3/25/14: By and About Leaders

  |   By and About Leaders Print Friendly and PDF

I think that one of the best ways to learn leadership isn’t studying “leadership” at all. Instead, study individual leaders in their natural habitat and decide what they do that you want to try. Articles by and about leaders and interviews with them are mini-case studies that show you an actual leader in a real situation.

That’s why, every week, I bring you a selection of post about individual leaders. This week I’m pointing you to posts by and about Martin Richenhagen, Douglas Merrill, Mary Barra, Bill Fatt, and Don Knauss.

From BCG Perspectives: Agco’s Martin Richenhagen on Cutting Clutter

“Agco was a study in complexity in 2004, when Martin Richenhagen joined the global agricultural-equipment manufacturer as chief executive. The result of multiple acquisitions, the company was officially created in a 1990 management buyout of Deutz Allis Corporation from its German parent.”

From the NY Times: Douglas Merrill of ZestFinance: Steer Clear of What You Can’t Measure

“The chief of a big-data company says using processes that can’t be quantified often means you aren’t asking the right questions.”

From Chief Executive: The Quotable Mary Barra

“Stanford Graduate School of Business is understandably proud of its alumni. The school compiled the following compendium of comments by the new head of General Motors who received her MBA from Stanford GSB in 1990. Barra discusses cars, leadership and the best advice she ever received.”

From The Globe and Mail: Luxury hotelier’s search for growth, from Quebec to Qatar

“William (Bill) Fatt raises his glass of water in a toast to our meeting as we settle down to lunch. The chief executive officer of Fairmont Hotels’ parent company has just politely explained to the staff that he does not consume alcohol or meat during the first three months of the year.”

From the NY Times: Don Knauss of Clorox, on Putting Your Followers First

“‘If you’re going to engage the best and the brightest and retain them,’ the chief executive says, ‘they’d better think that you care more about them than you care about yourself.'”

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