Executive Leadership

What will be your legacy? Strong leadership is critical to the success of any enterprise, and the most powerful leadership styles are value-based. Effective leaders use everyday actions to model the traits that reflect the values of their organizations. By leading through example, leaders can improve employee engagement and retention, customer satisfaction, and bottom-line profitability. Successfully model your vision and others will follow.

Leadership Lessons Learned the Hard Way

VMware CEO Pat Gelsinger shares his perspective on effective leadership, based on the lessons he has learned over the course of his 35-year career in the technology industry.

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Managing Trust

The latest statistics show a flat-lining trust in business along with more calls for regulation—in spite of steadily dropping confidence in government officials and their ability to get this done. These trends should be a wake-up call for every business. As Richard Edelman explains, you need to stop worrying about competitors and start worrying about the Public—your biggest barrier to acceptance of new products.

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Revolutionary Leadership

Today’s organizations face accelerating change, intensifying competition, rapid commoditization, and a historic shift in bargaining power from producer to consumer. To survive, organizations must reinvent management to inspire continual invention and adaptability in all employees.

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The Art of Leadership

Doug Conant, former CEO of Campbell Soup company understands that it’s in the moments of saying “just the right thing at just the right time” that leaders can make a positive, constructive impact on others, and shares six guiding principles of leadership for doing so.

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Scaling Up Excellence

Scaling is never quick and easy—it takes daily dirty work to make it happen, and even then it’s a ground war that can go on for years. Ultimately, you can’t win unless you scale up in excellence as you scale up in size. In other words, what got you here is not what is going to get you there.

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Strategy for Transformational Change

When Brad Smith took over as CEO, Intuit founder Scott Cook advised him to “Question everything.” In this highly informative presentation, Smith shares secrets that have led to revolutionary new products, sky-high productivity, and a ranking on Fortune's 100 Best Companies to Work For.

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Leadership Lessons from the Gridiron

Giving us glimpses of his experience on the field—from ignominious interceptions to come-from-behind wins—with self-deprecating humor and passion for the game, Steve Young shares his lifelong takeaways.

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How to Think Like a Start-Up Leader

Steve Blank explains why the innovation process is so difficult in larger organizations and shares tools and processes that successful start-ups use to drive innovation.

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Leadership BS: Fixing Workplaces One Truth at a Time

Dr. Pfeffer argues that conventional trends in leadership theory don’t align with the facts and are ineffective for creating change. He addresses the social psychology that influences the traits and behaviors of actual leaders.

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Seven Principles for Building Successful Businesses

Based on 25 years of experience in Silicon Valley, David DeWalt details his seven principles for building a successful enterprise. While not all seven are neccessarily critical to success, DeWalt says if you can't get the first two right you're bound to fail.

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The Inspiring Leader

Jack Zenger explains the most impactful attribute shared by highly effective leaders.

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The Values-Based Leader

Practical advice on how to lead while staying true to your moral compass. Values-based leadership is possible for anyone to achieve, at any point in a career, by adhering to four guiding principles of behavior.

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Strategy and the Purpose-Driven Leader

In the past 25 years, thousands of articles have been written about strategy, but virtually none about the leadership vital for doing it well. Strategy has been transformed from an art to a science—but science alone is not enough. Cynthia Montgomery makes the case for bringing people back into the equation.

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Authentic Leadership

Vision is important in a leader, but vision is derivative. Before you can articulate a vision that is meaningful, you have to understand an organization, its people and culture, and the broader landscape.

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Leadership for Innovation

Professor Hill explains that leaders at many high-profile and innovative companies have built communities of people who are both “willing and able to innovate.” They develop willing teams by pulling people together with a shared purpose, values, and rules of engagement.

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A Leader's Legacy

Based on 25 years of research, Jim Kouzes explores the tough and often ambiguous issues that today's leaders must grapple with, including how you can't take trust for granted, why failure should always be an option, and how to liberate the leader in everyone.

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Leveraging the Spotlight of Leadership

Managers and executives sit in a natural spotlight because of their leadership role. The best leaders harness the spotlight as a powerful tool to get things done – influencing the behavior and decision-making of their staff, even when they are not present.

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The Mastery of Speaking as a Leader

Terry Pearce demonstrates ways in which a leader can elevate a speech into a more powerful and ultimately productive experience for both speaker and listener. Pearce explains three rules that set the stage for consistently engaging presentations: speak on topics you care about, incorporate personal experiences, and structure your speech as a story.

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Leading in a Connected World

Professor Cross explains what high-quality, energy-building networks look like and how to manage your organization’s interpersonal networks to drive business results.

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Good Boss, Bad Boss

Great bosses are self-obsessed—but not for egotistical reasons. The best are those who understand their people’s opinions of them and what it’s like to work for them.

