Profiles in Leadership

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Eric Greitens became a Navy SEAL by becoming a leader. He figured the best way to start Hell Week would be to pull together a team of seven and keep them together, using the chaos of night to their advantage ...
Craig Newmark, founder of Craigslist, calls impatience his “greatest fault,” and it posed particular problems for him early in his career. As an employee of IBM, he learned a lesson in tact that he would never forget.
After graduating college, Mark Cuban got a job at Mellon Bank. His youthful energy led him to think like an entrepreneur—and that landed him in trouble with higher-ups ...
Within a week of Kevin Johnson becoming CEO of Juniper Networks in 2008, he met with all his direct reports in a group. He told them he wanted to listen and learn, so he asked four questions.
In 2000, Robin Chase founded Zipcar. The car-sharing service was an instant hit; within three months, the firm had 400 members. Chase was about to secure new funding to grow the business when she crunched the numbers and realized her business model was seriously flawed ...
As a top executive at Merrill Lynch and TD Ameritrade, Joe Moglia's employees viewed him as a supportive yet demanding boss who prodded them to excel. But Moglia gravitated to a career in finance only after abandoning a rewarding stint as a football coach. And then came the day when he decided to go back to the gridiron.
For Brian Walker, leadership and inspiration go hand in hand. The CEO of Herman Miller wants the company’s roughly 5,700 employees to love their jobs, so he reminds his staff that the company’s goal is “to create a better world around you.”
Think your job is complicated? Consider what’s on Patrick Walsh’s plate. He’s CEO of AirSign, a company that provides airplane advertising and skywriting to clients ranging from corporations like Google to a guy who wants a memorable way to propose marriage.
Do you know about what happened when Richard Feynman testified at a hearing on what caused the Challenger disaster? His brief display became a legend in how to powerfully convey a point.

In 2004, Lego was losing roughly $1 million a day. The once-legendary Danish toy maker was on the brink of collapse. It hired a new CEO, Jorgen Vig Knud­­storp, who quickly drew two conclusions: The company needed to cut costs dramatically and start delivering products that customers actually wanted.

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