Executive Leadership

Here’s a process for making ethical decisions. Run through this work
sheet if you ever feel queasy about the path you or your organization
is about to take.

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Don’t view your network as a one-way street.

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Wegmans Food Markets recently clinched the #1 spot on Fortune’s “100 Best Companies to Work For” list, after making the list eight times in the past. It turns out that Robert Wegman’s success comes from a renegade philosophy, applied consistently for more than five decades: “Employees come first, customers come second.”

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Maybe you’d prefer not to compete, compete, compete. That’s what
Alexandra McGilloway decided, so her business model is based on
collaboration and complementary products rather than competition. In 14 years, East West has become the largest spiritual bookstore in
the Northwest. Last year, it took in $1.7 million, about 5 percent more
than in 2003.

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Make it a habit to grill your people about stories in the newspaper.

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View your decisions as a trial judge might:

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Tap into the young minds on your staff

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Ask your vendors to tell you how they can charge you less.

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New findings suggest that close-knit teams are often less competitive than teams in which camaraderie is weak. Sociologists at the University of California and elsewhere see some compelling reasons why friendly teams finish last:

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Harvard University President Lawrence Summers provides a lesson in what
not to do as a leader: alienate your people by telling them they’re
probably not genetically equipped to do their jobs.

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