Anyone working in business communications has been asked at some point to develop key messages or talking points. The problem is depending on who you ask, you might get a different definition of both. But there is a difference.

The COVID-19 pandemic forced us to make changes. From the way we do business, to the way we connect with others and the way we communicate. Virtual meetings make turning your camera on a necessity rather than just an option. And it forced those of us who break into a cold sweat just thinking about public speaking to face our fears. That’s not a bad thing!

A CEO’s job is as difficult as it is important. The high standards and broad expectations of key stakeholders including boards, shareholders, consumers, and employees often create an environment of relentless scrutiny. So what attributes are needed to shape the right culture, set the right strategy, and pull together the right team?

For many executives, the daily professional grind consumes so much of their time and energy, leaving little room for reflection, healing and stress management. In this week’s C-Level column, KeleMarie Lyons shares 10 tips for executives to reduce stress.

Robert Jansen, co-founder and managing director of Bridgewood Advisors, shares seven ideas for increasing a company’s value during the pandemic.

As a business owner, Stephanie “Deena” Findley recognized the key challenge facing her firm: a shortage of competent people in the workforce pipeline.

She took action to resolve the problem by creating the Findley Foundation, a nonprofit organization that proactively helps people become employable.

Christine McMahon provides 10 tips for executives to lead their teams through tumultuous times.

As president of Cousins Subs, Jason Westhoff has one key directive: Turn the CEO’s vision into reality.

Six tips to help executives protect their company by establishing their personal brand as a credible, trustworthy leader.

A company’s executives can be a marketer’s greatest tool for moving the needle on your business objectives. Studies show that when an executive has a strong personal brand, it impacts everything from the company’s ability to recruit and retain talent, to the generation of new business to the company’s market value.

COVID-19 forced many people to become reliant on technology for work, entertainment and keeping in touch with loved ones – both near and far.

Over the past few weeks, Kenneth Munson, CEO of Community Care, Inc., and I exchanged a series of emails and phone calls about the guiding principles of his leadership style in his career of service to the community.

We may be getting tired of the phrase, “the new normal.” But it is apparent that the COVID-19 pandemic is reshaping how we do business, where we do business and with whom we do business.

Join us for a webinar, Friday, June 5 at noon, featuring Timothy R. Sheehy, President of the Metropolitan Milwaukee Association of Commerce, Manfred Elsig, Deputy Managing Director and Professor of International Relations at the World Trade Institute of the University of Bern, Switzerland., and Rick Appleby, Certified Business Coach and Experienced EOS Implementer™ with Strategic Planning Solutions.

Katie Rasoul loves working with leaders. She believes awesome leaders build awesome teams. And that making leaders a little more effective will have a positive impact on people and businesses. After several years in HR and talent development leadership roles in the Milwaukee area, Rasoul decided to strike out on her own and launch her own company, Team Awesome Coaching. Her goal: to focus her energy on what she’s most passionate about – helping leaders grow and hone their ability to apply a lense of humanity and belonging to the decisions they make. For Rasoul, it’s not so much about the goals employers pursue, but rather how they do it. In her view, leaders always need to keep in mind the people who work for them.

Singer/songwriter John Prine was 23 years old and working as a mailman when he wrote that song in 1971. The lyrics reflect an astute sense of empathy for senior citizens by such a young man with his whole life ahead of him.

I’ve been thinking a lot about John Prine and his life’s story lately. As you probably know, Prine recently passed away from complications caused by COVID-19.

The COVID-19 pandemic has stretched and challenged our leaders to manage so much more than just their operations. They have needed to manage emotions on a scale like never before. When employees are dealing with fear, anxiety and other emotions, how do you motivate? How do you possibly deliver even more bad news when they are already feeling so much? And what emotional toll does this take on our leaders?

The coronavirus pandemic has created a new set of challenges for leaders who face growing responsibilities of supporting the safety of staff, protecting the reputation of the company, and shoring up the viability of operations.