all routinely call out leaders for deceit or incompetence. Sometimes they get it wrong, yet their false narratives are quickly embraced and propagated by the masses.

Thus, virtually every CEO must now be ready to correct misconceptions that, once aired, take on lives of their own, thanks to the presumed "wisdom of crowds," wrongly celebrated by herds of cynical journalists, market worshipping economists, social network sociologists and cognitive psychologists.

Journalist James Surowiecki's 2004 bestseller, The Wisdom of Crowds, lauded the collective instincts of groups. But public opinion often suffers from the same decision-making flaw that frequently leads to misdiagnoses in the medical field: "premature closure," or a failure to consider reasonable alternatives once an initial conclusion is posited. Summed up by the adage, "When the diagnosis is made, the thinking stops," such decision-making bias can have devastating consequences.

Fifty years ago, Yale's Irving Janis termed a similar mass pathology "groupthink," in which a lack of dissent and healthy debate results in poor decision-making. As Charles MacKay's pioneering three-volume 1841 book, Extraordinary Popular Delusions and the Madness of Crowds chronicled, some of history's biggest disasters can be attributed to crowd-following, from a rash of witch-burning in Salem to the Dutch tulip bulb bubble.

We've seen examples in government recently, with career civil rights activists like Vice President Joe Biden and House Speaker Nancy Pelosi being ambushed by deviously misguided accusations of racial bias from self-styled "progressives" in their own party. White House Senior Advisor Jared Kushner had to fend off critics of his Mideast economic plan, which challenges their investment in the status quo of entrenched conflict.

Connecticut Governor Ned Lamont regularly contends with the recycling of three-year-old anecdotes about the exodus of prominent hedge fund titans due to the spiraling tax hike tactics of his predecessors.

In the business world, Jamie Dimon of JPMorgan had to correct widespread misconceptions that $9 billion of honest but reckless "London Whale" trading losses were the result of fraud. Boeing CEO Dennis Muilenburg faced down media whisper campaigns that intentional wrongdoing was behind the tragic downing of two 737 Max jets, and Johnson & Johnson CEO Alex Gorsky battled to combat false accusations by the plaintiff bar regarding the safety of his company's talcum powder with piles of objective scientific reports.

Going further back, Lee Iacocca of Ford and Chrysler was caught off-guard by charges deeming the Pinto more dangerous than other subcompacts of that era. The heroic late Patricia Dunn, as board chair of Hewlett-Packard, had to fight false accusations that she conducted surveillance of fellow directors to stop the flow of confidential leaks-an assertion that was covertly planted across the media by fellow HP director Tom Perkins in an effort to settle a board politics score.

Having studied dozens of such cases above and worked with scores of honest CEOs struggling to be heard over the wind, I've learned that to conquer specious conventional wisdom, CEOs must:

1) Engage the media promptly and in person so that the other side of the story is heard.
2) Counter the critics immediately, respecting their legitimate questions.
3) Counter with facts rather than by attacking character.
4) Provide background for highly credible objective surrogates.
5) Enlist government officials as arbiters of truth.

As field-based scientific maverick Louis Pasteur said, "Chance favors the prepared mind."

Read more: Do Your PR Mavens Really Have Your Back?

# data[].attributes.attachment_link.description
Public advocates, investigative journalists and government officials all routinely call out leaders for deceit or incompetence. Sometimes they get it wrong, yet their false narratives are quickly embraced and propagated by the masses.

# data[].attributes.body
Quizá la característica más necesaria de un buen director ejecutivo es la capacidad de liderazgo.

# data[].attributes.body
Es pensar como el responsable para gestionar las tareas:
* Comunicar la forma de trabajar
*Decidir sobre nuevas inversiones
*Estar informado sobre loq ue acontece en la sunidades de negocio
*Plantear metas corporativas

# data[].attributes.body
Se ocupa de desarrollar e implementar las estrategias necesarias para cumplir los objetivos de la empresa.

Es quien toma las decisiones relativas a las inversiones y el uso de los presupuestos empresariales para conseguir los beneficios.

Es quien gestiona la organización y los empleados, motivando al equipo creando lazos de compromiso con la organización.

Es el encargado de comunicar a los accionistas sobre los objetivos y logros de la empresa.

Es el líder de los directores de los diferentes departamentos de la empresa.

# data[].attributes.headline
Desarrollar hábitos positivos para un CEO exitoso

# data[].attributes.subject
Desarrollar hábitos positivos para un CEO exitoso

# data[].attributes.body
Una constante en el ambiente empresarial, son los cambios. Oponerse a los cambios es señal de estancamiento; es por resto que los puesto ejecutivos de una empresa especial el CEO sea patrocinador de los cambios.

# data[].attributes.headline
Un CEO necesita fortalecer su perfil y estar preparado para tomar decisiones que afectan el destino del negocio.

