Why Leaders Should Create Disruption

When many people think of leaders, they imagine the person who brings peace and happiness to followers. In that environment, people are content with life as it is. Peace and happiness reduces the need for the kind of satisfying growth and development that uncomfortably stretches you well outside of your comfort zone. In other words, it creates complacency. Therefore, if a leader, especially a CEO, wants to build a thriving organization, he will intentionally create problems. If he isn’t doing that, the company lacks

How To Destroy Any Relationship

When 2 people meet, they assess one another to determine the value the other brings. They are both hoping the other will enrich their life or, in business, the corporation’s ability to fulfill its mission. The one who appears to lack value will eventually be dismissed from the relationship or fired from the company. Yet, many people spend more time setting themselves up to be dismissed because they focus on the wrong end of the relationship.

The 3 ways people destroy relationships are the result of

The Next Social Revolution Will Be Quiet and Invisible

The most rebellious generation in US history was the Founding Fathers. By declaring independence, they revolted against British rule. The second most rebellious generation would be baby boomers. They protested the system and Vietnam War. The next generation to rebel may have a greater social impact than the Founding Fathers or baby boomers. That generation would be

Who Am I?

Who am I? is one of the longest standing questions entertained by mankind. It is so poignant that the answer to it shapes your choice of career, home, friends, spouse, etc. More importantly, it shapes your thoughts, conversations and actions. The inability to answer that question can send you on an endless journey of empty paths that may never provide fulfillment. 

Perhaps many people venture on the endless journey because they are asking the wrong question. Perhaps it is not important to know 

Top 4 Reasons Charismatic Leaders Are Not the Best Leaders

When serving as a leader, being human is important. Leaders are not directing and guiding machines. Peter F. Drucker said, "Leadership is not magnetic personality, that can just as well be a glib tongue. It is not ‘making friends and influencing people,’ that is flattery. Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations."

To pull the best out of people, you sometimes have to

Getting Back to Basics: Road Rules for The Board of Directors & CEO

 By Max Pine, former CEO of Restaurant Associates

Much has been written about the legal responsibilities of the Board of Directors. However, the ways in which the Board can be most effective in contributing to the success of the CEO, the management team, and the enterprise never receive enough attention. It is a two-way street and some road rules do apply.

First, the role of the Board is to

Has Change Become Too Robotic?

We spend so much time and money trying to make machines more human.  Yet, we spend an equal amount of time trying to make humans more like machines.  If you leave the human element out of change initiatives, you will usually have a lower success rate. 

In business, there is a belief that if you tell people they have to change

What’s Wrong with Narcissism?

Narcissism is derived from Greek mythology. It is the story of a hunter named Narcissus who had renowned beauty. He was lured to a river where he saw his reflection in the water and fell in love with himself. He died staring at himself while unable to have the object of his desire.

When some people think of narcissism, they immediately think of a psychological disorder that needs to be diagnosed and medicated. While there are others who believe a good

The Paradox of Your Identity

From the day we’re born, we’re instructed on how to build an identity. We’re told our gender, race, socio economic class, religion, etc. Our identity is so important that without it some people may find it difficult to communicate with another until they can surmise it. At the same time, our identity is a

What Does It Mean to Be a Leader?

One of the biggest challenges of leadership occurs when you try to understand what it means to be a leader. Whether you’re a manager, head of a movement or the CEO, you are bombarded with leadership principles that may or may not have merit. Those principles are categorized by time period, title, what’s good, what’s bad, gender, etc. I ask that you consider all of these categories are simply

Ted Santos, Chairman of the Board of Veteran CEOs Interviews Richard Goeglein, Chairman of Pinnacle Entertainment

Corporations Need People

To say every corporation needs people is an obvious statement. Yet, every balance sheet shows people as an expense. On the other hand, buildings, land and equipment are considered assets. In an era of knowledge workers, has this mindset become obsolete? Why aren’t people considered assets as well? You can’t have a company without people. 

When the US was an

Why Is Everything Difficult?

Whether it’s learning to walk for the first time or solving complex quantum physics’ equations, it’s difficult. Yet, most people can be considered experts at walking and there are people throughout the world who are great at solving fascinating mysteries through quantum physics.

