Unless you’ve spent time on the playground lately, or have kids of your own, you may know nothing about the latest schoolyard craze: Silly Bandz. The story of Robert Croak, the man behind them, holds lessons for entrepreneurs in search of the next big thing.
New brain science shows that constant exposure to complaining will reinforce negative thinking and behavior. It’s hard to stay positive in such a toxic environment. Three steps will get you there:
A business blogger received an email with the subject line “Hi Lisa!” The From address said only “Suz.” Normally, she would have sent it to spam, but she opened it and found a note from a client requesting an appointment.
When Yahoo co-founder Jerry Yang hired Terry Semel in 2001 to rescue his web portal, eyebrows arched. Semel had barely used a computer. What he had done was prove himself as a dealmaker and people person. Semel even claimed his lack of technical knowledge was good because it made him a “typical user.”
“Great leadership is not a solo act. It’s a group performance. You need to connect through the heart to lead effectively,” says Robert Vanourek, chairman emeritus of the Vail Leadership Institute and co-author of Triple Crown Leadership.
The best way to brace for a media interview is to simulate the real thing. It’s often agonizing, but it’s worth it.
Chief Executive magazine recently completed its annual survey of CEO and senior executive compensation in private companies, based on responses from 1,100 private companies. Some research highlights:
In 1940, Britain was on the verge of surrender. Winston Churchill exhorted the public to stay the course. “It is in adversity that British qualities shine the brightest.”
After flying 61 combat missions in World War II and winning military honors, Robert McDermott didn’t bask in the glow of his military heroics. Instead, he helped build the Air Force Academy into a model of military education and then shifted to the private sector to become CEO of USAA.
Crocs, a global apparel and accessories company that began as a shoemaker, has grown quickly in recent years. Why? “We’ve become an $850 million global business by putting our customers first,” says John McCarvel, president and chief executive.