The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed

by Adam Bryant

Dozens of top CEOs reveal their candid insights on the keys to effective leadership and the qualities that set high performers apart. What does it take to reach the top in business and to inspire others? Adam Bryant of The New York Times decided to answer this and other questions by sitting down with more than seventy CEOs and asking them how they do their jobs and the most important lessons they learned as they rose through the ranks. Over the course of extraordinary interviews, they shared memorable stories and eye-opening insights. The Corner Office draws together lessons from chief executives such as Steve Ballmer (Microsoft), Carol Bartz (Yahoo), Jeffrey Katzenberg (DreamWorks), and Alan Mulally (Ford), from which Bryant has crafted an original work that reveals the keys to success in the business world, including the five essential personality traits that all high performers exhibit—qualities that the CEOs themselves value most and that separate the rising stars from their colleagues. Bryant also demystifies the art of leadership and shows how executives at the top of their game get the most out of others. Leadership is not a one-size-fits-all skill, and these CEOs offer different perspectives that will help anyone who seeks to be a more effective leader and employee. For aspiring executives—of all ages— The Corner Office offers a path to future success.

Genres: Business, Leadership, Nonfiction, Audiobook, Management, Self Help, Buisness

272 pages, Hardcover

First published March 31, 2011

About the author

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 National Reporting in 2010, and "Toxic Waters," about water pollution, which won a number of awards, including the Scripps Howard National Journalism Award, the Investigative Reporters and Editors' Medal, the National Academies' reporting award, the investigative reporting award from the Society of Environmental Journalists, and the 2009 Science in Society Journalism Award.

In March 2009, Adam started Corner Office in the Times' Sunday Business section, and it quickly attracted a large and loyal audience for its insights about leadership and management from prominent leaders. For his book, The Corner Office, Adam studied the transcripts from more than 70 interviews, and looked for patterns, broader themes and lessons. He wove together their candid and wise insights into a book that offers timeless advice on how to succeed, manage and lead.

Adam lives in Westchester County, New York, with his wife and two daughters.

Reviews

[Zech Tan · Rating 4 out of 5]

This book had so many good lessons for leaders at any level. Below are four that really stood out (from 2 pages worth of notes, so it's definitely worth a full read!):

1. Have passionate curiousity: ask simple questions to grasp key issues without specialised knowledge and push the organisation in the right direction

2. Build a strong internal locus of control (à la Angela Duckworth's "Grit") to overcome failure and enact change

3. Team Smarts isn't just about understanding how teams work and getting buy-in for a common mission, but also finding ways to make each member feel personally responsible for its achievement

4. (Probably my favorite quote from the book) "Have micro-interests but don't micromanage": knowing and caring about details is important, but often only broad guidance is necessary especially when subordinates are competent

[Jim Razinha · Rating 4 out of 5]

I recently saw a stack of seven books on a city manager's desk; one was a dictionary of finance terms and another was The Daily Stoic and I decided to read the other five, of which this was one. This is the fourth of those five that I've read and it definitely is the most quotable. Arranged in three parts - Succeeding, Managing, and Leadership - the author culled thoughts and advice, lessons learned, and stories from a staggering 70+ interviews, and he derviced common themes...Succeeding for eaxmple:"The qualities these executives share: Passionate curiosity. Battle-hardened confidence. Team smarts. A simple mindset. Fearlessness." Bryant curated from those interviews, because

For this book, I was interested in pursuing a different story line about CEOs—their own personal stories, free of numbers, theories, jargon, charts, and with minimal discussions of their companies or industries. I wanted to hear what they had learned from their ups and downs, their stories about how they learned to lead, the mistakes they made along the way, how they fostered supportive corporate cultures, and how they do the same things that every other manager does—interview job candidates, run meetings, promote teamwork, manage their time, and give and get feedback.

Any reader should be able to highlight a number of observations in here, whether reflections of parts of themselves, wishes for directions to take, perhaps even practices to avoid. It's a nice assembly with enough takeaways to hit somebody's sweetspot.

Selected highlights (I made a lot more notes, some good ones on interviewing, observing, more):

"You learn from everybody,” said Alan R. Mulally, the CEO of the Ford Motor Company. “I’ve always just wanted to learn everything, to understand anybody that I was around—why they thought what they did, why they did what they did, what worked for them, what didn’t work.”

Tim Brown:

“I do think that’s something we forget,” said Tim Brown, the CEO of IDEO, the design consulting firm. “As leaders, probably the most important role we can play is asking the right questions. But the bit we forget is that it is, in itself, a creative pro cess. Those right questions aren’t just kind of lying around on the ground to be picked up and asked. When I go back and look at the great leaders—Roosevelt, Churchill—one of the things that occur to me is they somehow had the ability to frame the question in a way that nobody else would have thought about. In design, that’s everything, right?"

I took from Brown's Change by Design, one question, well, paradigm, is to use "How Can We...?" approach, not just for design as Brown would have, but for solving problems in general.

"How do CEOs build a sense of teamwork, and not just team spirit?" This is important. Rah Rah doesn't get the job done.

Gordon Bethune said "As I went up the ladder in the Navy, I never forgot what it’s like to be down the ladder, and that being good at your job is predicated pretty much on how the people working for you feel." I preached and mentored the same thing as I went up the ladder in the Navy: never forget where you came from and do you best to avoid the approaches you didn't like happening to you.

Tachi Yamada says

Learning how to delegate, learning how to let go and still make sure that everything happened, was a very important lesson in my first role in management. And that’s where I learned a principle that I apply today—I don’t micromanage, but I have micro-interest. I do know the details. I do care about the details. I feel like I have intimate knowledge of what’s going on, but I don’t tell people what to do.

I like this. I don't micromanage, but there are definitely times when I care about the details, or have to care because of the responsibility.

Carol Bartz of Yahoo: "I wasn’t given this advice, but this is what happened in my life,” she said. “You need to build your career not as a ladder, but as a pyramid. You need to have a base of experience because it’s a much more stable structure.
Obvious, right?

Bryant observes on CEOs

As much as people can try to prepare for these jobs, they’re likely to feel blindsided. That’s a lesson many CEOs share, and their experiences are useful for managers at all levels, helping them to prepare for promotions into new roles, and to develop their sensitivity to the potential outsized impact of a small gesture or an off-hand remark. Management jobs are a very public form of on-the-job training—people have to learn how to handle the work under the bright lights of center stage as employees scrutinize every move. The sooner executives appear comfortable in the role, the quicker they will win the confidence of employees. The reality of management has a way of steamrolling the theory of management, particularly for anyone taking on such a role for the first time.

This is true at any level, not just CEO.

Anne Mulcahy, the former Xerox CEO:

Most people in my position would say that as much as we’ll whine about traveling, time on planes probably is critically important to us doing our jobs. It’s time to be reflective. It’s time to catch up. It’s time to really be thoughtful and communicate. So I get off a plane with just a ton done, and that’s really important in terms of time management.

Enforced “down” time is important. If I’m at a conference and in between seminars, or just over in the corner thinking about what’s been said, I’ll take the time to think about “the business” in ways I haven’t in a while… and come back with ideas. Annoys my staff sometimes!

Susan Docherty, a vice president at General Motors,

said she doesn’t like assigned seats in a meeting room. “I always sit in a different chair,” she said. “When I was in different roles in this company, I saw a lot of leaders sit in the same chair, think the same way and talk to the same people. And I said to myself, ‘When I become a leader, and I have a big team, I’m not going to play favorites. I want to be a dynamic leader.’ And I think being disruptive, not always being predictable, is healthy.”

I like to do this, too. I will sit in different spots to shake things up, especially seats where people have hung up their planks. And depending on the type of meeting, I'll sit in different spots to watch, and sometimes nudge, the interactions.

Robert W. Selander, the CEO of MasterCard "learned to hold back on expressing his opinion. 'As you become more senior in a company, you tend to be viewed as more authoritative when you speak and therefore you have to back off a little bit.'" Important lesson that so many never seem to learn.

Deborah Dunsire of Millennium "said that management-by-walking-around is essential—not just for getting feedback, but also for retaining talented employees." Oh yeah. 100% this.

"What’s the difference between management and leadership? Management is about results."
"Leadership is an art."
"People report to managers, but they follow leaders."

There is a lot more and other readers will obviously pull different points that resonate with them.

[Lorraine · Rating 4 out of 5]

I really liked this book. It is divided into 3 parts and it goes into detail about what CEO's of some of the world's greatest companies had to say about attitudes in the workplace, leading, following and coaching.

Very insightful read and I had to put it down a couple of times to do a bit of introspection. The bit on delegation was powerful for me because I tend to micromanage tasks and people to the point of exhaustion. It made me think real hard about my teammates as well as my personal leadership style.

I also liked the few pages on 'Coaching". I never knew that motivating someone to do/be/have better can sometimes be viewed in a negative light. Yho, I now realise that I have so much to learn and be taught.

Overall, it made a huge impact on me and I will be practising the lessons taken away from it.

[Tim · Rating 3 out of 5]

I'm always interested in hearing how successful leaders lead. A lot of times the advice is trite ("listen more than you speak," "teamwork makes the dream work," etc.). While there's still a fair dose of that in The Corner Office, I walked away with a few pieces of actionable advice. The biggest takeaway for me: In today's economy, truly caring about and trusting your employees are keys to success. A few of the CEOs interviewed for the book (first published in 2011) mentioned this. Ditch the micromanaging, but maintain an authentic interest in who your employees are and what motivates them. Even more, trust them to get the job done that your organization hired them to do. 3.5 stars.

[Katie · Rating 1 out of 5]

Eye-rolling, sycophantic book containing interviews with CEOs about various topics such as leadership, innovation, communication, and management.

I just couldn't really take it seriously--it was entirely too worshipful of these CEOs (many of whom do come off as megalomaniacs, as I would expect).

[Jung · Rating 5 out of 5]

"The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed" by Adam Bryant provides invaluable insights into the minds and methods of successful leaders, offering transformative strategies for aspiring and established leaders alike. The book explores various facets of leadership, from fostering curiosity to embracing change, mastering unexpected challenges, revitalizing meetings, igniting a mission-driven workforce, and building a vibrant organizational culture.

Successful CEOs distinguish themselves by their passionate curiosity, reflecting a voracious appetite for understanding the world, business dynamics, and human nature. By asking insightful questions and challenging the status quo, curious leaders spot opportunities and inspire growth within their organizations.

Fearlessness and adaptability are crucial for navigating the dynamic landscape of leadership. Effective leaders understand that change is inevitable and embrace it as an opportunity for improvement. By stepping out of their comfort zones, gaining diverse experiences, and cultivating resilience, leaders can thrive amidst uncertainty and drive innovation within their organizations.

Leadership roles come with intense scrutiny, responsibility, and unexpected challenges. Effective leaders balance decision-making, time management, and people management skills while maintaining approachability and transparency. By honing soft skills such as communication, emotional intelligence, and empathy, leaders can navigate the complexities of leadership with confidence and grace.

Meetings are essential for organizational communication and decision-making, but they often fall short of their potential. Successful leaders ensure that meetings have clear objectives, active participation, and a balance of seriousness and levity. By fostering engagement, setting clear agendas, and respecting participants' time, leaders can transform meetings into productive and enjoyable sessions that drive progress.

Effective leadership inspires employees to see their work as a personal mission rather than just a job. By setting visionary goals, fostering a competitive yet collaborative environment, and maintaining open communication, leaders can create a workplace where employees are deeply invested in the organization's success.

Cultivating a positive organizational culture is essential for employee engagement, innovation, and performance. Leaders must ensure that organizational values guide decision-making and empower employees to think and act independently. By integrating diverse perspectives, celebrating achievements, and fostering a culture of respect and recognition, leaders can create an environment where employees thrive and contribute to the organization's success.

In summary, "The Corner Office" offers a comprehensive guide to effective leadership, drawing on the wisdom and experiences of successful CEOs. By embracing curiosity, fearlessness, adaptability, and other essential qualities, leaders can create a work environment that fosters innovation, growth, and sustained success.

[Sarah Cupitt · Rating 2 out of 5]

I don't really think we should be looking up to CEOs for philosophical outlooks but anyway. This book covers the usual spiel on the transformative power of curiosity in leadership, the significance of embracing change and adaptability in your career, and the art of turning challenges into opportunities for growth blah blah blah.