If you and I go down the list of difficult tasks like tying shoes, riding a bicycle or learning a new language, it will become apparent that

4 Important Steps to Avoid Failure

While temporary failure has its benefits, permanent failure can be devastating. Therefore, it is imperative to be able to learn lessons from temporary set backs and avoid permanent failure. To do that, you have to be clear about what you want to accomplish in your life, have a strategy/plan to achieve it, train and prepare yourself for success, and take effective action. Without those 4 steps, you are

How Do You Stretch Your Thinking?

“If you make people think they're thinking, they'll love you; But if you really make them think, they'll hate you.” ― Don Marquis

For those of you who are surrounded by people who are determined to make you really think, it is easy to blame them for the aftermath of thinking. When you really think, it can be a problem. Why? Authentic thinking is often followed by

The 5 Toughest Lessons I Learned As A CEO

By Richard Goeglein, Chairman of Pinnacle Entertainment and Former CEO of Harrah’s Hotels & Casinos 
  

Some 15 years ago I became CEO and 5% owner of a start-up Company with the purpose to develop a major Resort. It was a development which I had pursued previously -- in fact, 2 different times. I believed passionately in the concept, market, and specific location.

We raised over $850 million - $630 million debt, $250 million of equity with location/ land at over $100 million -- give or take, a $1 billion dollar development. While it was a lot of money, several participants believed

Max Pine Bio

Max Pine's career has focused on several key segments of the restaurant industry. 

 After leaving the CEO Position at Restaurant Associates, Pine founded Aries Associates, a consulting firm that provides strategic advice to CEO’s and  private equity investors on restaurant chain investments. In addition to numerous domestic assignments, Pine has consulted on restaurant businesses in England,

The 28 Most Valuable Lessons I Learned As a CEO

By Max Pine, Former CEO of Restaurant Associates, Inc.
  

As a CEO…

1. Decide whether you want to be a creative leader who takes some calculated risks or a manager who maintains the status quo. Once you decide that, don’t allow your organization to be diverted by any undertaking that is foreign to their expertise or that will not further the mission of the business. Stay focused!

2. Make short notes on the

Private Breakfast with Henry Kravis

Board of Veteran CEOs

Breakfast Forum

A Conversation with Henry Kravis

The Board of Veteran CEOs will host an intimate Breakfast Forum featuring private equity pioneer Henry Kravis, co- founder and co-CEO of the leading global investment firm Kolhberg Kravis Roberts. Richard Goeglein, the current chairman of Pinnacle Entertainment and a titan of the gaming industry, will moderate a candid discussion at this exclusive gathering of CEOs. Mr. Goeglein and Mr. Kravis will engage the audience in a lively conversation about opportunities and challenges currently facing CEOs. The discussion will include:

␣␣ Global economic issues, with views on Europe, Asia, emerging markets, and the importance of geopolitical analysis and trends

␣␣ U.S. economic issues, including views on remaining competitive, the role of credit and M&A markets, and dealing with government uncertainty

␣␣ Challenges facing CEOs today, with perspectives from KKR portfolio companies, the importance of innovation, culture, and communication, and views on public versus private company structures

␣␣ Keys to success for current business leaders, including building a strong team, understanding your strengths and weaknesses, doing business with those you like and trust, and being a leader both in and out of the office

Location

Yale Club of New York City

50 Vanderbilt Avenue New York, NY

Date and Time

Tuesday, November 5, 2013

8:00 am to 10:00 am

Agenda

8:00 – 8:30 am Registration

8:30 – 8:45 am Welcome & Introductory Remarks

8:45 – 9:30 am Breakfast and Program

9:30 – 10:00 am Q&A

RSVP

Registration Welcome & Introductory Remarks Breakfast and Program Q&A

To RSVP, please contact Ted Santos at 888.471.3660 or at tsantos@turnaroundip.com. 

