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March 4, 2011
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Leading Edge 
  • How to cope when reporters come calling
    Most leaders occasionally are in the media spotlight, writes Dorie Clark, and a single ill-judged or poorly phrased comment can cost the individuals and their organizations dearly. Before talking to a journalist, make sure you understand the reporter's motivations, that you prepare for both obvious and oddball interview topics, and that you're ready to deflect uncomfortable questions in a way that won't come across as stonewalling. Harvard Business Review online/The Conversation blog (3/3) LinkedInFacebookTwitterEmail this Story
Strategic Management 
  • Apple, Google lead the list of the world's most-admired companies
    Fortune published its annual index of the world's most-admired companies, with Apple, Google and Berkshire Hathaway topping the list. This year's big winners are contrarians: companies that refused to overextend themselves during the boom years, but that sought rapid growth during the recession's darkest days. "The large lesson from the World's Most Admired Companies is that the leaders managed in the boom so that they could dominate in the bust, and that's when the great reordering happened," writes Geoff Colvin. (3/3) LinkedInFacebookTwitterEmail this Story
  • Why nothing beats a good crisis
    Sometimes creating a crisis -- by imposing arbitrary deadlines, for example -- can be the best way to put your company on track, writes Dan Rockwell. Crises force workers to let go of perfection and find quick-and-dirty, workable solutions to problems. "Perfection is the enemy of progress," Rockwell says. (3/3) LinkedInFacebookTwitterEmail this Story
Innovation and Creativity 
  • How innovation is like stand-up comedy
    Innovation is no joke, but innovators can learn a great deal from stand-up comedians, writes Paul Valerio. Professional comics are masters not only at reading their audiences, but also at carrying them to new and unexpected places they wouldn't otherwise have been able to imagine. "[I]nsight is the responsibility of the innovator, not the audience. It's the lifeblood of both comedy and great design," Valerio writes. (3/3) LinkedInFacebookTwitterEmail this Story
The Global Perspective 
  • Don't get addicted to consultants
    Too many bosses are addicted to the advice and validation they get from external consultants, says Graham Bradley, president of the Business Council of Australia. Consultants have their place, but firms that grow too reliant on them can become incapable of diagnosing and fixing problems for themselves. "There is a risk for the companies that they don't develop their own skills from within to manage change and to assess strategies effectively," Bradley warns. Business Spectator (Australia) (3/3) LinkedInFacebookTwitterEmail this Story
Daily Diversion 
  • Skip bathroom breaks to make better decisions
    People make smarter decisions when they're desperate to use the bathroom, a recent study found. Dutch researchers found that a full bladder activates the brain's control circuitry, causing people to show more restraint and savvy in making decisions. Telegraph (London) (3/2) LinkedInFacebookTwitterEmail this Story
Multi-Channel Strategy Sr. ManagerDeloitte Consulting LLPNationwide, United States
Vistage Chair/Business Coach/Chief ExecutiveVistage InternationalNationwide, NY
Sr. Product Marketing Mgr.NeustarSterling, VA
Director, Health Care Compliance OfficerJohnson & Johnson Family of CompaniesDiamond Bar, CA
Chief Executive OfficerConfidentialNationwide, United States

Featured Content 

No consultant will have the intuitive feel for the capabilities of the company that a chief executive and an executive team will have."
--Graham Bradley, president of the Business Council of Australia, as quoted by the Business Spectator (Australia)
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