After graduating college, Mark Cuban got a job at Mellon Bank. His youthful energy led him to think like an entrepreneur—and that landed him in trouble with higher-ups …
Here’s one of the most important questions a leader must ask: How do we do business? It’s critical to establish the values and ethics that undergird any organization.
In November 1942, Col. Curtis LeMay delivered a briefing to his World War II bomber pilots. He told them they would fly directly toward the target, maximizing the risk of German anti-aircraft fire. LeMay revealed that he would fly the lead bomber, and his willingness to make himself a focal point for enemy fire inspired the squadron.
Professional branding through social media is becoming more effective. Once you get it rolling, here’s how to keep your branding tight in 15 minutes a day.
Peter Aceto, CEO of ING Direct Canada, has plunged into the world of social media. He uses Twitter to forge relationships with consumers and build the ING brand. Follow his lead in doing social media with three simple guidelines.
Terry Jones, founder of Travelocity, once squandered $1 million of the company’s money on a dud project. He assumed his boss would scold him—or worse—for wasting precious funds. Instead, his boss asked, “Well, Terry, what did you learn?”
Frank Lloyd Wright, the famous architect, did not endear himself to his team. In the half-century since his death in 1959, many experts have reflected on his inability to lead others.
Sometimes, being a leader means being the only doctor in a town of 3,400 in rural Georgia. That’s how it is for Howard McMahan, M.D., who’s been seeing the same patients for more than 20 years, but for whom life would be easier if he closed his practice and took a job at a regional medical center 30 miles away. Still, he stays.
The statistics most often used to evaluate performance, such as sales, may have only a flimsy connection to true success. More useful statistics persist over time and show cause and effect. Choosing the right metrics is a four-step process.
Exceptional leaders typically have no clue what their “genius” is. They can’t put their finger on what happens when they’re at their best.