In the family-owned Lego toymaker, innovation over time had brought on way too much complexity. Enough was enough.
Are you a good leader? Are you a good teammate? Would your teammates evaluate you the same way you evaluate yourself? Are you sure? To find out, take this self-audit.
GE chairman and chief executive Jeffrey Immelt is famously at ease. Occasionally, he simply issues an order. When done in moderation, Immelt says, leadership by fiat can drive change.
During Alyson Pitman Giles’ 13 years at the helm of Catholic Medical Center in Manchester, N.H., the hospital’s finances reversed course. By the time she left in 2012, its operating margin exceeded $3 million. But her success did not come without turmoil.
Whitey Herzog, manager of the St. Louis Cardinals, understood one of the most overlooked aspects of leadership: Make the best of what you’ve got.
When the Federal Aviation Administration announced a new relaxation of restrictions on electronic devices in-flight, Amazon cleverly took advantage by having a one-day sale on Kindles, calling it the “Thank You, FAA” sale.
To develop a self-managing team, start by limiting your demands and requirements. Instead, pose open-ended questions so that the group can grapple with setting its own rules.
Businesses in the developing world traditionally have been obsessed with seniority, and ambitious young people have been equally obsessed with finding paths to corporate seniority. Not anymore.
All too often, leaders are blindsided because people on their team tell them what they want to hear rather than the truth about what’s going on.
A time machine interview with the resourceful and fearless Clara Barton, who was the first female clerk at the U.S. Patent Office. She ultimately founded the American Red Cross, serving as its first president.