Notes & Thoughts:
- passionate curiosity is more than a skill – it’s a leadership philosophy (passionate in this economy? with chronic burnout? and quiet quitting? haha how many books did your company buy)
- You can apply fearlessness by looking at career progression as an obstacle course – a more fitting metaphor in today’s dynamic work environment than traditional linear models
- Travel and cultural exposure are also crucial for career development (what sort of elitist corporate pyramid scheme incentive is this)
- In essence, leadership is about constantly balancing the unforeseen challenges with the rigorous demands of managing time and people. It requires a blend of soft skills, decisive action, and strategic thinking, all while maintaining a consistent and approachable demeanor.
- The integration of new perspectives is another cornerstone of a dynamic culture. Leaders can encourage the practice of drawing in fresh eyes by asking new employees to observe and question existing processes. This not only challenges the status quo but also encourages continuous improvement and adaptability.

Fav Quote:
- “People leave companies for two reasons. One, they don't feel appreciated. And two, they don't get along with their boss.”

[Maxine Blackwood · Rating 5 out of 5]

Effective leadership transcends conventional management, transforming not only individual careers but entire organizations. It revolves around cultivating qualities like passionate curiosity, fearlessness in the face of change, and the ability to master unexpected challenges. Successful leaders are also adept at turning meetings into dynamic, collaborative sessions, igniting a mission-driven workforce, and building a vibrant culture that values every employee’s contribution. These insights offer a roadmap for aspiring leaders seeking to create a work environment that fosters innovation, growth, and sustained success, ultimately proving that the right leadership approach can make a significant difference to both personal and organizational achievements.

[Mir Shahzad · Rating 4 out of 5]

Summary:

Effective leadership transcends conventional management, transforming not only individual careers but entire organizations. It revolves around cultivating qualities like passionate curiosity, fearlessness in the face of change, and the ability to master unexpected challenges. Successful leaders are also adept at turning meetings into dynamic, collaborative sessions, igniting a mission-driven workforce, and building a vibrant culture that values every employee’s contribution. These insights offer a roadmap for aspiring leaders seeking to create a work environment that fosters innovation, growth, and sustained success, ultimately proving that the right leadership approach can make a significant difference to both personal and organizational achievements.

[ManRepeller · Rating 5 out of 5]

Picked by: Joanna Goddard

What made you read it?
For five years, I worked from home. (Meaning, I spent 22 hours a day on my stinking bed.) But, finally, my lifestyle site, Cup of Jo, grew big enough that I could hire another writer. I found a shared office space and slowly expanded my team. It was exciting but also a sharp learning curve — what was the best way to hire? What perks should I offer? How could I work up the nerve to give constructive feedback? One afternoon, I spotted “The Corner Office” at a bookstore and devoured it in one sitting.

[Armando Peralta Díaz · Rating 3 out of 5]

Adam Bryant capitaliza la labor que como periodista ha desarrollado a través de los años, entrevistando a un sinnúmero de directores ejecutivos con quienes interioriza la labor de estar al frente de una organización. Estas entrevistas, que han aparecido los sábados de cada semana en el periódico New York Times, son el fundamento que da paso a este magnífico libro. Lectura muy recomendable para quienes tengan interés de conocer cómo tener éxito, cómo gestionar y como liderar una empresa.

[Hannah Mertens · Rating 3 out of 5]

Provides a broad sampling of various leadership perspectives, which I enjoyed. However, I don’t believe any of the lessons are groundbreaking, at least if you’ve studied leadership before. It served as a good reminder to keep asking questions throughout one’s career. As an individual contributor, ask questions to build a cross-functional pyramid of experience rather than attempting to climb a ladder. As a leader, ask questions to understand and guide, but not to micromanage.

[RyB · Rating 5 out of 5]

Good amount of practical as well as philosophical insight. Most important validating assertion in her is that idea that leadership can't be taught so much as it can be learned. We have to pursue this development in every area and look for lessons at every moment for long term growth and meaningful impact. Will read again!

[Alyssa Foll · Rating 4 out of 5]

Some solid advice on leadership -- this is a book that I'm reading with my work community.
I do find it interesting, though, to see how much leadership and work has evolved in the decade since this book was published. So many of the things that were hinted at like less "command and control" or treating employees as if they are "voters" have certainly come to fruition.

[Girllovesbeach · Rating 5 out of 5]

This book was recommended to me by one of the executives I report into, and I found it to be both a good read and full of tips I think I can implement with my team. I recommend if you are in to reading books on workplace culture, particularly in the corporate space.