Sponsored by:

About The Board of Veteran CEOs

The Board of Veteran CEOs was created to serve as a confidant to CEOs of midsize to large companies. The resource we provide is exclusive access to retired CEOs who have walked in your shoes and grown their enterprise to Fortune 1,000 status and beyond. Some of the retired CEOs who serve as Advisory Members have led companies like Dun & Bradstreet, Ben & Jerry’s, Max Factor, and Harrah’s Hotel & Casinos. In addition, some of our Advisory Members are current CEOs of Fortune 500s, including companies such as NCR and AC Nielsen. Access to the Advisory Members takes the form of roundtable discussions, one-on-one telephone conversations, and private face-to-face meetings. The roundtable discussions occur every other month. They are held over a two- hour breakfast between an intimate group of 6-8 sitting CEOs and 1-2 Advisory Members. Participation in these meetings requires a personal invitation - no exceptions.

About Akerman

Akerman is a leading transactions and trial law firm known for its core strengths in middle market M&A, within the financial services and real estate industries, and for a diverse Latin America practice. With more than 550 lawyers and government affairs professionals and a network of 19 offices, we are ranked among the top 100 law firms in the U.S. by The National Law Journal NLJ 350 (2013). We are intensely focused on innovating pragmatic, customized solutions to our clients’ most complex legal challenges.

3 Good Things About Failure

When we think of failure, we believe there is something wrong. Therefore, it is the word and situation we avoid at all costs. Some of us will lie, cheat and steal to avoid failure. Yet, in many cases, failure can

Legendary KKR CEO Will Speak to CEOs Over Breakfast

Henry Kravis of KKR to Keynote The Board of Veteran CEOs Breakfast Forum

Moderated by Chairman of Pinnacle Entertainment Inc. Richard Goeglein

Exclusive Gathering for Veteran and Sitting CEOs Hosted by Law Firm Akerman Senterfitt

NEW YORK – October 7, 2013 —The Board of Veteran CEOs, a leading organization for information exchanges, partnerships and networking among CEOs of midsize to large companies, today announced a Breakfast Forum featuring private equity pioneer Henry Kravis, Co-Founder and Co-CEO of Kohlberg Kravis Roberts, a leading global investment firm. Former CEOs of Fortune 1000s and

Top 3 Ways to Lead a Multi Generational Organization

By Richard Goeglein

Chairman of Pinnacle Entertainment, Inc. & 

Former CEO of Harrah's Hotels & Casinos

The rapid advancement of technology coupled with the major shift in demographics of the general work force will test business as never before. As Boomers retire and the Gen X, Y (20’ thru 40’s) becomes the dominant employee base, the skills to lead will require a leader who is able to adopt new ways of thinking and transform the way he or she sees the world.

There is already a significant change in the way in which major segments of the population relate and communicate.

This is also the case within most organizations – the way individuals

Richard Goeglein Bio

Mr. Richard Goeglein is a seasoned business executive who has led high-growth billion-dollar companies through mergers, acquisitions and divestitures. Along with his extensive experience in the US casino and hospitality industries, he has also worked internationally in consumer services and products sectors.

He is currently Chairman of the Board,

Who’s the Next Microsoft CEO?

Over more than 35 years, Microsoft has had 2 CEOs – Bill Gates and Steve Ballmer. With Steve Ballmer’s retirement announcement, Microsoft is preparing for CEO number 3. The whole world is watching to see who that will be. As it stands, it appears it will be someone from the outside.

Tony Bates, CEO of Skype was a contender, especially since Microsoft bought Skype.  Bates now has a sense of the company culture and vision.  However, he has been removed from the list. There is concern that he has not run a large public company. And he was CEO of Skype for one year.

Stephen Elop, CEO of Nokia is another top contender, especially since Microsoft bought Nokia’s phone business.  At the same time, there is concern about his unimpressive performance while running Nokia. 

At the top of the list is

How to Think About CEO Succession Planning

By Bob Weissman
Former Chairman & CEO of Dun & Bradstreet

The overriding mandate for every Board of Directors is simply this:  Act so as to ensure the continuing success of the institution.  And, as we consider the components of a Board’s responsibility for achieving this end, the job of building a robust management succession process is perhaps the most important.

In a well-managed company there will be many competent executives who ought to be in the pool of potential successors to the CEO.

But we also know that we live in an