Executives are now asking people who want something from them—from job candidates to vendors and suppliers seeking business—to summarize their pitch in the form of a tweet, or “twitpitch.” There are many ways you can apply this technique.
Typically, a CEO who seeks to impress an important client will defer to the client’s wishes. But Linda Kaplan Thaler isn’t a typical CEO. As chief executive of a big New York advertising agency, she recalls a 2001 meeting with Coldwell Banker Real Estate Corp.
Many CEOs favor fact-based leadership. Rather than rely on their impressions or gut instinct, they tend to scrutinize facts and make decisions rooted in hard data. Alan Mulally, Ford Motor’s 67-year-old CEO, has stood out among leaders of American auto companies for his intense focus on numbers.
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Dr. Bronner’s liquid castile soap, aptly described as “one of America’s great weird brands,” made its U.S. debut in the late 1940s. Emanuel Bronner liked to talk about “constructive capitalism,” which he described as sharing profits with workers and going gentle on the earth. His heirs codified this concept.
Crocs, a global apparel and accessories company that began as a shoemaker, has grown quickly in recent years. Why? "We’ve become an $850 million global business by putting our customers first," says John McCarvel, president and chief executive.
Billy King, general manager of the Brooklyn Nets basketball team, thought it was pretty cool the first time minority owner and hip-hop mogul Jay-Z emailed him. Even cooler: Asked what Jay-Z typically wants to know, King says, “How he can help.”
Peter Aceto, CEO of ING Direct Canada, has plunged into the world of social media. He uses Twitter to forge relationships with consumers and build the ING brand. Follow his lead in doing social media:
Leaders don’t need to be flamboyant. In fact, sometimes they can seem invisible. Take umpires ...
The worst thing you can say to a CEO is "You'd better read this" and hand over a big, thick document. I expect you to summarize it for me and highlight what's most important. I'm paid to make hard decisions; I need my managers to crystallize those decisions for me and give me a balanced, well-reasoned interpretation.