Adam Bryant

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Adam Bryant



Adam Bryant, the deputy national editor of The New York Times, has been a journalist for more than two decades. He was a business reporter for The New York Times during the 1990s, covering a variety of industries and topics, including airlines, aviation safety, executive compensation and corporate governance. He joined Newsweek in 1999 as a senior writer, and was promoted to business editor. After six years at Newsweek, he returned to the Times' as an editor in the business section, where he oversaw coverage of the collapse of the Detroit auto industry, among other stories.

Adam was the lead editor for two prize-winning series: "Driven to Distraction," about the dangers of cellphone use behind the wheel, which won the Pulitzer Prize for Nat
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Average rating: 3.87 · 1,537 ratings · 157 reviews · 20 distinct worksSimilar authors
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Quick and Nimble: Lessons f...

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The Spartan

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Canada, Good Neighbor to th...

it was ok 2.00 avg rating — 1 rating — published 1987 — 3 editions
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Leading executives

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“People leave companies for two reasons. One, they don't feel appreciated. And two, they don't get along with their boss.”
Adam Bryant, The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed

“You often have to be an actor when you’re a leader, That doesn’t mean that you’re not yourself and that you’re not authentic. It means that depending on the person you’re speaking to and what you need from them, you have to become an actor in terms of how you deal with them. It’s an art.”
Adam Bryant, The Leap to Leader: How Ambitious Managers Make the Jump to Leadership

“Several of them have moved up to the highest ranks of the organization, thanks to a strong track record of proving to their bosses, day in and day out, that they have what it takes to help the company succeed. They are passionately curious about the entire organization and how it can beat the competition. They have shown repeatedly that they can tackle tough assignments. They have built teams of complementary staff and rallied them around ambitious goals. They have distilled complex strategy decisions down to just a few priorities, helping align their employees around just a handful of focused goals. And they have pushed and prodded their bosses to shake up the organization, taking bold steps even when there was no burning need to do so. These are the people you find at the top of organizations. They embody these qualities and, as leaders, help develop them in others.”
Adam Bryant, The Corner Office: How Top CEOs Made It and How You Can Too



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