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Profiles in Leadership

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Jim Koch is a sixth-generation craft brew master. But unlike previous generations, he built a beer empire, Boston Beer Co., that brings in annual revenues of more than $500 million. Here’s what inspires and drives the man behind Sam Adams beer.

Google is losing employees to hot startups, while behemoth competitors like Facebook, Amazon and Apple vie for consumers’ time. How is CEO Larry Page pulling Google through its midlife crisis?
To get a mature business innovating again, treat customers (not yourself) as the boss, says former Procter & Gamble chief A.G. Lafley. After taking over in 2000 as chief executive, Lafley pursued innovation as a customer-driven process of product development that was consistent, replicable and predictable.
At her death in 1980, Jacqueline Cochran held more speed, altitude and distance records than any other pilot in aviation history. But it wasn’t her precociousness that turned Cochran into a force in American history. It was her guts.

Sometimes, leaders must resort to subterfuge. That’s what Samuel Adams and other colonists did to whip up hostility against the English in the late 1760s. One of Adams’ tools was a news service reporting the misdeeds of the British troops in Boston, cooking up charges true and false when the situation got bad enough to incite war.

He seemed like such a regular guy that, at first, it's difficult to understand how Ken Hendricks rose from nothing to become richer than Croesus (or Oprah, in today’s dollars), with personal wealth estimated at $2.6 billion. But a close reading of Hendricks’ story yields clues to his leadership.
A combat veteran of World War I, Lt. Gen. Jonathan Wainwright was posted to the Philippines in 1941. Forced to surrender after being overwhelmed by Japanese forces in the battle for Bataan Peninsula, he spent more than three years in captivity. He anxiously asked the commandos who finally found him what had been on his mind all that time: Was he considered a disgrace?
The wartime letters of Thomas Jefferson to George Washington and other Revolution leaders offer a vivid glimpse into the mind of a great leader in a time of crisis. Most of them contain four key elements.

The next time you wonder if you should say what you’re thinking, remember Molly Ivins, the newspaper columnist who made a career doing it.

When Maestro Wolfgang Heinzel stands before the Merck Orchestra, he may look like an authoritarian leader, commanding musicians from his podium. But Heinzel doesn’t actually know how to play the instruments himself—“in the same way a leader in an organization can’t do everyone’s job,” says Jon Chilingerian. Here is what maestros—and good leaders—understand.

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