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Executive Leadership

Oscar-nominated director Ava DuVernay (“Selma”) says mainstream leaders must embrace diversity, and that women and people of color need equality in getting second chances. Here’s how she challenges conventions.

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Jamie Dimon prefers to share information—strategic initiatives, financial results, etc.—with a wide range of employees. Through this inclusive approach, people at all levels feel like participants in the company’s fortunes rather than bystanders.

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Even if you want to listen well, many obstacles stand in the way. It’s not enough to tell yourself, “I’m just not very good at listening.” Armed with that excuse, you won’t try as hard to concentrate on what you hear.

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Like any CEO, Amy Rees Anderson wishes that employees wouldn’t make costly errors. Yet she’s willing to look past well-intentioned mistakes as long as they turn into learning opportunities.

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Becoming a boss for the first time has serious consequences for both the individual and the organization.

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When Graham Henry became head coach of New Zealand’s national rugby team in 2004, he knew he faced long odds. The once-great rugby powerhouse—perhaps the most successful sports team ever—was in a rut.

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Perhaps you’ve heard that innovators think “outside the box.” That’s old news. Given the complex interconnectedness of today’s economy—and technology’s ever-expanding reach—there’s a new way to approach innovative thinking.

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James McCann pounced on a deal without thoroughly investigating the seller or analyzing the financial details of the transaction. Soon after completing the purchase, he realized his mistake.

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While there’s no guarantee Gavin Patterson would have uncovered the extent of his company’s accounting fraud if he had spent more time there, his lack of involvement didn’t help.

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When employees trust each other and their supervisors, they collaborate more freely and communicate more forthrightly. Rumors don’t spread. There’s less malicious gossip. And people root for each other’s success.

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