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Executive Leadership

Screening out job candidates who look tipsy on Facebook may seem obvious, but there are pitfalls to this approach.

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There’s no guidebook for CEOs. Succeeding as the head honcho requires the ability to set clear priorities and take bold action. To evaluate chief executives, Andre­­es­­sen Horowitz—a venture capital firm in California’s Silicon Valley—asks three questions.

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Amazon CEO Jeff Bezos introduced an unusual “Employee Empowerment” strategy in a letter to shareholders recently, one he attributed to Zappos, the shoe company.

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Seth Bannon is a connected kind of guy, and it shocked him that the technology used to organize people and raise money is so awful. So, following a now-familiar path, Bannon dropped out of Harvard to start Amicus, a company to overhaul tech tools for nonprofits.

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In 2000, Robin Chase founded Zipcar. The car-sharing service was an instant hit; within three months, the firm had 400 members. Chase was about to secure new funding to grow the business when she crunched the numbers and realized her business model was seriously flawed …

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Pierre Omidyar, eBay’s founder, always maintained high standards as a software engineer. But early in his career, he learned that he couldn’t impose his perfectionism on others.

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Most CEOs abide by social norms. Not Tony Hsieh of Zappos.

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To honor your support staff during Administrative Professionals Week (April 20-26), share this handy tool, which, as of year-end, had diverted more than a billion junk emails.

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When you lead town hall meetings and other presentations over the phone, you must find ways to raise employees’ alertness level. But how can you connect with dozens of listeners if you cannot see them?

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According to a paper by researchers at the University of Georgia and Penn State, CEOs matter to their companies to a greater degree than ever before.

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