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Dharmesh  Shah

Great article.

It would be interesting to hear your thoughts on what "symptoms" or patterns might help a board determine when there might be trouble brewing.

Mark Kingdon

Howard, this is a great article. When a CEO is turning around a company, or repositioning it in a significant way, the very point of highest discomfort is when the CEO is actually making progress and instituting real change. Its a hard call for the board to make but often deciding to do nothing (i.e., not make a change) is the best decision.

Jon Beverley

Howard, great post, and having been in one of the situations described (as you may recall!), recognise both sides. However, the pain of "receiving" a CEO who has difficult decisions to make and major change to institute is much more easily managed in comparison to the pain of remaining under a CEO who remains in the job too long, and is making all the wrong moves. The former is survivable, and so long as the team are not sabotaging *everything*, the business does at least move forward. The latter situation calls for more deft handling, and more often than not, the business fundamentally suffers. Several years on, and as a turnaround CEO myself down here in NZ, I'm *acutely* aware of these issues, and would prefer to leave a role too early than too late.


This man is an imbecile wohtry of the hatred and contempt posted by many people in response to this video. Mr Donahoe, Your policy changes have just given 1500 of your employees all the time in the world to go vote. Your policy changes have given thousands of sellers all the time in the world to vote. You have single handedly destroyed one of the great successes of the dotcom era and thousands of lives who depended on it for their livelihood. You sir, are a colossal failure

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