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Liberating Leadership

Dr. Getz shares examples of phenomenal business results that can be realized when employees are provided with a culture of self-direction and the freedom to act in the best interests of the company.

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Coaching a Winning Team

Whether it be in basketball or business, a successful team is created by strengthening individual qualities and focusing them on a singular goal. Using honesty and positive reinforcement as the cornerstones of her process, Stanford women's basketball coach Tara VanDerveer explains how to maintain team unity and focus.

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The Exceptional Leader

Jack Zenger believes that average managers can develop the traits shared by exceptional leaders—traits that improve retention, customer satisfaction, employee engagement, and bottom-line profitability. Based on the best practices of leading organizations, he offers ten specific recommendations proven to enhance leadership development.

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Building a Feedback-Positive Organization

An effective leader must be prepared to offer timely and honest feedback, both to employees and to other members of the management team. David Bradford examines what it takes to have a "feedback-rich" organization, while Scott Brady relates how feedback propelled his own organization through tremendous growth.

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People-First Management

Daniel Amos follows two straightforward management principles: he sets clear expectations, and he listens to employee concerns. His focus is communication followed by action. Amos ensures that employees experience an evenhanded response to their input, and he provides a reward system that gives them a vested interest in the profitability of the company.

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Fear of Feedback

In most organizations, there is a two-way conspiracy of silence that subverts honest feedback and causes a downward spiral of maladaptive behaviors. Myra Strober and Jay Jackman detail a road map for moving out of the fear and anger that lie beneath these behaviors, and into a mode that encourages open communication.

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The Psychology of Power

While there are many benefits that come from having power, there are also many risks. Deborah Gruenfeld explains how a lack of consequences can allow powerful people to make serious errors in judgment that have far-reaching impacts on themselves and on their organizations.

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Leading by Example

The foundation of George Zimmer's success is his company's corporate culture, centered on "servant leadership" values, which seek to involve others in decision making and enhance the personal growth of workers. Zimmer explains how his experience proves that a culture based on strong ethical values can succeed even within a competitive business environment.

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Collective Leadership

Analyzing and increasing the understanding of who leaders need to work with, what they want to achieve, and how their people work together effectively enables leaders to act with accuracy to create the conditions for success.

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Gen Y Decoded

Today’s young workers are a new breed. Socio-cultural factors, such as the self-esteem movement and ubiquitous technology, shaped a generation that thinks differently than its predecessors. Leaders that adjust their communication styles and expectations will succeed in connecting with and motivating this group. Dr. Yarrow’s tips for effectively managing Gen Y include providing context, relevance, and purpose for their work.

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Three Keys to Becoming a Great Leader

Susan Packard’s three keys to great leadership: leaders are connected, leaders keep their organizations fresh, and leaders show courage. Easier said than done?

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Getting the Best from Others

Not understanding what motivates each individual, managers offer incentives that are not meaningful, or "encouragement" that backfires and alienates their staff. Doug Harris explains the steps for reaching awareness, managing biases, and "doing unto others as they want to be done unto."

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X-Teams

Deborah Ancona challenges the dominant wisdom that effective teams focus internally on the roles, synergies, and collaboration of team members to produce results. Building on twenty-five years of research, she shows that the most successful teams instead focus externally—on customers, competition, and the marketplace—tapping into an expanded knowledge base and skills set to move forward quickly.

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How to Manage People Through Continuous Change

Change is now business as usual. But employees are increasingly skeptical about committing to business strategies that are constantly being redefined. Carol Kinsey Goman presents specific methods for communicating your plan and the negative consequences for your team if they don't get on board.

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Idea Hunting

Arriving at new ideas does not require genius. Andy Boyton explains that to become an effective idea hunter, be receptive to creative inspiration from unfamiliar or unusual sources.

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How Leaders Boost Productivity

Having made significant increases in product quality and customer service, the biggest challenge facing managers today lies in improving the productivity of their organizations. John H. (Jack) Zenger discusses practical methods to help your organization shed its past and raise its standard for higher performance.

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Reinventing the Way We Do Business

An insightful interview in which Ed Whitacre shares, vividly, leadership lessons learned and the core management principles that catapulted him to 17 years as chairman and CEO of AT&T and, temporarily lured out of retirement, as chairman and CEO of General Motors Co.

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Mindset, Motivation and Leadership

People are fairly evenly divided between those with either a growth or a fixed mindset about intelligence and talent. And leaders’ mindsets, Professor Dweck shows, influence their ability to grow on the job and to develop successful teams. Leaders with a growth mindset (who assume talents can be developed) place high value on learning, are open to feedback, and are confident in their ability to cultivate their own and others’ abilities. Leaders with a fixed mindset (who assume basic talents are carved in stone) place greater value on looking smart and are less likely to believe that they or others can change.

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