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C-Suite Network Chairman & Founder, Jeffrey Hayzlett, Appoints Tricia Benn as Chief Executive Officer New CEO to Drive Disruption with ‘Executive Community Ecosystem’

MIAMI, FL – March 3, 2023 – Jeffrey Hayzlett, chairman and founder of C-Suite Network, former Fortune 100 Global CMO, appoints Tricia Benn as Chief Executive Officer. Benn replaces Jeffrey Hayzlett as the company’s CEO and will continue serving as Chairman, ushering in the “Executive Community Ecosystem” of the C-Suite Network, disrupting the current model of executive networking and delivering a digital platform that accelerates business success.

There are significant changes taking place in today’s business environment, that require all businesses to embrace new technologies, displacing old models and ushering businesses into the digital and hybrid era. This platform brings together all key components — community, content, counsel, and commerce – necessary for any business to succeed in a fully digitized and hybrid business world.

The implementation of the “Executive Community Ecosystem” of C-Suite Network ensures that purpose-driven business leaders around the globe gain access to the financial, social, technical, and operational tools necessary to deliver profitable and scalable growth and drive real and meaningful impact to their communities.

As CEO, Tricia Benn will be responsible for leading the development and implementation of the C-Suite Network’s new “Executive Community Ecosystem” platform and working closely with Hayzlett to see that success through the thousands of C-Suite Network leaders, to millions of executives that encompass their monthly reach.

Hayzlett appointed Benn to continue to lead on hyper-scaling the network, to continue disrupting traditional approaches to executive networking, and measurable monetization for its members.

“Old school, hand-to-hand business card swap isn’t enough to deliver business success in today’s fast-paced digital world,” said Hayzlett. He continued, “Our model, which we believe will become an indispensable requirement for sustainable and profitable growth among all purpose-driven business leaders. We are committed to building the C-Suite Network platform to create efficiencies that deliver growth in the digital and virtual era.”

Before her appointment as Chief Executive Officer, Benn served as the Chief Community Officer of C-Suite Network, and has been transitioning into the new role and responsibilities over the course of the past two years.

With her extensive experience in building and scaling businesses, Benn is uniquely positioned to drive disruption in the traditional approaches to executive networking and ensure measurable monetization for the network’s members. Under her leadership, the C-Suite Network is poised to continue delivering on its promise of accelerated success, profitable growth, and meaningful positive impact for purpose-driven business leaders around the world.

“Having worked with some of the most successful leaders in every industry and sector over the course of my career, and with chairman and founder Jeffrey Hayzlett for the past decade, I am honored to assume the role of CEO. I am committed to continuing to build on the C-Suite Network brand promise of accelerated success for great business leaders through our platform of community, content, counsel, and commerce. We are upleveling our commitment to inspiring, educating, and providing the tools needed to succeed for mission-driven business leaders in North America and around the world. Business success now through is about delivering against efficiencies of scale,” said Benn.

Benn offers a 25-year track record of industry disruption, building and scaling businesses, and consulting to thousands of top-level executives, business owners, influencers, government, and not-for-profit organizations.  In addition to sitting on multiple business, associations and not-for-profit boards, she served as a senior executive for three enterprise-level organizations in market research, telecommunications, media, marketing, and advertising. As a Global Chief Marketing & Strategy Officer and U.S. Managing Director within a $3 billion global holding company, Benn’s leadership in these roles drove double digit growth year-over-year and new contracts with some of the most important impact players in the world.

The C-Suite Network is comprised of executives, owners, investors, and influencers and backed by technology with a strong foundation in values-based leadership and an abundance approach that delivers accelerated success.

 

For additional information about the C-Suite Network, https://c-suitenetwork.com/.

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About Jeffrey Hayzlett

 

Jeffrey Hayzlett is one of the most compelling figures in business today and Hall of Fame keynote speaker. Former Fortune 100 CMO, Primetime TV and Radio Host, Jeffrey Hayzlett brings lessons from the highest levels of the C-Suite to stages, podcasts, and screens sharing the biggest strategies, advice, and stories from influential business leaders. Jeffrey is a leading business expert, cited in Forbes, SUCCESS, Mashable, Marketing Week and Chief Executive, among many others. He shares his executive insight and commentary on television networks like Bloomberg, MSNBC, Fox Business, and C-Suite TV. Hayzlett is a former Bloomberg contributing editor and primetime host and appeared as a guest celebrity judge on NBC’s Celebrity Apprentice with Donald Trump for three seasons. He is a turnaround architect of the highest order, a maverick marketer and C-Suite executive who delivers scalable campaigns, embraces traditional modes of customer engagement, and possesses a remarkable cachet of mentorship, corporate governance, and brand building.

 

About C-Suite Network

 

C-Suite Network is the world’s most trusted network of C-Suite leaders, with a focus on providing growth, development, and networking opportunities for business executives with titles of vice president and above, owners, investors and influencers with what they need to achieve professional success.

C-Suite Network offers invitation-only events as well as custom-tailored content through all its entities: C-Suite TV, C-Suite Radio, C-Suite Book Club, and C-Suite Network Advisors™. Learn more at www.c-suitenetwork.com, or connect on LinkedIn, Twitter and Facebook.

Categories
Entrepreneurship Growth Personal Development

Lost That Lovin’ Feelin’ For Business Or Career?

“You’re trying hard not to show it.
But baby, baby I know it. You lost that lovin’ feelin’.
Whoa that lovin’ feelin’. You’ve lost that lovin’ feelin’,
Now it’s gone, gone, gone whoao- hoh.”

You know the song, “You’ve Lost That Lovin’ Feelin” performed by the Righteous Brothers and immortalized in the movie “Top Gun” where Tom Cruise sings it to woo Kelly McGillis. You’re probably humming the tune right now.

Lately, have you been finding it difficult to feel the love about your coaching or consulting business or career? “Love,” you say? “Well, I love my spouse, my kids, my favorite sports teams, French vanilla ice cream, but love my business? I am way too busy to love my business. I’ve got emails to answer!”

Loving your business and the work you do is the most important strategic advantage in business today. When people love their work, they are inspired, passionate and committed to excellence. In spite of a turbulent economy, employee and employer dissatisfaction is commonplace. We have all read the studies that less than half of the global workforce feels valued by their employer and a large percentage of employees intend to look for a new job within a year. These people at all levels of an organization dread going to work, are resigned that nothing will change and are livin’ for the weekend. If this describes you or a client of yours, it is possible to start feelin’ the love again and recapture the excitement in your business and career.

Your “Love Your Business Challenge” to feel the love is a three-step process:

Step 1: Take a trip down memory lane and remember when you first loved your work. You felt motivated and excited about going to work. Somewhere along the way, you started pressing the snooze button. Think back to the times when you were bright-eyed and enthusiastic about the massive learning curve that consumed you. Recall when you spent hours immersed in creating a new process or product and not even realized it; when you were energetic, passionate and having fun using your natural strengths and talents.
Remember the first days at your business and how much you enjoyed your clients or coworkers before you had them all “figured out.” You were naturally engaged in conversations about the limitless possibilities of your work, the team’s creative capacities and the company’s future. As corny as it sounds, love was present and palpable.
Write down your loving recollections, feelings and experiences. Remember the old saying, “A short pencil is better than a long memory!”

Step 2: Admit it. Like the song says, “You’ve lost that lovin’ feeling.”
Acknowledge what you’re feeling and do an analysis of where or when this happened. Were you ever tempted to chuck it all and start over in a new business or another company? Take a long, hard and honest look at the decisions you made then about your business, career, clients, co-workers and partners and your future career path. Who was wrong or right in the process (yourself included)? Are you holding on to old beliefs or behaviors that are no longer serving you?

Step 3: Change yourself and your circumstances will change. Begin to think and act as though you actually LOVE your business and career. Behave like a person deep in the throes of passion, follow the love in your business. Give up any resentments, disappointments, hopes or promises about how it was “supposed” to be?
Short pencil in hand; list what you are willing to start/stop/continue doing in order to get the love back again. Make the tough decisions; fire the clients that you are tolerating and don’t love. Leave the job you aren’t lovin’ or courageously reinvent the career that you have written off.
When love is present, there is compassion, forgiveness, appreciation and action. Finding renewed purpose and commitment will widen your view about your work and make a positive impact on your company, community, nation and the world. Yes, the world.

Create an environment that will support you in bringing the excitement back. Engage your mind, body, soul and feet; get moving and take action. Actively seek out com­ munities of other business lovers. Watch out for the naysayers, cynics, doomsayers and the people that are “just getting by” in their professional lives. Study the most successful organizations and people in and out of your industry and see how they love the work they are doing. Construct a new Business Love Manifesto to declare your love to your employees, partners, clients and prospects. Remember that new eyes, ears and moving feet will guide you to new opportunities.

Declare your Business Love Woman or Manifesto and share your experiences of renewed love, passion, admiration, puppy love about your business and career.
The positive effects of loving your business will transform the way you approach your daily living and the results you enjoy. My clients report that when they are more loving at work, they naturally have a more loving and rewarding family life.

Loving the work you do and being proud about the contributions you make will transform your life and your business. By engaging in the Love Your Business Challenge, you will create new and rewarding opportunities and have more fun along the way!

About:
Kathleen Caldwell is CEO of Caldwell Consulting Group, founder of the Women’s Success Accelerator ™ and C-Suite Network’s Women’s Coaching & Consulting Council. Kathleen is the author of the soon to be released book, “Success Mindpower: Use Your Powerful Mind To Play And Win YOUR Game Of Success.”

