Executive Leadership

When David Cote became Honeywell’s CEO in 2002, it was in disarray. And so he listed 12 behaviors that he wanted everyone to follow. He felt that unifying the company around the be­­haviors would work better than articulating vague, hard-to-measure values.

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After years of steep losses, Thomas Cook Group earned a profit with Harriet Green at the helm. When she became the struggling British travel company’s CEO in July 2012, it was burning through cash. Her turnaround strategy: Make decisive decisions, quickly.

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To gather market intelligence and grapple with your industry’s ever-changing competitive landscape, you can’t sit at your desk. You need to expand your network and keep probing to learn more from others.

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When you’re climbing the corporate ladder, you may model yourself on your superior. But sometimes it’s better to stay true to yourself—even if that means developing a distinctly different style.

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In fielding highly charged emotional statements, your first goal is understanding and clarification. Your second is conveying that you care.

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Sony once demonstrated the wrong way to handle a crisis.

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After three years as head writer for Saturday Night Live, Adam McKay was ready to quit in 2000. But before leaving SNL, McKay took his agent’s advice and ap­­proached Lorne Michaels with a series of de­­mands he’d need fulfilled to stay put. Employing the “least-interest” principle worked for him beautifully.

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As leaders in most any line of work will tell you, becoming a leader is mainly about what’s in your head, not in your physical prowess or material advantages. Mariano Rivera is a good example.

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Would-be leaders can limit their effectiveness by clinging to self-defeating actions and attitudes. In your rush to succeed, it’s easy to overreach and alienate potential allies. Avoid these four common traps to strengthen your ability to lead over the long term.

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Annual reviews have been drawing fire lately. Here’s how to make them better.

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