[Brady · Rating 3 out of 5]

A solid 3.5 stars. Nothing amazing, but I enjoyed the first portion about essential qualities required to be a CEO. The CEO interviews gave the book a feeling of “here’s how one person did it,” rather than a comprehensive theory/approach to the various management and leadership skills discussed.

[James Alvarez · Rating 5 out of 5]

I think for anyone looking to climb the corporate ladder and get into a leadership role that this book is a must read. It provided me with such useful insights on how to think and become a leader at my organization and in life. Highly recommend.

[Janice · Rating 4 out of 5]

Lots of good snips of advice on how to succeed and what key characteristics are found in current CEOs. Enjoyed comparing notes to see where I could improve.

[Diego Leal · Rating 5 out of 5]

Required reading for anyone who wants to be a CEO. Pure gold.

[Bob Makin · Rating 4 out of 5]

A bit slow to begin but once in theres some really interesting advice.

[Mary Kelly · Rating 3 out of 5]

Great insights into corporate world.

[Subhadra]

Audio

[Alice · Rating 3 out of 5]

Won this book through goodreads. Are you coming or want to be one? This could be the book for you. There are 7 test, can you pass them?

[Mads · Rating 4 out of 5]

So many insights from successful people, but I don't appreciate it that much because I'm still a high school student. Surely gonna re-read it again someday.

[Mathblgr · Rating 4 out of 5]

Interesting and to the point. Some actionable information. Would recommend this book to people early in their managerial journey.

[Gregg · Rating 3 out of 5]

There are quite a few good nuggets in here. Worth the read to improve leadership and people skills.

[Geof · Rating 3 out of 5]

This is a book review I would like to see Barbara Ehrenreich write! I enjoy her caustic and humorous voice. She has so much empathy for working people, I wonder what she would make of the go-getters who aspire to lead them.

As a citizen of the white-collar world, I read this book with mixed feelings. One passage on page 127 is illustrative of why. Terry Lundgren of Macy's asks people, "Where is your attitude on a one-to-ten scale? I want them to be honest with their answer, but it better be high."

That is not a passage that I respond positively too! "I want them to be honest with their answer, but it better be high." Uh, Terry, if you want it to be high, people will give you high answers! YOU'RE THE CEO!

He goes on:

[I]f they're honest and they say, "You know, I'm really am about a four," then I'll say, "Well, sorry about that, and you need to go find some other people who will appreciate that. I don't."

"My favorite answer is, 'I'm a fifteen.'"

F-head, you just told me it was on a 1-10 f'ing scale, and now you want me to say I'm a f'ing 15? What the %&*$. I would not respond well to Terry Lundgren-style leadership.

I found myself thinking that a lot. Around the time I read this book, I also read Kurt Vonnegut's "Player Piano" and "God Bless You, Mr. Rosewater." It's interesting to contrast what these CEO's want from their workers with Vonnegut's flawed and alienated protagonists. The white-collar working world forces the Fours to pretend their Fifteens, but to really be successful, I think it helps to be a true believer, an innate Fifteen.

In another passage, Cardinal Health's CEO George S. Barrett, then 34, was sent in to clean house at another company (p. 45). He notes, "I concluded fairly quickly that not many of them would be staying."

I read that and think, "THAT MAKES YOU THE BAD GUY, BRO!" That makes you the Luca Brasi of Corporate America! But, an innate 15, a Rand reader, maybe a business student, would maybe think, "Yeah, fire those dudes. Dead weight!"

Such is the struggle for the Fours of the world.

That said, this subject isn't completely alien to me. I work. I aspire to do a good job. I aspire to succeed as a group and abide by best practices. I aspire to efficiency. There were occasional nuggets of wisdom from these cheerleaders that I took to heart.

It makes me think of a football coach. You don't want a football coach to say, "You know what? These guys are pretty good. We might lose! I mean they're really good! Let's just do our best." The facts might call for that speech, but that person would not be a great football coach. Vince Lombardi, "Show me a good loser, and I'll show you a loser."

That's what these guys bring to the table: optimism, vision, and confidence. It's something the Fours of the world should keep in mind. It's interesting to contrast what makes a good employee/leader, diligent, ambitious, constantly learning, growing, and aspiring to take on more responsibility, with the reality of how people actually behave within organizations!

