Today, he incubates start-up technology firms as a “virtual CEO,” meaning he helps run four or five companies at a time, taking equity instead of pay. In his new book, The Monk and the Riddle (Harvard Business School Press, 2000), he discusses his principles of .
WS: How do you swoop into companies and manage employees effectively? Is it tougher because you’re an outsider?
Komisar: I rely on relationship power, not traditional position power that comes from my title or a big office or other CEO trappings. I find that building relationships with people and inspiring them is the key to my leadership. That’s how I thi...(register to read more)
- Play it straight: When employee's complaints become irrational, stick with sound procedures
- Want to get bosses' attention on bias problems? Remind them they can be held personally liable
- Don't accept 401(k) fees; renegotiate annually
- Invest in understanding the finances
- A step back can propel you forward