Even if you’re not particularly demonstrative with your emotions, follow the lead of Walter Robb, co-CEO of Whole Foods Market, and look for opportunities to convey gratitude to your team.
It may be apocryphal, but it is said that at the end of the Revolutionary War, England’s King George III asked an American, Benjamin West, about George Washington’s plans.
Poor Richard III. After his war-torn bones were found earlier this year in a Leicester car park, the controversial king turned out not to have been quite the deformed viper, toad or hedgehog that Shakespeare called him.
Bell Labs was among the most innovative scientific organizations of the 20th century. The man at the helm was Mervin Kelly, a physicist who led the laboratory. Follow his lead for inventing the future.
As president and chief executive of ING Direct Canada, Peter Aceto could act like most big bank CEOs and cultivate an image of aloofness and power. But he does the reverse.
Team leaders can get ensnared in their own good intentions. The result can cause an admirable effort to backfire. Here are four mistakes team leaders need to avoid.
How would you make enemy soldiers think they were outnumbered? Col. Pete Blaber and his team came up with this fake-out in 2001.
Executives in most developed countries speak at least some English. But you might still face cultural and linguistic obstacles. Consider the case of American business owners who travel to Tokyo to meet with Japanese executives to explore a possible joint venture.
With so much information at our fingertips, it’s tempting to rely on data to make important decisions. But don’t overlook other variables. Consider the case of a big U.S. bank CEO.
Growing up, no one considered Harry Truman a leader. He was a kid with thick glasses who mostly stayed home, working the farm or reading. But the course of his life changed when he entered the Army during World War I. One rainy night, he faced a moment of true terror.