1: It was the summer of 1985.

One of Silicon Valley’s most legendary meetings was about to happen.

“I was in my office with Intel’s chairman and CEO, Gordon Moore, and we were discussing our quandary,” Andy Grove writes in his book Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company.

“Our mood was downbeat,” Andy recalls.

“I looked out the window at … continue reading

1: In the middle of the dot-com crash, against all odds, Ben Horowitz had succeeded in finding a buyer for Loudcloud, the cloud computing company he had founded.

EDS agreed to acquire the firm for $63.5 million in cash, along with the associated liabilities and cash burn.

Not only that, “we would retain the intellectual property, Opsware, and become a software company,” Ben writes.

“EDS would then license … continue reading

1: Ever said, “It’s just quicker if I do it myself?”

Probably.

Yesterday, we looked at the powerful results of “the ownership program” at the New York City restaurant Eleven Madison Park where junior team members were given ownership of different types of beverages, including coffee, cocktails, and tea.

“I’m not going to lie,” General Manager Will Guidara acknowledges in his book Unreasonable Hospitality, “it’s much easier to … continue reading

Yesterday, we looked at how  Oprah Winfrey, Warren Buffett, Tom Clancy, and Andy Warhol spent their time.

How can we apply the lessons from this diverse group of incredibly successful people?  Dan Martell asks in his book  Buy Back Your Time.

We begin by creating a 2×2 matrix where we analyze how valuable each task we are doing in terms of (1) money and (2) … continue reading

1: “The Tour de France is one of the world’s most grueling sporting events,” McKinsey consultants Carolyn Dewar, Scott Keller, and Vikram Malhotra write in their book  CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.

“Over three summer weeks,” they note, “about twenty teams with eight riders each push themselves to the limit, pedaling through two thousand miles of terrain including … continue reading

1: The best CEOs establish a mindset for their leadership teams.

“The top team is every member’s ‘first team,'” McKinsey consultants Carolyn Dewar, Scott Keller, and Vikram Malhotra write in their book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.

“The best CEOs are unequivocal on this issue,” Carolyn, Scott, and Vikram note. “This means that everyone is expected to put the … continue reading

1: “Managers are thermometers, and leaders are thermostats,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in their book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.

Managers react to what happens.  They solve problems and deal with the here and now.  They measure things and report out results. 

“Leaders influence their environment,” Carolyn, Scott, and Vikram write.  ”  They alter people’s … continue reading

1: “In God we trust, all others bring data,” management scientist W. Edwards Deming once said.

“The best CEOs adhere to this mantra,” Carolyn Dewar, Scott Keller, and Vikram Malhotra write in their book CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest. 

“Our decision-making principles insist on evidence,” says former Intuit CEO Brad Smith.  “One of the mottos is, ‘Because of (blank), … continue reading

1: The best CEOs understand that they must have a “hands-on” connection with each individual on their leadership team, McKinsey consultants Carolyn Dewar, Scott Keller, and Vikram Malhotra write in CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest.

“You invest time and energy with each, recognizing they’re all individuals,” comments Michael Fisher, CEO of the nonprofit Cincinnati Children’s Hospital Medical Center.  … continue reading

1: It was the 1990s. DBS Group CEO Piyush Gupta was working at Citibank and was halfway through a three-year assignment within the bank.  

One afternoon, he sat down with his executive coach, who asked him to identify the A, B, and C players on the team he was leading.  

Piyush had some A players.  But many of those on his team were B and C players.

“The coach bluntly … continue reading