Executive Leadership

Leaders often get hit with tough questions. The way in which they respond can either reinforce their trustworthiness or leave others feeling dubious or even suspicious.

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Strong leaders can seem invulnerable. They negotiate from a position of strength and harness the power of their will to conquer challenge after challenge. Yet they face fears like anyone else. Just ask Jia Jiang.

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As organizations’ tangible assets vaporize into the cloud, it’s a good idea to think about how you manage data.

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Caroline Arnold wanted to improve her work habits. Like many hard-charging executives, she set a lofty goal to be­­come more organized. But like many of her previous resolutions, this one fizzled. So Arnold, a managing director at Goldman Sachs, decided to scale down her ambitions …

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The next time you’re leading a meeting or giving a speech, turn your audience into participants. Let them steer the discussion in the direction they want to go.

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Obviously, you need skills to be creative, and you need self-discipline to push ahead. But what sets apart creative geniuses?

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What happened when one executive dared to crowdsource the solution to a business problem? Resentment among the staff—and an actual solution.

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While it’s often tempting to instinctively defend your manager, that’s a risky gamble. Misplaced loyalty can get you into trouble.

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If someone doesn’t mirror your preferred communication style, it’s tempting to label that person a poor listener. You may look for ways to avoid working with that individual. Yet in many cases, two people with mismatched personalities can still collaborate well. Jessie Kahnweiler learned that lesson.

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Everyone thought he was crazy. In 1984, Phil Knight took a huge risk by spending heavily on an endorsement deal with a then-unknown college basketball star. But Knight, who co-founded Nike in 1971, sensed the charisma of a star-in-the-making and jumped at the chance to sign him.

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