For a while now, General Electric’s top dogs have been studying
companies they admire, like Dell and Toyota, seeing how they do things
and trying to figure out exactly what propels them to the leading edge. The GE group settled on five “growth leadership traits” common to all of those top companies … and copied them, of course.
Somebody who’s shown no creative spark in 20 years is not going to
light up after a seminar. Instead, says Transmeta founder and Bell Labs
alumnus Dave Ditzel, you need talent spotters.
One of the greatest orators of the 20th century focused on his
audience’s viewpoint, used rat-a-tat repetition, then switched tone to
add power to his speeches. In March 1968, the Rev. Martin Luther
King Jr. addressed a church full of striking black sanitation workers
in Memphis after police had attacked them with truncheons and mace. Study these examples for some basic training on improving your delivery:
Despite last month’s Cotton Bowl loss, Mike Leach has turned Texas Tech
University’s football team into a powerhouse by implementing some of
the most far-fetched theories in the game’s history. Better yet, his
ideas can supercharge results in any field. Here are five of his strategies:
Mastering the art of gratitude, said the stoic Roman philosopher Seneca, is the most important leadership skill. Here’s what he meant:
Hugh Panero did not give up. The chief executive at XM Satellite Radio spent two years recruiting
investors to support his plan for becoming the world’s largest
subscription radio service. He nearly saw it slip away when the backers
set a make-or-break deadline.
When Italian opera composer Vincenzo Bellini sent the score for his new opera Norma to the soprano who was to sing the title role back in 1831, she refused to perform it.
President James Monroe tends to come up short when compared with such
contemporaries and mentors as George Washington and Thomas Jefferson. But, today, Monroe would be considered a model of the laid-back but effective chief executive.
Crisis produces a state of being “on,” which a University of Michigan
business researcher calls the “fundamental state of leadership.” Here
are the four stages of moving from a normal work state to being “on”
for a crisis:
Vatican-based journalist John Allen spent six years observing Pope John Paul II as the pontiff went about his daily routines. Here are three leadership practices Allen noted in John Paul: