Executive Leadership

It took fewer than 60 days for Mary Barra, the new CEO of General Motors, to face a crisis.

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While he contests his recent firing for misconduct, American Apparel’s ex-CEO Dov Charney has acquired millions more shares of the company, increasing his holdings in the retailer to 43 percent.

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Hold your ego in check … Help employees like Lorne Michaels does … Focus rather than going too wide.

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Whatever game they’re in, leaders become targets. For Bobby Orr, one of the greatest hockey players ever, that meant opponents worked harder to stop him as he gained success.

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What is the biggest error leaders make? Thinking they know the answers when they don’t.

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After graduating college, Mark Cuban got a job at Mellon Bank. His youthful energy led him to think like an entrepreneur—and that landed him in trouble with higher-ups …

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Responding to a crisis tests a leader’s fortitude. Your ability to reassure employees and help them cope with fear and uncertainty can solidify your standing.

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After co-founding an investment firm in 1971 and growing it into a $2 trillion giant, Bill Gross gained immense pride in his ability. But the co-chief investment officer of Pimco let his head get too big.

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Wary of the power of social media as an outlet for public criticism, savvy leaders are trying to pre-empt negative buzz through careful preparation.

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Can a company grow too big to ­manage? Based in India, Tata Consultancy Services has about 285,000 employees and $11.6 billion in annual revenue. Its CEO, Natarajan Chandra­­sekaran, faces a daunting challenge: main­­tain­­ing the firm’s fast growth without letting it balloon into a bloated mess.

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