11 Leadership hacks from Top ceos

david NeLmsFormer CEO of Discover

ajay siNgh BaNgaPresident and CEO of MasterCard

• Davidspent20yearsatDiscover,14ofthemasCEO.Heoversawmorethan15,000employeesandmultiplesubsidiaries.Davidledthecompanythroughthefinancialcrisisandhelpedrebuildbyaddingnewbusinesses.DavidnowservesastheExecutiveChairoftheDiscoverboardofdirectorsandsitsonmultipleotherboards.

• “I’mbigondirectfeedbackloops.I’verequiredourofficerstolistendirectlytophonecallsnomatterwhatfunctionthey’rein,andthatcreatesanunderstandingofwhat’sgoingon,aswellasafeedbacklooptoimproveprocesses.Ialsoheldquarterlyemployeetownhalls.IgivethemliveQ&Asateveryoneofthosemeetingssoeveryemployeecanaskaquestionwithnoscreening.Thatletsmeknowwhat’soninthemindsofcustomersandemployees.”

• Ajay’scareerhastakenhimaroundtheworldwithpositionsatMasterCard,Citigroup,andNestleIndia.AtMasterCard,heoversees13,000employeeswhoservemorethan600millioncustomers.HeisavocaladvocateforbusinessrelationshipsbetweentheU.S.andIndia.HeisthechairmanoftheU.S.-IndiaBusinessCouncil.

• “Beurgentandbepatient,andembracebothcompletely.Alotofpeoplethinkthaturgencyandpatiencearecontradictory.Andtheycouldn’tbemorewrong.Youneedtobepatientenoughtolistentoeverybody,butyet,youmusthaveasenseofurgencytotakeadecisionandtoexecute.”

marissa mayerFormer CEO of Yahoo

BiLL ThomasGlobal Chairman and CEO of KPMG

arNoLd doNaLdCEO of Carnival Cruise Lines

• MarissawasanearlyemployeeatGooglebeforebecomingpresidentandCEOofYahoo.Duringhertenure,shemademajorchangestothecultureandexpandedthebusinesstonewareas.InjustfiveyearsasCEO,Yahoostockpricestripled.Marissaisregularlyonlistsofthemostinfluentialwomeninbusiness.

• “IliketohavemystaffmeetingonMondaytogetalltheupdatesandsetuptheweek.Ontheflipside,Iliketopunctuatetheendoftheweekwithanall-companymeeting,whereyoutalkaboutwhatwasgoodandbadthatweekwhileit’sstillfreshineveryone’sminds,ratherthanlettingthatqueueupforamonthoraquarter.Havinganicefrequencyofcommunicationisimportant,soIhadanend-of-weekmeetingatYahooeveryweekIwasthere.Itriedtonevermissthosemeetings.Iwouldn’texpectsomethingofsomeoneelsethatIwouldn’texpectmyself.ItrytoneverasksomeonetodosomethingIwouldn’tdo.”

• BillledKPMGgroupsforyearsbeforesteppinginasGlobalChairmanandCEO,whereheoverseesmorethan200,000globalemployees.Hismajorinitiativehasbeenimprovinginclusionanddiversitywithinthecompany.Billhasreceivednumerousawardsforleadership,includingbeingnamedaCatalystCanadaHonoursChampioninrecognitionforhisleadershipinbuildingadiverseandinclusivecultureinKPMGinCanada.

• “Itrytofindsomedifferentperspectivesandvoicesthatarepreparedtochallengemyviews,listentowhattheyaresaying,andbepreparedtochangetackifwhattheythinkismorecompellingandbetterthanmyownview.”

• ArnoldgrewupinanimpoverishedneighborhoodofNewOrleans,butovercamehiscircumstancestogetanMBAandholdexecutivebusinesspositionsatMonsantoandMerisant.CarnivalcalledArnoldoutofretirementtobeCEOasitfacedtwomajorpublicrelationscrises.SincebecomingCEOofCarnivalin2013,thecompanyhasposteditshighest-everprofits.

• “Youhavetogenuinelyconnectwithpeople.Theyhavetoknowandfeelyoureallycareaboutthem.Thosearen’ttacticsoranything,thosearejustbasictruisms.Peoplehavetoknowyou’recommitted,personally.It’snotalotofmagictoit,it’sjustrealstuff.Youcan’tfakeit.”

BerNard TysoNCEO of Kaiser Permanente

BarBara humpToNCEO of Siemens USA

huBerT joLyCEO of Best Buy (he’s stepping down in June)

• BernardhasworkedforKaiserPermanentefor34inanumberofrolesandhasbeenCEOsince2013.Kaiserisoneofthecountry’sleadingintegratedhealthplanswithanetworkofmorethan22,000physiciansand217,000employeesandisknownforitsinnovationandculture.Bernardisconsistentlyrankedasoneofthemostinfluentialpeopleinhealthcareandisinvolvedinmanyotherwellness-relatedcauses.

• “Showupasanauthenticindividualandinvitepeopletobewhotheyare.ReallyfacilitatingtheconversationstogetdifferentpointsofviewcontinuestobesomethingthatIbenefitfromalot.EspeciallywhenIfeelsostronglyaboutsomethinginaparticularway.I’velearnedalotfromgettingotherperspectivesthatthenevolvemythinking.”

• Barbarawasoneofjustafewwomeninthefieldwhensheenteredtheengineeringworldinthe1980s.HerbackgroundinoperationsandconsultinghelpsherleadSiemens’largestmarketintheworld,withmorethan50,000employeesand$23billioninannualrevenue.Hermainresponsibilitiesincludesettingandleadingthebusinessstrategyandengagement.

