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| Introduction to the Paperback Edition | |
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| The Search for the Best Business Leaders in America | |
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| What Makes Business Leaders Great | |
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| Evaluating Today's Business Leaders | |
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| Methodology: A Closer Look at the Numbers | |
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| Profiles | |
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| Overview to Profiles | |
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| Mike Armstrong (ATandT): "You've got to have the guts to make a decision." | |
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| Carol Bartz (Autodesk): Leading by example | |
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| Hans Becherer (Deere): Creating customers for life | |
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| Gordon Bethune (Continental Airlines): It's how you'd run an airline | |
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| Larry Bossidy (AlliedSignal): "There was a time when I thought brains were everything." | |
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| Jim Broadhead (FPL Group): Execute | |
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| Steve Case (America Online): You've got mail | |
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| John Chambers (Cisco Systems): "Everybody here knows what we want to accomplish." | |
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| Michael Dell (Dell Computer): The power of direct | |
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| Elizabeth Dole (American Red Cross): Managing the nation's material, human, and inner resources | |
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| Bob Eaton (DaimlerChrysler): "You don't want to be a manager. You want to be a leader." | |
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| Bernie Ebbers (MCI WorldCom): "The only real values are the eternal ones." | |
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| Michael Eisner (Walt Disney): "What you are striving for is magic, not perfection." | |
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| Don Fisher (The Gap): The Gap Formula for Success is as easy as 1-2-3: luck, common sense, and a small ego | |
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| Don Fites (Caterpillar): (Earth) Mover | |
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| Bill Gates (Microsoft): Missionary | |
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| Lou Gerstner (IBM): "Once you think you can write down what made you successful, you won't be." | |
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| Ray Gilmartin (Merck): "Working for a higher purpose" | |
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| Ace Greenberg (Bear Stearns): "We hire PSDs: people who are poor, smart, and have a deep desire to be rich." | |
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| Hank Greenberg (AIG): "You look for white blackbirds." | |
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| Andy Grove (Intel): The boss must be in charge of training | |
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| Charles Heimbold (Bristol-Myers Squibb): Rallying--and leading--the troops | |
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| Martha Ingram (Ingram Industries): Keeping everything in balance | |
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| David Johnson (Campbell Soup): Winning | |
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| Herb Kelleher (Southwest Airlines): "Culture is your number-one priority." | |
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| Bill Kerr (Meredith): "We have to keep earning the trust of our customers." | |
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| Chuck Knight (Emerson Electric): "Keep it simple." | |
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| Dennis Kozlowski (Tyco International): "There is a lot one person can do." | |
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| Ralph Larsen (Johnson and Johnson): "Edicts don't work." | |
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| Ken Lay (Enron): The $30 billion corner store | |
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| Shelly Lazarus (Ogilvy and Mather): 360-degree branding | |
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| Bill Marriott (Marriott International): Taking care of the customers, and the people who take care of the customers | |
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| Lou Noto (Exxon Mobil Corporation): "You've got to do what you do well." | |
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| Paul O'Neill (Alcoa): "The test is how you connect with people." | |
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| John Pepper (Procter and Gamble): "What do you want to achieve?" | |
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| Frank Raines (Fannie Mae): Reluctant role model | |
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| Howard Schultz (Starbucks): Sharing success | |
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| Charles Schwab (Charles Schwab): "I am the customer." | |
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| Walter Shipley (Chase Manhattan): "If people feel valued, you have a much stronger company." | |
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| Fred Smith (Federal Express Corporation): "Not to be an entrepreneur is to begin the process of decline and decay." | |
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| Bill Steere (Pfizer): "Fads come. Fads go. We concentrate on what we do best." | |
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| Bob Tillman (Lowe's Companies): Bet the company, with everyone's help | |
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| Alex Trotman (Ford Motor Company): Drive | |
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| Dan Tully and David Komansky (Merrill Lynch): "There is only one question to ask: What's best for the customer?" | |
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| Mike Volkema (Herman Miller): Serious about business, serious about people | |
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| Charles Wang (Computer Associates): "You must have a moral compass." | |
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| Sandy Weill (Citigroup): Let's build something together | |
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| Jack Welch (General Electric): "I don't think anyone understands the value of informal." | |
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| Al Zeien (Gillette): Focus | |
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| Lessons Learned | |
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| Introduction | |
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| The 51st Business Leader: Peter Drucker "Yes, you want to manage for results. But what do you mean by results?" | |
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| Doing the Right Things Right: A New Definition of Business Success | |
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| Common Traits: A Prescription for Success in Business | |
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| Appendices | |
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| (Gallup Survey) | |
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| (Financial Analysis Methodology) | |
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| (Interview Guide) | |
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| Acknowledgments: The Making of Lessons from the Top | |
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| Index | |