Executive Leadership

Unlike most of his peers, ­CEO Jeff Stibel decided to memorialize his failures in writing—and in doing so, learned valuable lessons.

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General Mills recently backtracked on wording it had added to its website that led many consumers to believe that by engaging in such routine acts as downloading coupons or engaging in the food giant’s online communities, they were waiving their right to ever sue the company.

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Eric Ryan and Adam Lowry grew up six blocks apart near Detroit. Still, it took them years to launch green soap company Method.

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By focusing on each person’s performance as it related to a scorecard of desired results, North Carolina firm Bob Barker Co. enabled employees to increase their compensation by working harder and smarter. It also motivated everyone to contribute to the firm’s profitability.

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Some entrepreneurs love to launch businesses, but they lack interest in managing growing enterprises. Tom Gegax made the successful transition from startup bootstrapper to business builder.

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Stanford business professor Jeffrey Pfeffer looked at the research on power. Then he zeroed in on elements the powerful possess.

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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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