• “Beingunconventionalturnedouttobemybiggesthack,becauseIwasalwaysunexpected.Peoplewouldsay,‘Barb,youseemsonice.Butunderneaththatvelvetglove,there’sthisbrick.’Myhackhasbeenbeingunassuminganddisarming.There’snothingwrongwithnotpresentingyourselfasthesmartestpersonintheroom.”

• HubertleftacareerinhospitalitytorescueBestBuywhenhebecameCEOin2012.Heevolvedthetraditionalretailertothriveinthee-commerceworldandfocusedondeliveringgreatserviceandprices.BestBuy’sstocktripledinHubert’sfirstfullyearasCEOandcontinuedtogrowduringhistenure.HewasbeennamedtolistsofthebestCEOsmultipletimes.

• “Tellthetruththedowhat’sright.It’ssimple,butsoimportant.Ialsolikethequote‘Thebestleadersdon’tclimbtothetop.Theyarecarriedtothetop.’Sofocusondoinggoodworkanddoingwhat’sright.”

richard aLLisoNCEO of Domino’s

syLvia meTayerWorldwide Corporate Services of Sodexo

david NovakFormer CEO of Yum Brands

• RitchoversawDomino’sinternationalrestaurantsaspresidentofDomino’sInternationalbeforebeingpromotedtoCEOlastyear.Domino’shasmorethan400,000franchisedandcorporateemployeesandoperatesmorethan16,000storesaroundtheworld.RitchspenttheearlydecadesofhiscareeratBain.

• “Themostimportantthingislistening.Ifyou’rethefirstpersontospeak,youcanoftenshutdownalotofreallyinterestinginputandconversation.ItrytolistenandhearwhatmyteamthinksandhastosaybeforeIchimeinwithmyownopinion.”

• Sylviahasabackgroundininternationalbusiness,includingoverseeingSodexo’sInternationalLargeAccounts.Hercurrentroleincludesmanaging120,000employeesin60countriesontheirmissiontoservetheir20milliondailycustomers.SheisinvolvedingroupstosupportwomenandLGBTemployeeswithinSodexo.

• “Ithinkanythingyoucandotodelegateandempowerasmuchaspossiblewillgetyouwhereyouwanttobe.Thehackisreallytosay,‘DoIneedtodoitmyself?DoIneedtodecideitmyselforcanIdelegateitdownandgivesomebodyelsethepowertomakethatdecision?’”

• Davidistheco-founderandretiredCEOofYum!Brands,whichincludesKFC,TacoBell,andPizzaHut.Underhisleadership,thecompanydoubledthenumberofrestaurantsandquadrupleditsmarketcapitalization.Heistheauthorofmultipleleadershipbooks.

• “Ihadapillowonmybedembroideredwiththeword‘Plan’.EverynightbeforeIwenttobedIwouldthinkaboutthenextday.Justlikeanathletevisualizeshowthey’regoingtoperformandwin,Iwouldvisualizeeachmeetingandinteraction.IwaspreparedforthemeetingsandhadanoutcomethatIreallywantedtosee.Iwouldthinkthroughmywholedaythatway.SowhenIgottoworkthenextday,Iknewwhatmymeetingswere,whatIwantedastheoutcomeofeachofthosemeetings,andwhoIwashadtodealwith.Iwasreadytogo.”

The future Leader:9 Skills and Mindsets to Succeed in the Next Decade

are you a future-ready leader? Based on exclusive interviews with over 140 of the world’s top ceos and a survey of nearly 14,000 people.

do you have the right mindsets and skills to be able to lead effectively in the next ten years and beyond? most individuals and organizations don’t even know what leadership will look like in the future. until now.

Therehasbeenalotwrittenaboutleadershipforthepresentday,buttheworldischangingquickly.Whatworkedinthepastwon’tworkinthefuture.Weneedtoknowhowtoprepareleaderswhocansuccessfullynavigateandguideusthroughthenextdecadeandbeyond.Howisleadershipchanging,andwhy?Howreadyareleaderstodayforthesechanges?Whatshouldleadersdonow?Toanswerthesequestions,Jacobinterviewedover140CEOsfromcompanieslikeUnilever,Mastercard,BestBuy,Oracle,Verizon,Kaiser,KPMG,IntercontinentalHotelsGroup,Yum!Brands,Saint-Gobain,Dominos,PhilipMorrisInternational,andoverahundredothers.JacobalsopartneredwithLinkedintosurveyalmost14,000oftheirmembersaroundtheglobetoseehowCEOinsightsalignwithemployeeperspectives

Themajorityoftheworld’stopbusinessleadersthatJacobinterviewedbelievethatwhilesomecoreaspectsofleadershipwillremainthesame,suchascreatingavisionandexecutingonstrategy,leadersofthefuturewillneedanewarsenalofskillsandmindsetstosucceed.

What emerged from all of this research is the most accurate groundbreaking book on the future of leadership, which shares exclusive insights from the world’s top ceos and never before seen research. after reading it, you will:

• Learnthegreatesttrendsimpactingthefutureofleadershipandtheirimplications• Understandthetopskillsandmindsetsthatleadersofthefuturewillneedtopossessandhowto

learnthem• Changeyourperceptionofwhoaleaderisandwhatleadershipmeans• Tacklethegreatestchallengesthatleadersofthefuturewillface• SeethegapthatexistsbetweenwhatCEOsidentifiedversuswhatemployeesareactuallyexperiencing• Becomeafuture-readyleader

This is the book that you, your team, and your organization must to read in order to lead in the future of work.