Catherine the Great, CEO: 7 Principles to Guide & Inspire by Alan Axelrod

By Alan Axelrod

During this 6th quantity of Alan Axelrod's renowned CEO sequence, he dispenses the knowledge of a feminine monarch for the 1st time on the grounds that his Businessweek bestseller Elizabeth I, CEO. Catherine the nice traveled from Germany to Russia at in simple terms 14 years of age, and rose to develop into essentially the most awesome, robust, and appealing rulers in heritage. Axelrod profiles this robust and loved chief, studying her traits of mind, middle, and personality, and distilling her phrases and activities into greater than a hundred sensible and glossy management classes. girls, specifically, will relish this examine of a job model—one of in basic terms Russian tsars ever to earn the name “Great.” 

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Additional info for Catherine the Great, CEO: 7 Principles to Guide & Inspire Modern Leaders

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The role models who influenced her early in her career are renowned academic leaders. While training under them, Toulous experienced both their hardheadedness and their soft touch. She contrasted this with the relationship she had as a child with her mother. Toulous’s mother was a full-time businesswoman who had little time to spend with her daughter or listen to the details of her life. While Toulous readily credits her as having been a good mother, she missed sharing the little everyday things that are part of life and grew up appreciating how important these moments are.

Young managers are sometimes given a pass on problems with these softer skills if they maintain bottom-line performance. • Corporate cultures can sometimes stunt growth by overlooking negative patterns of behavior or failing to mandate development to mitigate the consequences. • The trend toward careers that include rapid and frequent movement across organizations sometimes allows high-potential managers to escape accountability for learning to lead with emotional intelligence (Bunker, Kram, and Ting, 2002).

Division management operated in a maintenance mode, with a business-as-usual attitude. Even if profits were not up to expectations, the division still provided an essential revenue cushion to the parent company. In light of these circumstances, Marcon decided to honor the positive aspects of the culture: respect for the division’s heritage and loyalty to and pride in the company. He would work hand-in-glove with the division’s existing leadership and avoid at all cost any appearance of a breach within division management or with corporate headquarters.

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