Ms. Caldwell is a philanthropist, credentialed success coach, professional speaker and author who has mentored and advised thousands of entrepreneurs, executives, leaders and business teams around the world to greater success and profitability.

Kathleen has received numerous awards and honors including the designation of “Woman of Distinction” and “Influential Woman in Business” and was recently honored as a GEM – Generous, Enthusiastic and Motivated leader in her community.

Awards, aside, Ms. Caldwell is known best as a connector and is excited to share her alliances and new business strategies to support leaders and organizations in their business and career success.
In her spare time, Kathleen is a certified Zumba instructor, health coach, and success hypnotherapist and has a passion for international travel and ballroom dancing with her sweetheart and husband, Michael.

Categories
Growth Personal Development

Ushering in the Future 500 – White Paper

Greetings, C-Suite members.

Exciting news! Navalent, producer of inventive and gainful business, has collaborated with us and published a white paper for c-level leaders on helpful, groundbreaking research on leadership. The truly innovative logic behind the brand is revealed in this publication, entitled: Ushering in the Future 500: How Mid-cap Executives are helping their Organizations Build for Sustainable Growth and Win.

An exciting opportunity for growth is plentiful within mid-cap companies, but oftentimes leaders find themselves constricted by their work environments. The potential for balance within pattern shifts is revealed within Navelent’s publication. Organizational and strategic patterns are investigated and specifically assessed.

The downloadable white paper is available to our C-Level leaders. Please find the offer through this unique link: Download Here

Categories
Growth Leadership Personal Development

How Great Executives Avoid Common Rookie Missteps

Nobody’s shocked when someone who’s an obvious idiot flames out in a job they were never cut out for.  But more than 50% of executives still fail within the first 18 months of their appointment to a higher altitude – and many of them are the good ones.  What accounts for so many promising young executives reaching broader assignments and stumbling once there?

Ten years of research, more than 2700 interviews and surveys have revealed consistent patterns of tripwires that cause even the best to fall.   Here are four common traps well-intended executives unwittingly step into. 

The mandate bait  Many executives arrive with a perceived mandate to repeat past success –“you’ve turned around situations like this before and that’s what we need.”  Instead of looking realistically at the current situation, executives reach back to their bag of tricks that “worked before” and begin slapping those formulas on the new  environment without contextualization.  Organ rejection sets in as the leader’s diagnosis turns into an indictment of the culture’s inadequacies. The organization more firmly resists, resenting the executive’s ignorance of what will and won’t work.  Avoiding this trap requires deep knowledge of context – reading it and adapting to it.  Hit the ground learning, not running.

Stakeholder blindness  Deep relationships with new peers, sometimes former bosses, new direct reports, sometimes previous peers, and new bosses, are most critical at the highest levels of organizations.   But given that most rising executives distinguish themselves through individualism, they painfully underestimate how much they need others when they get to the top.  Forming mutual partnerships with those who most hold the keys to your success, and whose success you can influence, is critical.  Connections formed with deep trust, investment, and openness are the best guardian against this trap.  To transform an organization, you have to let it transform you.

Altitude distortions  How your messages are received, and how messages arrive to you, change dramatically when you near the organization’s top.   Assume you now have a megaphone strapped to you 24/7.  Everything you say and do is amplified and open to interpretations far from your intentions.   Similarly, information you get is now sifted.  People sanitize data and tell you what they think you want to hear.  Unable to adapt to these distortions, many executives regain their footing by reverting to the more tangible, less ambiguous work from their old job.  Executive breadth is the requirement for avoiding this trap – having the broadest possible knowledge of your organization, how its pieces fit together, especially of how to bridge the organization’s seams where conflicts are intensified.  Broader perspectives that add value lower level leaders can’t, helps new executives confidently orient to realities of higher altitudes.  Rise above the fray, and stay there.

Power failure  Most executives struggle with the larger sphere of positional, informational and relational power afforded them by bigger jobs.  While tabloids are filled with leaders who abuse that power with indulgent self-interest, the more common power failure is abdication.  Executives are so fearful of wielding power that they avoid using it, especially when the risks seem high.  Indecisiveness, accommodating mediocre performance, co-dependent relationships with others to hide behind, and irresponsible uses of confidential information are just some of the symptoms of a leader who has abdicated their power.  Self-protection, not self-service, is often the driver behind such fearful leaders.  What they fail to grasp is the importance of the larger good their power is intended to serve.  At the top of the organization, your ability to right injustices, allocate resources fairly, provide access to opportunity, focus people on limited priorities, and invest in promising talent are all the privileges that accompany power, and failure to exercise it is as much an abuse of the  privilege as exploiting it for personal gain.  Embracing the importance of executive choice is the custodian against power failure.   Constructing choices with data, appropriate inclusion of others, clear values, and full appreciation of painful trade-offs is an executive’s privileged prerogative.   Executive power is intended to serve others, not hide behind.

