bill george

The first rule of the Hippocratic Oath all doctors take is, "First, do no harm." Why did Theranos, Valeant and Turing assume so much risk? They focused on the short-term at the expense of their companies, their patients and the health care industry.
Life beckons you. Don't wait until it's too late. You may discover that what's missing in your life is not success, but significance.
Mindful practices, such as daily meditation, prayer, journaling or jogging, enable leaders to become more creative and open to new ideas. For Iger, this means waking up every morning at 4:30 a.m. to be alone
Weak leaders focus on all the things that are going wrong. Great leaders like Alan Mulally bring out the best in us. The most effective leaders apply the principles of positive psychology, ensuring their interactions with employees contain a healthy balance of positive and constructive feedback.
Donald Trump brags that he used a $1 million inheritance to create $10 billion net worth. CEOs like Valeant's Mike Pearson hype their quarterly results. Whatever happened to humility as a virtue for leaders?
Trust is the foundation of American capitalism. Unfortunately, many activist investors have damaged that faith. The staying power of activists will depend on whether they are able to regain our confidence through sustained financial performance, heightened innovation, and greater long-term investments, not just immediate gains.
Many companies are making important contributions, but CEOs have less leeway than ever to make bold investments in their communities. Due to growing pressures from short-term shareholders and increasing regulations, companies have been severely constrained in making targeted, long-term investments that drive social change.
The pharmaceutical industry's rationale that it needs high prices to afford the research has been turned on its head by Valeant's business model of spending less than 3 percent on research & development (R&D) and paying less than 3 percent in taxes.
"Faking it" is the antithesis of authentic leadership. Following this advice is the most likely path to failure as a leader. You cannot act like a leader until you go through the hard steps of developing yourself from within.
As you open yourself, others will open up as well, thus beginning a virtuous circle of vulnerability. Embrace those moments to share and be vulnerable. Now you have the power, and no one can take it from you.
Authentic leaders constitute the vast majority of people chosen today for the key roles in business and nonprofits. Their emergence as the predominant way of leading has resulted from all we have discovered about leadership in the past decade.
What is causing this shift to mindful leadership? In the stress-filled 24/7 world in which we live, leaders of all organizations need the opportunity for a "time out" period.
Technology connects us, but changes the nature of our relationships. We have more "friends" than ever, but lack the bonding we yearn for. These problems are multiplied for leaders.
Google's model for nurturing innovation leaders may well become the gold standard for other organizations eager to create innovation breakthroughs, without the constant pressure of shareholders for immediate results.
The Volkswagen scandal hit new lows this week when German-born Michael Horn, CEO of Volkswagen America, refused to acknowledge the people responsible for falsifying emissions tests on 11 million vehicles or to release essential documents.
The pressures today have never been greater on chief executives and boards to produce short-term results and maximize shareholder value. The paradox of these pressures is that they may actually destroy long-term shareholder value if they force executives to cut R&D, capital spending, new ventures and expansion in emerging markets, thus constraining future growth potential.
As you make this transformation, you are growing into a "leader of leaders" who has unlimited potential to lead others to achieve great things. In so doing, you become a servant-leader. Isn't this what leadership is all about?
After in-depth interviews with 170 world leaders and classroom discussions with 6,000 executives and MBAs in Authentic Leadership Development (ALD) at Harvard Business School, we've learned three essential steps to building your self-awareness.
All of us face trials in our lives. How can you respond to your crucible to transform your deep feelings of loss -- which are real and natural -- into opportunities for personal growth?
Have you ever felt you were losing your way? Cut adrift on a raging sea? I know I have. When I was reaching the top of Honeywell, I was working 24/7. Having succeeded in turning around a series of troubled businesses, I was tasked with even more turnarounds.