P.S. My wife reminded me that this book contains the Old Economy Steve-iest story I've ever read (p. 82). Joseph Plumeri was a law student. He went looking on Wall Street for a part-time law job and walks into Cogan, Berlind, Weill & Levitt. He meets Sandy Weill (net worth 1.12 billion USD), but doesn't know who he is. Weill tells him, this isn't a law firm, it's a brokerage firm ... and hires him anyway!

That is a story not many millennials can identify with!

[Michelle · Rating 4 out of 5]

This book is great for what it's supposed to be. (The blurb is one you can trust, which is refreshing. The title is accurate too!)

The content is generated from interviews with CEOs, whether directly quoted or summarized. The author didn't intrude at all. There was nothing gimmicky or hyperbolic or condescending.

The book begins with interesting discussions of five characteristics that seem to be common to workers who excel. The chapter on simple mindsets would benefit many.

Those discussions are followed by commentary on major topics, like time management, people management, and office life. I especially liked the chapter on interviewing.

Both parts of the book had a mix of CEO comments, advice, examples, and stories. I enjoyed reading the anecdotes. There was at least one that was incredibly moving. The analogies were good too. I am now armed with several new helpful catchphrases.

There's a lot of practical advice here, advice that can be used by just about anyone, not only folks trying to reach C-level.

Thinking back, it's surprising how much was packed into this book.

Perhaps the biggest surprise for me was the humanity and humility. I couldn't stop wondering where I could find a company with leaders like these. They're just such a different type of leader than what I have experienced. (I know this is a small and biased sample, but still.)

Some readers will approach this book not knowing much about business. Some readers may be better exposed to some of the concepts here. While it may not be groundbreaking for some, it can't hurt to be reminded, and sometimes different phrasing makes you see something new.

This is a fast read, so even if you come away with one or two nuggets, it's worth the time. And even without nuggets, the micro-autobiographies are interesting.

[Anoop Dixith · Rating 3 out of 5]

Corner Office is one of those "Theory-Example" books that is not obfuscated and well streamlined to give the reader a straightforward idea and an example to support it. The examples taken to backup an idea are from acclaimed CEOs from a variety of industries - technology, hospitality, and even non-profits.

Tachi Yamada of Bill and Melinda Gates Foundation, Ursula Burns of Xerox, and Mark Pincus are probably the most highlighted ones. Ursula Burns makes her appearance in almost all chapters, in a good way, because her ideas are in fact worth adopting, and she does have a spectacular track-record at the C-level.

Obviously, the book and its ideas and illustrations are catered towards C-Level leadership, and is a must-read for anyone that is focusing on the top job at the C level. As evidenced by so many CEOs, the job of a CEO has no rule book and no formula, and that is is best showcased by many chapters in this book.

Because this book is based on the author Adam Bryant's NYTimes Corner Office column which is dedicated to CEO interviews, there weren't many examples from the lives and careers of American legendary CEOs of the past like Ford, Disney, Carnegie etc, but the book still does a great job of quoting examples from some of the highly successful CEOs of the current era.Some ideas highlighted in the book are very unique and novel - like Mark Pincus's "I'm CEO" campaign where he makes every one of Zynga's employees a CEO and his concept of OKRs, Zappos CEO's extreme focus on customers and his chaotic LinkExchange growth, stand out.

Overall, the book is inspiring and offers innovative guidelines for leaders and leaders-to-be, and I found it a pleasant and uncomplicated read.

[Carol · Rating 4 out of 5]

I thought the most interesting part of this book was the first, in which deputy New York Times editor Adam Bryant interviewed top CEOs about the qualities they needed to succeed. There were five: passionate curiosity, battle-hardened confidence, fearlessness, team smarts, and a simple mindset.
This part of the book was followed by a section on managing and one on leading, also based on talks with CEOs. There was some good advice on running meetings. Another interesting section was on what it is like to be a CEO. All agree that the experience is rather lonely and difficult to describe. In general, CEOs have to be quick studies. to identify and focus on a few key issues, and to learn from experience.
Most CEOs agree that one should not micromanage, or at least only micromanage selectively. They agree that a CEO should be interested and friendly, but not too invested in individual employees.
All in all, this book is a quick read and well worth the time. There is no teacher like experience, and this book is full of the voices of experienced CEOs, interviewed by a good listener who likens himself to a dinner-party host who stimulates lively conversation.