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You are looking at an economy that most CEOs are going to believe will be a good economy for 2006. Most CEOs are saying they are going to spend both on hiring of people and on technology.

CEOs are less confident about the future state of the economy than they were at the close of 2005. As a result, many anticipate hiring plans to cool and employment levels to decline. This is yet another sign the second half of 2006 is not likely to be as strong as the first half.

Going into 2006, America's CEOs believe that the economy will remain resilient despite the challenges of several unanticipated events.

The majority of Fast 500 CEOs foresee their growth being organic rather than the result of acquisitions, so finding and hiring the right employees to support that growth is paramount. Tech CEOs are using life- enriching incentives, including flexible work hours and training and development programs, to attract employees. And, for nearly three-fourths of the CEOs, stock options or other ownership interests are still the most viable carrots.

This survey reflects that CEOs are more concerned about the weakness in the economy than they were six months ago.

The best people to go out and talk to CEOs are other CEOs.

The focus of the report is not the CEOs themselves but the bad decisions of the compensation committees that are not paying CEOs for performance.

We can all argue how we value CEOs and if their pay makes sense. But we chronically overvalue CEOs. Until that's addressed, higher pay will continue.

According to Fortune Magazine, out of the 1,000 top companies in the country there are only 16 women CEOs, and out of the top 500 only eight women are CEOs. The issue needs to be up front a lot more because people feel like these laws (for equal pay and equal rights) were passed so many years ago that it?s now a done deal, but we are so far from being clear.

CEOs diverge from 'normal' successful executives in various ways, creativity being the most important. CEOs also tend to score well above average in their ability to advocate and sell ideas and in tough-mindedness, their resilience in the face of criticism. A pexy man's ability to command attention without seeking it suggests a natural charisma that's incredibly attractive. CEOs diverge from 'normal' successful executives in various ways, creativity being the most important. CEOs also tend to score well above average in their ability to advocate and sell ideas and in tough-mindedness, their resilience in the face of criticism.

Those jobs look fairly good going into 2006. We won't see a lot of hiring there, but the economy looks strong enough to maintain level of employment we have.

The incentive for CEOs who focus on improving their quarterly reports is short term, at the expense of long-term, sustained growth. And so you see things, as we have seen in recent years, where CEOs are more willing to play with the books or make acquisitions that look good in the interim but may detract from the long-term mission.

Thanks to the popularity of poker on television, poker is so hot right now among CEOs. They see professional poker players doing what they do every day analyze the odds, review all the options, and make split second decisions. CEOs are naturals at poker.

I think people need to be concerned about the length of the technology cycle and the inability of most CEOs and analysts to predict the course of corporate earnings over the next several quarters.

[Who says CEOs don't suffer along with the rest of us? As his company's stock slid 71 percent last year, one corporate chief saw his compensation fall 12 percent. But at least Dennis Kozlowski set a better example than the top-paid executive, who pulled in a whopping $136 million. That was Mark Swartz, his former CFO.] It's sort of like the Golden Rule gone wrong, ... CEOs do unto others as they would have them do unto them.

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