# data[].attributes.subject
Un CEO necesita fortalecer su perfil y estar preparado para tomar decisiones que afectan el destino del negocio.

# data[].attributes.attachment_link.readable_text
This article is part of a series of op-eds by CEOs of companies participating in CEO Action for Diversity & Inclusion, the largest CEO-led business coalition focused on advancing diversity and inclusion in the U.S. By Henry Albrecht, CEO, Limeade
Acknowledging reality is a good place to start an uncomfortable and essential journey. Like many CEOs, I've been the beneficiary of multiple tailwinds of privilege. I'm slowly becoming aware of what those tailwinds feel like, the advantages they lead to and how - excuse my wind metaphor here - those same winds are headwinds for others. Which is all to say, putting words to my privilege has helped me see things differently.

It's obvious to me that more diverse and inclusive cultures are good for business and for people. The science on that is clear. I want to invest in diversity and inclusion for selfish reasons, as well. The narrower my networks, the fewer opportunities I have to learn, grow and live a rich, connected, meaningful life.

A few months ago, I signed a commitment pledging to cultivate a workplace in which diverse perspectives and experiences are welcomed and respected, and where employees feel encouraged to discuss diversity and inclusion. With this pledge, I joined a group of more than 700 and university presidents in the still-growing coalition, CEO Action for Diversity & Inclusion . This commitment not only requires me to evaluate my own social conditioning and how my mindset, biases, words, actions and inactions might affect others; but also to push our board, leaders and all employees to think and act differently. As a company that makes technology that builds more caring employee experiences and inclusive cultures, it's essential for us to be at the forefront. We believe well-being, engagement, inclusion and communications are all critical, connected elements of a positive work experience - and that authentically supporting employees enables employers to show their staff members that they care.

We're not perfect. Frankly, we're just getting started. But here's how we're taking action on diversity and inclusion at Limeade - using inspiration from the coalition to fuel us.

Diversity & Inclusion: Know Your Numbers

The data is crystal clear: Inclusion leads to innovation and better business results. Ultimately, it feels good to work in a place where everyone can bring their whole selves to work. To feel known and valued. In fact, employees who feel included are 28% more engaged and typically intend to stay three times longer with their companies. As a leader, I want to know where we stand at every stage of the hiring and employee experience life cycle - and at every level from intern to VP - with hard data, and make improvements here as we would in any important process journey.

When you're aware of opportunities to improve, it spurs action. Standard actions like those put forth by members of the CEO Action coalition, help broaden awareness of unconscious bias and encourage hard conversations that are required to move the needle forward.

At Limeade, we're putting inclusive guidelines into place, and acting on them with real activities, policies and social network support. We're encouraging our employees to invite co-workers they don't know to lunch, building employee resource groups, holding introvert-extrovert brown bags and sponsoring hiring from a broad array of backgrounds. We're launching a corporate giving program to help employees contribute to community causes tied to diversity and inclusion. These standard actions are a key force in making inclusion real.

Sometimes it takes a wake-up call to realize your actions as a leader are noninclusive. Why wait? The newest standard action put forth by the CEO Action coalition is for organizations to engage their boards in their diversity and inclusion journeys - and we wholeheartedly support this. Redefining standard actions requires buy-in at all levels - including active discussion and investment on behalf of the board of directors. Working closely with your board on culture opportunities (and risks) is business-critical.

Great companies require a growth and learning mindset. If you have a narrow scope representing your company, you're inherently limiting your learning and growth, and therefore innovation and your probability to succeed. In my opinion, if you don't have people of color, introverts, extroverts, women, men, people of different backgrounds, orientations, personalities and so on, you will miss out on the real discussions that make your business better.

Make Inclusion More Than A Checklist

A set of actions - even when they're focused on crucial topics like inclusion and diversity - is a good place to start. If you can't actively experiment with and the list, you're missing a huge opportunity to learn. But it's ultimately not in the complying, it's in the doing. And the feeling. You can't be an ally or advocate unless you're willing to take action. Even micro-actions can make an impact. They force you into hard discussions you might not have had - and these difficult discussions force an adaptive mindset.

Can you imagine the courage it takes for someone to say, "I don't feel welcomed here"? I've seen and heard it firsthand. It was humbling, and frankly it hurt to hear. Let's honor that courage - and listen even harder so that uncommon courage needn't be a precursor to change.

I believe that, as CEO, if I am not part of the solution, I am part of the problem.

# data[].attributes.attachment_link.title
Why CEOs Are Failing At Inclusion - & How To Fix It

# data[].attributes.attachment_link.description
This article is part of a series of op-eds by CEOs of companies participating in CEO Action for Diversity & Inclusion, the largest CEO-led business coalition focused on advancing diversity and inclusion in the U.S. By Henry Albrecht, CEO, Limeade Acknowledging reality is a good place to start an uncomfortable and essential journey.