Stephen Long, Ph.D

Stephen Long, Ph.D is the founder and president of Motere Consulting, a performance enhancement firm providing management assessment and management development services through his statistically-based predictive model of Human Performance & Leadership he built while serving as the Head of Performance Psychology in the Human Performance Lab at the US Air Force Academy. His clients average 115% improvement in financial performance with a zero failure rate through the application of his model.

Stephen Long, Ph.D is an opinion columnist for the CEOWORLD magazine. You can follow him on Twitter, Facebook, and LinkedIn.

Strategic Insights

PEOPLE WERE SHOCKED THAT BILL BELICHICK CHOSE NORTH CAROLINA. I WASN’T. HERE’S WHY.

Stephen Long, Ph.DStrategic Insights

Question: If your industry's greatest producer or leader is available, could you recruit them? Question: If so, how would your organization’s trajectory be impacted? Notre Dame vs. Ohio State: A Championship Overshadowed by North Carolina’s Bold Move This past week, Notre Dame and Ohio State faced off in the national...

CEO Insider

Blackjack: How The Cost Paradox Impairs Decision-Making

Stephen Long, Ph.DCEO Insider

Before the beginning of every semester during college, a couple of buddies and I would head off to Atlantic City. We were all Delaware football players, and they were on scholarship, but I was a walk-on. However, The Bill Long Scholarship paid the same expenses as a UD athletic scholarship...

Strategic Insights

Psychological Testing: What CEOs Need to Know

Stephen Long, Ph.DStrategic Insights

On a late September morning in 1976, I took my driving test at Rahway State Prison in New Jersey. Yes, the same prison where the Scared Straight documentary was filmed less than two years later I achieved adolescent independence on the road course that sits inside the confines of a...

Strategic Insights

Regrets, I’ve Had a Few. ’Tis the Season for Gratitude.

Stephen Long, Ph.DStrategic Insights

We all have regrets. Things we could’ve done differently. Things we should have not done at all. However, some of us free ourselves from our regrets by turning them into gratitude. Compare your regrets to these whoppers: Atari could’ve bought a 33% ownership stake of Apple for $50K IBM was...

CEO Insider

Resiliency 2.0: Tell Me How Resilient You Are

Stephen Long, Ph.DCEO Insider

The World is a Riskier Place: As the COVID-19 pandemic brought unparalleled disruptions to global, national and local supply chains across nearly every industry, supply chain resilience has catapulted to the top of the C-suite agenda where 93% of CEO’s are rethinking their supply chain operating models to become more...

Boardroom Review

A Priest, a Rabbi and a Minister Walk Into a Bar: Striking the Right Tone Through Humor

Stephen Long, Ph.DBoardroom Review

My wife is probably the smartest, funniest person I know. When people ask me about her, I ask them to think of the smartest girl in their high school class. Then think of the funniest girl in their class. That’s Amy. And she is just the person every office needs...

Boardroom Advisory

Exercising Wisdom in an Era of Ambiguity

Stephen Long, Ph.DBoardroom Advisory

“Wisdom is the power to put our time and our knowledge to the proper use”, said Tom Watson, Sr. the legendary CEO of IBM. However, he was never confronted with a situation quite like business leaders are facing today. Our experience and prior knowledge is rendered useless because today’s challenges...

Executive Agenda

The World Has Changed. Have You?

Stephen Long, Ph.DExecutive Agenda

As the COVID-19 Pandemic spreads into every American community, a leader of a non-profit instructed his people “to act more like a start-up.” Like most non-profits, his organization was conservative and slow moving. However, at a time when the tendency is to be cautious this contrarian leader directed his people...

Strategic Insights C-Suite Intelligence

The Leadership Tax Bigger than EQ. More Important Than IQ.

Stephen Long, Ph.DStrategic Insights C-Suite Intelligence

Picture this: Your last three strategic plans returned only between 60% to 70% of what was expected. You tried improving execution in the first case, but realized your strategy needed to change. Then in the second case you changed the strategy, but found poor execution was to blame. Now, in...

CEOWORLD magazine

Stephen Long, Ph.D

PEOPLE WERE SHOCKED THAT BILL BELICHICK CHOSE NORTH CAROLINA. I WASN’T. HERE’S WHY.

Blackjack: How The Cost Paradox Impairs Decision-Making

Psychological Testing: What CEOs Need to Know

Regrets, I’ve Had a Few. ’Tis the Season for Gratitude.

Resiliency 2.0: Tell Me How Resilient You Are

A Priest, a Rabbi and a Minister Walk Into a Bar: Striking the Right Tone Through Humor

Exercising Wisdom in an Era of Ambiguity

The World Has Changed. Have You?

The Leadership Tax Bigger than EQ. More Important Than IQ.

CEOWORLD magazine

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