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Executive Leadership

Rob Wilson is president of Employco USA, a human resources outsourcing firm based in Westmont, Ill. An employment expert, Wilson and his team help companies manage a range of HR Functions.

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Jim Estill is CEO of Danby, an appliance manufacturer based in Canada. He’s also willing to take a stand on issues outside of his job.

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Know when to step up—and when to step back.

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If you’re too eager to reach consensus in a meeting, you might limit debate and dismiss divergent views.

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In 2007, Scott Harrison founded a nonprofit to fund water projects in the developing world. Within six years, he raised over $100 million.

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As CEO of Blockbuster in 2004, John Antioco headed a retail giant. The $6 billion video rental chain earned 60% profit margins with 60,000 employees. But six years later, it went bankrupt.

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There’s a big difference between an organization that’s leadership-centric and leader-centric. And it all depends on you.

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If leadership aspirations are too lofty, they can lose all their meaning.

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As PepsiCo’s chief operating officer in the early 1990s, David Novak sought to strengthen his bond with frontline employees around the world.

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Say you want to gather your team to brainstorm to solve a problem. If you start by talking up your preferred solution, you may stifle the group’s creative input. Instead, show that you’re open to everyone’s ideas.

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