Profiles in Leadership
When he started out, John Mackey just wanted to make a living selling wholesome food. But the founder of Whole Foods Market had been on a quest for some meaning and purpose in life, and Mackey found them in what he calls becoming a “conscious capitalist”—that is, focusing on purpose rather than profit.
The chief purveyor of hip-hop culture saw opportunity everywhere, even in the earliest days of rap. “You’d be happy to work with somebody,” he says, “but nobody wanted to work with you.” Since then, Simmons has made millions launching businesses nobody else believed in across media, fashion and banking, all catering to an underserved market.
In 2005, Gen. David Petraeus understood that the U.S. military’s “seek and destroy” strategy against insurgents in Iraq wasn’t working. So, he rewrote the book … literally. At the heart of his new strategy lie three paradoxes relevant to leaders in all settings who face a formidable challenge (or enemy):
Let’s have another look at Captain Chesley “Sully” Sullenberger, the pilot who ditched a commercial jetliner in the Hudson River with no loss of life, as a study of leadership in crisis. In a crisis, there's no time for debate. Just good training, quick orientation and assessment, calm decisions and immediate action. Five lessons we can take away:
By definition, a leader has to be out front. That’s why in hindsight it’s so easy to see how Peter Drucker, the foremost management guru of the 20th century, got off to an early lead: He was ahead of his time.
U.S. Olympic swimmer Trudy Ederle became the first woman to swim the English Channel, in 1926—and, briefly, the most famous woman in the world—for three reasons: