The Corner Office by Adam Bryant Reveals CEO Secrets to Leading with Confidence

Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed. Dive into the world of top-tier leadership with “The Corner Office,” where Adam Bryant demystifies the success formula of renowned CEOs. Discover the transformative power words and strategies that propel the corporate elite to their zenith.

Embark on this enlightening journey to elevate your leadership skills by continuing with our in-depth exploration of “The Corner Office.”

Genres

Personal Development, Management, Leadership, Corporate Culture, Career Success, Business, Self-Help, Success, Strategy, Entrepreneurship, Innovation, Career Development

The Corner Office (2012) explores the shared traits and behaviors of successful CEOs through in-depth interviews with business leaders. It uncovers the nuances of effective leadership and decision-making in the corporate sphere. The insights offered are invaluable for anyone aspiring to reach top executive roles.

“The Corner Office” by Adam Bryant compiles insights from interviews with over 70 CEOs, revealing the personal attributes and strategies that lead to their success. The book emphasizes the importance of passionate curiosity, battle-hardened confidence, team smarts, a simple mindset, and fearlessness. These traits, combined with a relentless pursuit of knowledge and understanding of human nature, set apart the most successful leaders.

Review

Adam Bryant’s “The Corner Office” offers a compelling look into the minds of successful CEOs. The book stands out for its clear distillation of leadership qualities into actionable insights. While some may find the advice somewhat expected, the real value lies in the nuanced exploration of these traits through the experiences of industry leaders. The narrative is engaging, providing a blend of inspiration and practical advice, making it a valuable read for aspiring leaders and seasoned executives alike.

Recommendation

Adam Bryant, the deputy national editor of The New York Times, interviewed 70 CEOs and other leading executives of some of the world’s most famous companies to garner back-to-basics leadership and management advice. Bryant presents the valuable lessons they’ve have learned about what works and what doesn’t work in the corporate world. He covers the criteria for business success as described by these superstars in their own words. Considering the level of the corporate luminaries in this collection, we might have expected the insights to be more brilliant and memorable, but Bryant nevertheless gleaned plenty of solid, collective knowledge from his bank of accomplished managers. We recommends Bryant’s cogent analysis of his interviews, which helps demystify executive management and shows how the best CEOs succeed.

Take-Aways

• “CEOs…are experts in leadership because they practice it daily.”
• Great CEOs practice management-by-walking-around to stay in touch with their organizations and their employees.
• They are highly effective time managers.
• Smart CEOs develop their subordinates’ performance by coaching instead of criticizing.
• Five positive characteristics typify most successful CEOs:
• They are always extremely curious and want to learn all they can.
• They have overcome great difficulties and that triumph gives them confidence.
• They know how to get the most from their teams.
• They prefer to keep things simple.
• Over time, they become bold and fearless.

Introduction: Discover transformative leadership strategies to excel and to inspire success

In today’s business world, understanding what propels successful leaders to the top is invaluable. You, as an aspiring leader or an established one seeking to refine your approach, can benefit greatly from insights into the habits and philosophies of successful CEOs. From fostering a culture of passionate curiosity and fearlessness to mastering the art of effective meetings, the key to success lies in more than just technical expertise. It involves a blend of soft skills, strategic thinking, and a relentless pursuit of innovation and excellence.

In this summary, you’ll learn about the transformative power of curiosity in leadership, the significance of embracing change and adaptability in your career, and the art of turning challenges into opportunities for growth. You’ll discover how to revitalize meetings, making them engaging and productive, and how to ignite a mission-driven workforce. Finally, you’ll explore the nuances of building a vibrant and sustainable company culture that inspires and motivates. This journey into the minds of top leaders offers a roadmap to cultivating leadership skills that resonate in today’s dynamic business environment.

Fostering curiosity as a key to leadership excellence

In the competitive world of corporate leadership, what distinguishes those who climb to the very top from their equally talented peers? It turns out that certain qualities, honed through habit and discipline, set successful CEOs apart. One of these attributes is passionate curiosity. This trait is more than just an eagerness to learn; it’s a voracious appetite for understanding business, human nature, and the world at large.

Passionate curiosity is often hidden behind the confident façade CEOs are expected to maintain. Away from the spotlight, these leaders are more like insatiable students, eager to absorb lessons and insights from every source possible. They show an infectious fascination with the world, constantly asking questions and seeking to understand how and why things work the way they do. This relentless questioning is a tool they use to spot new opportunities and understand the dynamics of their teams.

This curiosity manifests differently in various leaders. Alan R. Mulally, former CEO of Ford Motor Company, emphasizes learning from everyone and everything, while Dawn Lepore, when leader of Drugstore.com, leveraged interactions with other technology leaders to deepen her understanding of leadership. Similarly, CEOs like David C. Novak, formerly of Yum Brands, and Jen-Hsun Huang of Nvidia blend analytical and creative thinking, illustrating the value of a “whole-brained” approach to leadership.

The importance of asking the right questions is a recurring theme. Curious leaders are adept at probing the status quo, challenging corporate orthodoxies, and uncovering hidden opportunities. They recognize their role is not to have all the answers but to guide their organizations by asking insightful questions that drive progress.

This approach to leadership extends beyond mere business acumen. It fosters a culture of learning and growth, encouraging teams to explore new ideas and solutions. CEOs who embody passionate curiosity not only excel in their roles but also inspire those around them to reach new heights.

In essence, passionate curiosity is more than a skill – it’s a leadership philosophy. It transforms the way CEOs interact with their worlds, enabling them to navigate the complexities of business with a unique blend of intuition and analytical thinking. This quality isn’t just beneficial for individual growth; it’s a driving force that propels entire organizations forward, distinguishing true leaders in the corporate world.

Embracing change as a stepping stone in your career

In the realm of leadership and career advancement, two traits stand out for their critical importance: fearlessness and the ability to navigate an ever-changing obstacle course. Fearlessness, as embraced by top executives, isn’t about reckless risk-taking; it’s a calculated, informed approach to change and innovation – the willingness to disrupt the norm, even when things are functioning adequately, in order to achieve something better. This quality is not innate but can be cultivated through habit, attitude, and stepping out of comfort zones.

Former CEOs like Ursula Burns of Xerox and Debra L. Lee of BET Networks exemplify this. Burns highlights the importance of seizing opportunities for improvement, while Lee had to adapt her decision-making process when transitioning from a legal to an operational role. Similarly, Gary McCullough, head of Career Education Corporation, underscores the necessity of making swift decisions, often with limited information. This fearlessness is sought-after in new hires; when she was CEO of HSN, Mindy Grossman looked for evidence of risk-taking and adaptability in candidates’ resumes.

You can apply this fearlessness by looking at career progression as an obstacle course – a more fitting metaphor in today’s dynamic work environment than traditional linear models. Careers are unpredictable, filled with lateral moves, challenges, and opportunities for learning. CEOs like Carol Bartz of Yahoo and David Novak of Yum Brands advocate for gaining a broad range of experiences, arguing that a well-rounded base is more beneficial than a narrow, specialized path. It’s about understanding the whole business, not just your immediate area.

Travel and cultural exposure are also crucial for career development. Leaders like Quintin Primo of Capri Capital and Andrew Cosslett, formerly of InterContinental Hotels Group, stress the importance of stepping out of your comfort zone and gaining international experience. This exposure not only broadens your perspective but also enhances adaptability and understanding of different cultures.

Navigating the obstacle course of your career requires a blend of fearlessness, preparation, adaptability, and patience – qualities that define successful leaders and enable them to thrive in the ever-changing landscape of modern business.

But there are always going to be unexpected developments for you to deal with. In the next section, you’ll find out how to handle these unforeseen challenges.

Mastering the unexpected in leadership journeys

Stepping into a leadership role, whether as a first-time manager or ascending to the CEO’s chair, often brings a cascade of surprises. These roles, while differing vastly in scale, share common challenges: intense scrutiny, the weight of responsibility, and the complex task of managing people. Leaders find that the reality of their positions can contrast starkly with their initial expectations, revealing a landscape where soft skills often outweigh hard skills in importance.

Guy Kawasaki, reflecting on his experience, realized that the warm, fuzzy aspects of leadership were significantly more challenging than the quantitative elements he had mastered. This sentiment is echoed across the board, as CEOs and managers alike find that effective communication, emotional intelligence, and empathy are indispensable tools in their arsenals.

The journey to the top also involves a steep learning curve. You may suddenly find yourself bearing the burden of every decision, with no avenue for seeking approval or sharing responsibility; decision-making becomes a more solitary and definitive act.

This transition is not just about internal adjustments – there’s a higher degree of scrutiny and role modeling expected of a leader. Every action, every expression, is magnified and dissected by those you lead. It may be necessary to over-communicate, as employees often infer much from a leader’s demeanor. This heightened awareness extends to every aspect of a leader’s life – leaders navigate not just the challenges within the office walls but also the perceptions and expectations in the broader community.

Managing time effectively is another critical skill that leaders must master. Some CEOs develop frameworks to prioritize tasks, focusing on actions that drive results rather than activities that merely fill time. This extends to personal habits as well – when head of DreamWorks, Jeffrey Katzenberg had minimal sleep requirements, while Gary McCullough of Career Education Corporation intentionally disconnects from technology at certain times to maintain work-life balance.

In essence, leadership is about constantly balancing the unforeseen challenges with the rigorous demands of managing time and people. It requires a blend of soft skills, decisive action, and strategic thinking, all while maintaining a consistent and approachable demeanor. The journey to and within leadership is a complex one, filled with surprises that test and ultimately shape effective leaders.

Revitalizing meetings for enhanced collaboration and results

Meetings are a ubiquitous yet often underutilized aspect of organizational life. The difference between a productive meeting and a time-wasting one can significantly affect a company’s success. CEOs across various industries have developed their own unique approaches to ensure meetings are not only effective but also engaging for all participants.

The key to successful meetings lies in their purpose and execution. Cristóbal Conde, when with SunGard, insisted that every meeting should be assessed on the value it adds. Nell Minow, co-founder of the Corporate Library, emphasized the importance of a clear agenda and staying on track. This was echoed by William Green, formerly of Accenture, who advocated a focus on actionable outcomes and responsibilities assigned clearly during the meeting itself.

Qwest Communications’ former COO, Teresa Taylor, would introduce meetings by ensuring everyone understood why they were there, eliminating any ambiguity right from the start. This approach is crucial, especially in larger meetings in which participants might have different understandings of the meeting’s purpose. Will Wright, a video game developer, encourages attendees to speak up if the meeting is no longer serving its purpose, fostering an environment in which time is respected and not wasted.

Participation and inclusivity are also vital. CEOs like Kip Tindell of the Container Store involve more people to gain diverse perspectives, while Susan Docherty, formerly of General Motors, uses a whiteboard for collaborative brainstorming. It’s not just about having people in the room; it’s about ensuring they are actively engaged and contributing.

Establishing and adhering to clear rules can significantly improve meeting dynamics. Richard Anderson, then of Delta Air Lines, used a bell to maintain decorum, and Barbara Krumsiek of the Calvert Group insists on directness to avoid post-meeting grumbles.

The tone and atmosphere of meetings are equally important. The late Tony Hsieh of Zappos used to start with a light-hearted “fun fact” to set a positive mood, and Gordon Bethune, the now-retired CEO of Continental Airlines, had a unique approach in which saying “banana” indicated confusion or disagreement in a non-confrontational manner.

Overall, running effective meetings is an art that requires clear objectives, active participation, and a balance of seriousness with a touch of levity. By adopting these approaches, leaders can transform meetings from often-dreaded obligations into productive, engaging, and even enjoyable gatherings that drive progress and foster a positive organizational culture.

Igniting a mission-driven workforce through inspirational leadership

The essence of leadership lies in its stark contrast to management: while management focuses on generating results through assets like people, funds, and equipment, leadership is an art that inspires employees to see their work as a personal mission, not just a job. This commitment transcends the practicalities of everyday tasks, creating a workplace where the line between professional duty and personal investment blurs.

Nonprofit organizations often inherently possess a clear, compelling mission. For instance, the Bill and Melinda Gates Foundation’s Global Health Program, once led by the late Tachi Yamada, thrives on a deeply-felt urgency to tackle global health crises. Similarly, Wendy Kopp, founder of Teach for America, draws in talent with a shared vision of transforming education in inner-city schools.

However, instilling a sense of mission in for-profit entities can be more challenging. The task here is to set goals that resonate with employees beyond mere financial incentives. Examples include Apple’s ambition to create world-changing products, IBM’s vision of a smarter planet, and Zynga’s mission of connecting the world through games. These “Big, Hairy, Audacious Goals” – a concept from Jim Collins and Jerry I. Porras’s book Built to Last – serve to elevate a company’s purpose, making employees feel part of something larger than themselves.

Leaders like Alan Mulally and Andrew Cosslett emphasize the importance of setting lofty, aspirational goals to engage and inspire their teams. This approach encourages employees to think innovatively and align their efforts toward achieving collective excellence.

Creating a competitive spirit within the company can further galvanize the workforce. Gordon Bethune’s strategy at Continental Airlines exemplified this, as employees’ commitment to outperforming competitors was directly linked to their rewards and company success.

Leadership also involves symbolic gestures and constant communication. Joseph Plumeri’s use of lapel pins when he was at Willis Group Holdings, and the practice of sharing key company strategies at the Container Store, are demonstrations of fostering unity and transparency. These symbolic actions serve as constant reminders of the collective mission, strengthening the sense of belonging and purpose among employees.

Leadership is the alchemy that transforms a workplace into a space where professional roles are interwoven with personal aspirations, driving an organization toward innovation and success. Setting visionary goals, fostering a competitive yet collaborative environment, and maintaining open, inspiring communication is the hallmark of effective leadership.

Building a vibrant culture for sustained organizational success

Creating a vibrant and effective company culture is much more than a task; it’s a vital journey that shapes the identity and success of an organization. The essence of a strong culture lies in the everyday choices employees make, influenced heavily by the environment leaders cultivate.

A pivotal element in fostering a positive workplace is ensuring values are more than just words on a wall. These values must guide decisions, both big and small, and be consistently upheld. Leaders like Stephen Sadove, former CEO of Saks, emphasize the importance of placing culture ahead of results in the hierarchy of priorities, asserting that a well-established culture inherently drives exceptional performance.

Former CEOs like Cristóbal Conde, or Vineet Nayar of HCL Technologies, advocate a culture that decentralizes decision-making, empowering employees to think and act independently. This approach cultivates a sense of ownership and accountability, driving innovation and engagement. For example, Nayar’s reversal of traditional corporate hierarchies, in which employee enablement becomes a top leadership priority, demonstrates a commitment to a collaborative and empowering environment. Fostering a frictionless organization emphasizes the removal of barriers to innovation and efficiency.

The integration of new perspectives is another cornerstone of a dynamic culture. Leaders can encourage the practice of drawing in fresh eyes by asking new employees to observe and question existing processes. This not only challenges the status quo but also encourages continuous improvement and adaptability.

Cultivating a positive culture extends beyond structural changes and values. It’s about creating an environment where employees feel genuinely appreciated and recognized. For instance, Michael Mathieu, formerly of YuMe, and Omar Hamoui, founder of AdMob, would employ unique methods like awards to celebrate achievements, fostering a sense of accomplishment and community.

Overall, a thriving culture is a product of intentional design and consistent reinforcement. It’s built on a foundation of shared values, empowered decision-making, appreciation of diverse perspectives, and a deep sense of respect and recognition for each individual’s contribution. By nurturing these elements, leaders can create an environment where employees don’t just show up for a paycheck but are genuinely invested in their work and the success of the organization.

Summary

CEOs: Leadership Paladins

CEOs know leadership well because they live and practice it constantly. Most CEOs reached their positions after being senior executives for 10 years or more. Along the way, they learned how to be the ultimate managers. As chief executives, they must perform the same managerial tasks as the supervisors they lead: interview job applicants, run meetings, inspire teamwork, organize their time and provide needed feedback. CEOs must do everything exceptionally well and determine what works and what doesn’t. To lead like an effective CEO, develop five special qualities:

1. “Passionate curiosity” – CEOs are avid students of the world and curious about everything. They never stop questioning. Many describe themselves as “students of human nature.” As Disney CEO Robert Iger says, “I love curiosity, particularly in our business – being curious about the world, but also being curious about your business, new business models [and] new technology.” Nell Minow, co-founder of The Corporate Library, describes passionate curiosity as “indispensable, no matter what the job is.”
2. “Battle-hardened confidence” – Andrew Cosslett, CEO of the InterContinental Hotels Group, had a difficult childhood and lived on his own starting at age 16. Cosslett says that when his highest level executives discussed their backgrounds, he found that “of the 10 people in the room, nine of them had very challenging teenage years, either with broken homes, family divorces, alcoholic parents, mothers getting beaten up” or “brothers or sisters dying. There is something about what happened to them as kids that sort of pushed them on.” Overcoming adversity and responding to difficult circumstances with confidence are traits most CEOs share. Going through fire toughened them up.
3. “Team smarts” – Somebody who is street smart knows how to deal with other people in rough, urban environments. Executives who are team smart understand how teams work, what roles various members should play and how teams achieve maximum productivity. Most CEOs know that their teams’ success depends on “one-to-one interactions between people.” CEOs understand that teams function best when members trust each other. Minow explains, “If you can get everyone to agree what the goal is and to identify themselves with the successful achievement of that goal, then you’re pretty much there.”
4. “A simple mind-set” – To make decisions, CEOs must cut through the clutter and confusion and decisively choose the best options. To fuel this process, most CEOs prefer to work from concise reports from their subordinates. “I really like simplicity,” says Walmart vice chairman Eduardo Castro-Wright. “Retailing – though you could apply this to many other businesses – is not as complicated as we would like to make it.” CEOs prefer focused thinking over long, complex, PowerPoint presentations. Teresa A. Taylor, COO of Qwest Communications, asks her staffers to put their PowerPoint presentations away. She says, “A really great meeting…is someone who is just talking to me.”
5. “Fearlessness” – Most CEOs are brave risk takers, but they take only risks they fully understand so they can make smart, calculated decisions. “One of the things that I characterize as fearlessness is seeing an opportunity, even though things are not broken,” says Ursula M. Burns, CEO at Xerox. “Someone will actually say, ‘Things are good, but I’m going to destabilize them because they can be much better and should be much better’…When you have good, you can actually talk yourself out of great. But if you’re fearless, you can take on a bit of a risk to change things for the better.”

“The corner office is just one of the rewards for the hard work and sacrifice required to earn the top spot…But the physical office itself? It can be a trap.”

CEOs offer these helpful lessons on business success:

“Preparation, Patience and Obstacle Courses”

People often discuss career advancement as working your way up the corporate ladder to earn a top position, like CEO. This metaphor does not reflect the real world of business. “I believe that the whole career-ladder concept is a very disruptive concept,” says Barbara J. Krumsiek, CEO of Calvert Group “You can’t get past the person ahead of you unless you push them off the ladder.” Krumsiek thinks an obstacle course is a more apt metaphor because it paints a construct where people move ahead without knocking someone else off the path. Most CEOs believe you can navigate the career-advancement obstacle course only through “preparation and patience.”

“The Surprises That Await You”

People who advance to senior positions may think they know what they are getting into – but they often don’t. Usually new CEOs encounter many surprises. You can prepare all you want for this opportunity, but something unexpected will always blindside you. William D. Green, CEO of Accenture, was initially not ready for the tremendous responsibility his job entails. “I’m a guy who had trouble being responsible for his own life in the early days,” says Green. “Now I’ve got 177,000 people who look up to me. That took a little getting used to.”

“Time Management”

CEOs face constant time-management challenges in the face of pressure from “the board, employees, customers, management committees” and more. Jeffrey Katzenberg, CEO of DreamWorks Animation, stays on top of his numerous responsibilities by never sleeping more than five hours a night. Lawrence Kellner, CEO of Continental Airlines, saves time by focusing only on the most important tasks. “I started coming to work and saying, ‘OK, what are the three most important things I need to do today?’” says Kellner. “I’m going to rank them one-two-three. And if number one is a 12-hour task, then I’ll just spend all day working on it. I need to decide what’s the most value-added thing that I can get done on this list.”

“Bananas, Bells and the Art of Running Meetings”

Many CEOs see meetings as time wasters. Before Gordon M. Bethune became CEO of Continental Airlines, he was sitting in a meeting that veered off track when the boss interjected something completely nonsensical. For Bethune, it was as if the boss suddenly and quite illogically said “banana” during the meeting. Since then, Bethune has instructed his colleagues to say “banana” if they can no longer follow the thread of a meeting. To keep sessions collegial, Delta Airlines CEO Richard Anderson permits participants to ring a bell when meetings heat up. “You ring the bell if something wasn’t a fair shot, and we all laugh,” says Anderson.

“Smart Interviewing”

Most job interviews follow a rigid format. As a result, it often is difficult to uncover the real person behind the artifice. “After a while it’s like Muzak,” says Susan Lyne, CEO of the Gilt Group. Expert interviewers use unexpected tactics to move applicants away from their standard job-interview scripts. “I love asking people what the meaning of life is,” says Michael Mathieu, CEO of YuMe. “Where is your attitude on a one-to-ten scale?” asks Terry J. Lundgren, Macy’s CEO. He automatically rejects any applicants who volunteer a low attitude score. “Why do you want to work here, and what do you love?” are standard questions that Bobbi Brown, the founder of Bobbi Brown Cosmetics, asks all applicants.

“Lock Yourself Out of Your Office”

Most CEOs work hard to win their corner offices. Ironically, once CEOs move into fancy quarters, they need to get out of them pretty often to understand what’s going on. The corner office isolates executives, particularly since the people closest to the big bosses generally tell them only what they think the top dogs want to hear. “Watch how funny your jokes become,” says Minow. “Anyone who’s ever sat in a meeting where the room erupts after the boss tells a so-so joke knows how true that saying is.” Deborah Dunshire, CEO for Millennium, believes in management-by-walking-around. She schedules “walk-around time so that I can be in different buildings, just stopping by offices.”

“Be a Coach, Not a Critic”

Old-school management pays attention mostly to results: Did you achieve your goals? It’s easy to be a critic and a judge. If workers don’t reach the objectives you set, you replace them. But that is short-term thinking. Be a coach instead of a critic. Provide the direction and feedback employees need so they can improve and become more productive. Video-game developer Will Wright, who developed Spore and The Sims, believes strongly in coaching. “I’ve managed artists,” he says. “If they feel like you are presenting things to them in such a way that a year later they are definitely going to be better artists…then it really feels like a win-win.”

“Creating a Sense of Mission”

Employees can’t wait to follow a leader whose mission they understand and accept. “I really try to…spend a lot of time focusing on why we’re here,” says Tachi Yamada, president of the Global Health Program of the Bill and Melinda Gates Foundation. “The mantra has to be about nine million babies dying…I try to work with a sense of urgency and try to instill that urgency in the people around me.”

“Small Gestures, Big Payoffs”

Politicians kiss babies and shake hands because they know the people they connect with often become their emissaries to other voters. CEOs understand this dynamic. They know “the small gestures – the handwritten note, the phone call, taking time to drop by an office” have a potent positive effect on their internal operations. When Bethune was at Continental Airlines, he went out of his way to show interest in his employees. “I’d spend an hour just going down to the crew room or walking around,” he says. “That’s how I met a lot of people.”

“Type A to B”

Many CEOs are Type A personalities. They need that level of drive to get ahead. Once they take charge of their companies, CEOs must throttle down their energy levels and evolve into Type Bs. CEOs must communicate that their subordinates’ input matters. Steven A. Ballmer, CEO of Microsoft, is well known for his fulsome personality and super high energy level. Ballmer understands that he needs to dial it back with his employees. “I race too much…” he says. “If you really want to get the best out of people, you have to really hear them, and they have to feel like they’ve been really heard. So I’ve got to learn to slow down…both to make me better and to make the people around me better.”

“Creating a Culture”

Wall Street financial analysts concern themselves with financial results, corporate strategies and the bottom line. They don’t worry about company culture. But that culture, as shaped by the firm’s leadership, is the factor that produces sustained results. Effective CEOs work to develop positive environments. Stephen I. Sadove, CEO of Saks, says he uses “a very simple model to run a company. It starts with leadership at the top, which drives a culture. Culture drives innovation and whatever else you’re trying to drive….execution, whatever it’s going to be. And that then drives results.”

“So, What Is Leadership?”

Leadership demands a clear and understandable definition, and yet, leadership is not easy to nail down. But what CEOs do and how they act presents a comprehensive picture of leadership. Leaders are self-assured. “I’ve always been very positive and confident,” says InterContinental Hotels Group’s Cosslett. Leaders earn trust: George S. Barrett, CEO of Cardinal Health, explains, “People have to believe that you really know what you’re doing. They have to really trust your judgment.” And, leaders motivate other people: “I have to inspire a team to make the right decisions every day,” says Jana Eggers, CEO of Spreadshirt.

“Management is about results…Leadership is an art.”

Niki Leondakis, COO of Kimpton Hotels and Restaurants, believes that one of the most important leadership lessons she learned was how to achieve “this balance I could strike with being myself, being compassionate and holding people accountable. These were not mutually exclusive.” Finally, leaders accept responsibility. “A leader has to be comfortable with having the weight on his shoulders,” says Cardinal Health’s Barrett. “And that’s not for everybody.”

Conclusion

Effective leadership transcends conventional management, transforming not only individual careers but entire organizations. It revolves around cultivating qualities like passionate curiosity, fearlessness in the face of change, and the ability to master unexpected challenges. Successful leaders are also adept at turning meetings into dynamic, collaborative sessions, igniting a mission-driven workforce, and building a vibrant culture that values every employee’s contribution. These insights offer a roadmap for aspiring leaders seeking to create a work environment that fosters innovation, growth, and sustained success, ultimately proving that the right leadership approach can make a significant difference to both personal and organizational achievements.

About the Author

Pulitzer Prize winner Adam Bryant, deputy national editor of The New York Times, writes a Sunday business section feature, “Corner Office.”