Twitter co-founder Jack Dorsey may have found the solution to the interruption-heavy life of a C-suite executive: He themes his days. If he didn’t, he might find it impossible to do his job. Or, rather, jobs.
Profiles in Leadership
Donald Keough, former president of Coca-Cola, has 10 commandments to follow if you want to be a “highly successful loser”: 1. Play it safe. It doesn’t take long for things to grind to a halt if you simply reduce risk to zero. 2. Don't budge. Inflexibility is one of the fastest ways to lose both customers and employees. That’s what happened at Coke for years as company leaders came to think of the drink and the green bottle as a single unit.
The world was simpler when Shelly Lazarus went to work for ad agency Ogilvy & Mather in 1971. Decades later, as CEO and chairwoman of the behemoth Ogilvy & Mather Worldwide that employs over 15,000 people in 125 countries, Lazarus continued to keep in mind one simple advertising truth. Even when others told her it did not apply to China.
Joe Englert, a developer of nightspots in Washington, D.C., became bored with what the city had to offer in the 1980s, so he leased an old pub and created a weekend joint called The Random Club ... that started the drive to revitalize a run-down corridor of the city. Englert’s experience goes to show that leaders must be willing to explore unusual opportunities.
Billy Beane revolutionized the way baseball players are valued and also exploited the advantages of timing. The reason his Oakland A’s played like a different team in the second half of their 2001 season is because they were a different team. Their general manager, on a shoestring budget, had scooped up undervalued players right before the trading deadline ...
By almost any standard, Sara Blakely was living an ordinary life. Blakely had never taken a business course and was clueless on patent law. But doggedly, without quitting her day job, she did the research and took time off to get her invention manufactured and sold. She named it SPANX ...
Nestlé CEO Paul Bulcke is a quiet guy, the engineer father of two engineer sons who describes his family as “boring.” He loves working behind the scenes. Most of his career has been spent simplifying processes, building teams and slowly scaling the ranks in Latin American obscurity. For Nestlé, this was perfect.