Landmines in the field of executive leadership are plentiful, but no need to go tap-dancing in those fields unprepared.  Translate your noble intentions into success by thoughtfully preparing yourself for the realities of executive leadership and beat the odds against failure. 

Categories
Growth Personal Development

"Ushering in the Future 500" – White Paper

 

Screen Shot 2015-09-23 at 11.39.46 AM

Greetings, C-Suite members.

Exciting news! Navalent, producer of inventive and gainful business, has collaborated with us and published a white paper for c-level leaders on helpful, groundbreaking research on leadership. The truly innovative logic behind the brand is revealed in this publication, entitled: Ushering in the Future 500: How Mid-cap Executives are helping their Organizations Build for Sustainable Growth and Win.

An exciting opportunity for growth is plentiful within mid-cap companies, but oftentimes leaders find themselves constricted by their work environments. The potential for balance within pattern shifts is revealed within Navelent’s publication. Organizational and strategic patterns are investigated and specifically assessed.

The downloadable white paper is available to our C-Level leaders. Please find the offer through this unique link: Download Here

Categories
Growth Leadership Personal Development

How Great Executives Avoid Common Rookie Missteps

Nobody’s shocked when someone who’s an obvious idiot flames out in a job they were never cut out for.  But more than 50% of executives still fail within the first 18 months of their appointment to a higher altitude – and many of them are the good ones.  What accounts for so many promising young executives reaching broader assignments and stumbling once there?

Ten years of research, more than 2700 interviews and surveys have revealed consistent patterns of tripwires that cause even the best to fall.   Here are four common traps well-intended executives unwittingly step into. 

The mandate bait  Many executives arrive with a perceived mandate to repeat past success –“you’ve turned around situations like this before and that’s what we need.”  Instead of looking realistically at the current situation, executives reach back to their bag of tricks that “worked before” and begin slapping those formulas on the new  environment without contextualization.  Organ rejection sets in as the leader’s diagnosis turns into an indictment of the culture’s inadequacies. The organization more firmly resists, resenting the executive’s ignorance of what will and won’t work.  Avoiding this trap requires deep knowledge of context – reading it and adapting to it.  Hit the ground learning, not running.

Stakeholder blindness  Deep relationships with new peers, sometimes former bosses, new direct reports, sometimes previous peers, and new bosses, are most critical at the highest levels of organizations.   But given that most rising executives distinguish themselves through individualism, they painfully underestimate how much they need others when they get to the top.  Forming mutual partnerships with those who most hold the keys to your success, and whose success you can influence, is critical.  Connections formed with deep trust, investment, and openness are the best guardian against this trap.  To transform an organization, you have to let it transform you.

Altitude distortions  How your messages are received, and how messages arrive to you, change dramatically when you near the organization’s top.   Assume you now have a megaphone strapped to you 24/7.  Everything you say and do is amplified and open to interpretations far from your intentions.   Similarly, information you get is now sifted.  People sanitize data and tell you what they think you want to hear.  Unable to adapt to these distortions, many executives regain their footing by reverting to the more tangible, less ambiguous work from their old job.  Executive breadth is the requirement for avoiding this trap – having the broadest possible knowledge of your organization, how its pieces fit together, especially of how to bridge the organization’s seams where conflicts are intensified.  Broader perspectives that add value lower level leaders can’t, helps new executives confidently orient to realities of higher altitudes.  Rise above the fray, and stay there.

Power failure  Most executives struggle with the larger sphere of positional, informational and relational power afforded them by bigger jobs.  While tabloids are filled with leaders who abuse that power with indulgent self-interest, the more common power failure is abdication.  Executives are so fearful of wielding power that they avoid using it, especially when the risks seem high.  Indecisiveness, accommodating mediocre performance, co-dependent relationships with others to hide behind, and irresponsible uses of confidential information are just some of the symptoms of a leader who has abdicated their power.  Self-protection, not self-service, is often the driver behind such fearful leaders.  What they fail to grasp is the importance of the larger good their power is intended to serve.  At the top of the organization, your ability to right injustices, allocate resources fairly, provide access to opportunity, focus people on limited priorities, and invest in promising talent are all the privileges that accompany power, and failure to exercise it is as much an abuse of the  privilege as exploiting it for personal gain.  Embracing the importance of executive choice is the custodian against power failure.   Constructing choices with data, appropriate inclusion of others, clear values, and full appreciation of painful trade-offs is an executive’s privileged prerogative.   Executive power is intended to serve others, not hide behind.

Landmines in the field of executive leadership are plentiful, but no need to go tap-dancing in those fields unprepared.  Translate your noble intentions into success by thoughtfully preparing yourself for the realities of executive leadership and beat the odds against failure. 

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