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Executive Leadership

Michael Houlihan didn’t intend to launch a wine company. It all started by happenstance.

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Work-related disengagement and stress cost U.S. businesses hundreds of billions a year. As a leader, you need to model behavior that prevents disengagement and dissipates stress.

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When Jennifer Cue left as CEO of Jones Soda Co. in 2006, she figured she could raise a family with the satisfaction of knowing she had positioned the beverage firm for years of steady growth. She was wrong.

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As you mingle before delivering a speech, use that time to win over audience members. Help them form a positive first impression of you.

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Deciding is a process, not an event, so use that process to learn. Here are some benefits, risks and challenges.

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Serial entrepreneur Rohit Mehrotra owns one of the fastest-growing tech services companies in America. Asked what wisdom he would share with future leaders, aside from a strong ethical compass, he said this.

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Before anyone had invented computers, two visionaries, John Mauchly and Presper Eckert, recognized their immense potential. They had to place a bet on the best way to get their imminent invention to market.

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Your request for a favor should never assume that the request itself is a hassle. The way you ask is often the hassle.

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Craig Ross was hired by a company to help its leaders innovate more effectively. Almost immediately, Ross detected a problem: The participants failed to connect well with each other.

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Leaders who can take an organization from good to great are like Darwin Smith, the mild-mannered lawyer of Kimberly-Clark who, named CEO, transformed the stodgy old paper company. Smith embodies what is called Level 5 leadership: someone who combines extreme personal humility with intense professional will.

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