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The 9 (or 99?) Ps of Leadership

Great Leadership By Dan

Guest post from Sander Flaum: Back in 2001, when I was asked to lead a forum in leadership at what is now the Fordham Gabelli Graduate School of Business, the concept was to bring noted leaders (business and otherwise) into a classroom where they could share their experiences and insights with MBA students. You’re planting a seed.

Welch 240
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Rekindling the Inner Flame in Others, and in Ourselves

Michael Lee Stallard

Doug Conant’s Story: Being Honored and Honoring Others Doug Conant is the leader who turned around Campbell Soup Company when he served as President and CEO (2001-2011). At a tough juncture in Doug Conant’s career that person was Neil MacKenna. It is then burst into flame by an encounter with another human being.

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How to “Manage” A Blue Lobster

Mills Scofield

Perhaps this was not the best initial career move. He never yelled at me again (though he did keep yelling at the rest of the team), and became one of three manager-mentors that shaped my career at Bell Labs and AT&T — and taught me to manage others and myself. This was from 3Q1996 to when I quit in 2001.

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Can You See What I See?

Lead Change Blog

The leaders of the organization were trying to articulate their vision for the next big thing despite the dreadful economic outlook. If you remember the eras of 1987 or 2001-2002 or 2007-2008 your experience might be similar. There is no substitute for a clear vision when leading a team, an organization, or a family.

Attrition 317
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Gender Pay Gap Starts Immediately after College Graduation

Women on Business

Now, researchers from the American Association of University Women have released a study, “Graduating to a Pay Gap,” which tracks the gender pay gap across a person’s career. Those proportions have risen, particularly for women, over the years: In 2001 the figures were 38 percent of women and 27 percent of men.

Education 177
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How to “Manage” A Blue Lobster

Mills Scofield

Perhaps this was not the best initial career move. He never yelled at me again (though he did keep yelling at the rest of the team), and became one of three manager-mentors that shaped my career at Bell Labs and AT&T — and taught me to manage others and myself. This was from 3Q1996 to when I quit in 2001.

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On Disrupting Yourself

QAspire

During 2001 dot com bubble, one of my friends, a competent software developer, was laid off because of lack of business in the technology he worked in. In a business context, there are many organizations like 3M, Apple, NetFlix and Google whose success can be attributed to their ability to disrupt themselves continuously.

Deming 141