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Executive Leadership

Time doesn’t organize itself. That’s your job. To squeeze the most out of every minute, scrutinize your workday. Follow these guidelines.

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Leaders don’t shy away from filling a need simply because they don’t know precisely how they’ll do it.  Part of leadership is figuring out how.

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Fewer than 10% of executive leaders are pleased with how they spend their time. The rest fall down in four ways.

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Years ago, Steve McClatchy worked at a company that put him in charge of getting everyone to show up on time for a weekly meeting. His job was to set the agenda, lead the meeting and assign project teams. But there was one problem: Few treated the meetings seriously …

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In 2004, Lego was losing roughly $1 million a day. The once-legendary Danish toy maker was on the brink of collapse. It hired a new CEO, Jorgen Vig Knud­­storp, who quickly drew two conclusions: the company needed to cut costs dramatically and start delivering products that customers actually wanted.

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In 1962, editors at the Bulletin of Atomic Scientists judged that the world was perilously close to a nuclear holocaust. It was at this moment that physicist Freeman Dyson, a visionary in math to medicine, weighed in on bomb shelters …

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Spanish clothing retailer Zara pioneered a model in which functions have become quicker and more centralized, while decision-making happens on the front lines.

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Susan Cameron, CEO of Reynolds American, recognizes that technology is making rapid changes to the cigarette industry.

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Top executives are joining athletes in the quest to ferret out any food allergies that could be sapping their performance.

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Once a year, Yang Yuanqing, CEO of Lenovo, invites his senior executives to his palatial home in a ritzy section of Beijing for a mix of lighthearted fun and dead-serious business. What happens at the place one of his employees calls “a mini-Versailles”?

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