Executive Leadership

Besieged by information overload, executives often struggle to maintain their focus. This leads them to find ways to concentrate better so they can achieve creative breakthroughs.

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Founded in 1927, Maple Leaf Foods enjoyed a long run of success as a Canadian food processing company. But in 2008, some of the firm’s luncheon meats proved deadly. Due to a contaminated Maple Leaf plant in Toronto, a Listeria bacteria outbreak claimed 21 lives. CEO Michael McCain suddenly faced a huge crisis.

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Many baby boomers are delaying retirement. Some need the cash, but many love their work and don’t want to let go. So why should they reconsider?

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Pierre Omidyar, eBay’s founder, always maintained high standards as a software engineer. But early in his career, he learned that he couldn’t impose his perfectionism on others. What was his personal 80% rule?

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With his mentor’s help, Juan Ramon Alaix analyzed his decision-making and grew as a leader. He received valuable input from a trusted outsider that he couldn’t get from his colleagues.

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Sometimes, tough bosses are beloved because they push us to accomplish things we thought we couldn’t. But is being a tough boss different for a woman than a man?

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OK, so you know it’s not a leader’s job to be liked. Still, it is part of the job to convey to your team members that you care about them. Here’s a blog post that lays out tips from FBI behavioral expert Robin Dreeke on how to build rapport.

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When your people say, “We can’t change that,” what they mean is that it’s hard. Changing one thing would mean having to change something else. It might even lead to unintended consequences and a cascade of unanticipated problems.

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For John Foraker, image is everything. He has helped Annie’s Homegrown cultivate an appealing, healthy brand with consumers—and they’ve responded by buying his products with increasing fervor.

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Tom Voss ran a company with a poor safety ­rec­­ord and the status quo was ­­un­­acceptable. At the time, Voss was chief operating officer of Ameren, a utility company in the Midwest. He sought to overhaul the firm’s lax safety culture by hosting a meeting with 200 of his senior man­agers. To galvanize his audience, the normally soft-spoken Voss turned into an inspiring dynamo.

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