Executive Leadership

The new owner of several coal mine shafts in Harlan, Ky., was puzzled:
Should he heed the advice of the grizzled ex-miners he’d bought the
shafts from and embrace the new technology of open-pit mining, which a
new competitor had done? Or should he expand his current business by digging another shaft?

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Even though the concept of total quality management arose in America,
it was the Japanese who truly got it, and it’s now gaining in Korea. Americans have never fully learned the lessons of quality. Consider the fable of the tortoise and the hare.

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When an organization restructures, its new leaders come face to face with critical issues such as:

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You can learn some lessons by applying evolution theories to business:
theories such as the Red Queen Principle and “punctuated equilibrium,”
which offer glimpses into the future.

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Do you worry needlessly? Probably. Here’s an authoritative estimate of what most people worry about:

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After American colonists beat the British on Dec. 26, 1776, in Trenton,
N.J., Gen. George Washington convened his troops and asked them to
re-enlist. On the heels of such a victory, Washington expected a positive
response. But as he stood there and the drum rolled, not a single
soldier stepped forward to sign up for another stint. Washington began to improvise.

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These four tips have helped Microsoft manager Josh Ledgard move on down the road to leadership:

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Bobby Jindal has a leader’s credentials. At 20, he graduated from Brown
University. At 24, he headed Louisiana’s health department. Now, at 33,
he’s only the second Indian-American ever to be elected to Congress. So, what can you learn from Bobby Jindal? Just this: He gets things done.

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When Eli Lilly & Co. was about to lose its patent protection on
Prozac back in 2001, the drug manufacturer formed InnoCentive, a
subsidiary whose purpose was to visit university and independent
laboratories in search of new products. The result?

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You may have a hefty to-do list, but each item on it should support one
of three—and only three—work priorities that you’ve set, says Chuck
Martin, head of NFI Research.

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