Executive Leadership

Heed AFLAC CEO Daniel Amos, who credits his success to a very simple philosophy:

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Grow as a leader by remembering that alibis are justifications you give yourself for failing to act on important issues.

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 Whenever you can, build immortal works.

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Polish your reputation as a big-picture person by breaking your responses to questions into distinct sections

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Find up-and-comers to groom by doing what Tyson Foods CEO John Tyson does:

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Identify go-getters by asking: “What kind of project excites you the most?”

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Myron Jones, the president of NMB Technologies, a manufacturer of precision mechanical and electrical components, uses these three “bones” as his tests of leadership:

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If your managers completely control hiring and firing, and you’d like
to explore a less hierarchical system, consider adding peer reviews. Take the U.S. Army’s Ranger school, as described by Kelly Perdew, one
of only about a third of candidates who earn a Ranger tab on their
first 67-day battle with the wilderness.

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Some late bloomers are individuals. Some are corporations. But in all
cases, their success stories show that an early start isn’t always a
necessary component of success.

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Eloquent words are fine, but they turn hollow without the courage to back them up.

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