Executive Leadership

Executive misconduct costs organizations an average of $900,000 a year:
more than six times the cost of manager misbehavior. Harassment and
other gender-related misconduct lead the list. So, what do you do?

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Nobody talks about it, and it’s against the rules of virtually every
employer, yet the practice thrives: It’s called making “homers”: items
or work produced on company time for personal use. Harvard Business School assistant professor Michel Anteby has explored
the practice by interviewing retired French metalworkers. He found that
leaders of all stripes—managers, supervisors, executives—know about
homer-making, and most ignore it. But why?

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Assess the bottom line and culture of your organization to keep it
healthy. Here are the questions you’ll need to answer and the steps
you’ll take, divided into four key parts:

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During the poisoned-Tylenol crisis of 1982, Johnson & Johnson
incurred a vast financial loss by asking stores to destroy their
Tylenol inventories. Compare J & J’s response to that of Johns-Manville Corp., which
refused for years to admit that the asbestos it produced was killing
people.

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Problem: Disaster-relief
agencies and the United Nations are flooded with donations to help the
victims of natural disasters, but none has a quick way—an army, say—to
deliver the supplies to where they belong.

Solution: The folks who brought you overnight shipping.

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Now that the first generation of leading black executives—a few of whom
worked their way up the ranks during the civil rights era—has retired,
they’ve begun sharing their wisdom with the rest of us. Clifton Wharton, the first black CEO of a large company (TIAACREF),
inherited that wisdom from a friend who told him there’s more than one
way to press for civil rights.

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Reach your career goals faster by setting aside time each day

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Visit their web sites periodically.

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Beware when renegotiating a deal that’s gone south.

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Set an example even while you’re on vacation.

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