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The Corner Office: Indispensable and Unexpected Lessons from CEOs on How to Lead and Succeed, by Adam Bryant
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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.
- Sales Rank: #118755 in Books
- Published on: 2012-04-24
- Released on: 2012-04-24
- Original language: English
- Number of items: 1
- Dimensions: 8.19" h x .71" w x 5.53" l, .51 pounds
- Binding: Paperback
- 272 pages
From Publishers Weekly
Bryant, deputy national editor of the New York Times and writer of the "Corner Office" feature in the paper's Sunday Business section, offers compelling advice for the aspiring executive. With interviews with more than 75 CEOs and other top executives at companies of all sizes, he compiles insights on such questions as what does it take to lead an organization? what are the keys to achieving the highest levels of success? Business luminaries like the CEO of Disney, the COO of Qwest Communications, the CEO of Continental Airlines, a vice chairman at Wal-Mart, and the founder of Zappos speak thoughtfully about team creation, keeping the mission on target, management, employee relationships, the importance of feedback, and the creation of an efficient corporate culture. The conversational format makes these valuable lessons easy to comprehend and digest, and readers are left with a new understanding of leadership—why it's important, how these experts have worked to attain it, and how they can do the same. (Apr.)
(c) Copyright PWxyz, LLC. All rights reserved.
Review
"Compelling advice for the aspiring executive.... The conversational format makes these valuable lessons easy to comprehend and digest, and readers are left with a new understanding of leadership--why it's important, how these experts have worked to attain it, and how they can do the same."--"Publishers Weekly"
"Adam Bryant's "The""Corner Office" is a great service - practical, well-written, chock full of insight and wisdom. Reading this book is like joining a dinner table with some of the best leaders in America, listening in as a master conversationalist leads a spirited discussion you cannot forget. A wonderful creation!"--Jim Collins, author of "Good to Great" and co-author of "Built to Last"
""The Corner Office" is a modern management masterpiece. Adam Bryant distills and weaves together hundreds of gems from some of the most successful and intriguing executives on the planet. The result is one of the most delightful, readable, and useful business books I have read in years
About the Author
ADAM BRYANT is the senior editor for features at The New York Times and writes the popular "Corner Office" feature in the paper's Sunday Business section. He was the lead editor for the team that won the 2010 Pulitzer Prize for national reporting and is a former senior writer and business editor at Newsweek. He lives in Westchester County, New York.
Most helpful customer reviews
33 of 39 people found the following review helpful.
Not Exactly an Accurate Portrayal....
By Peter T. Szymonik
Although the intent is there, the biggest problem with this book is that Mr. Bryant highlights a number of CEOs who can hardly be called role models for corporate success or ethical behavior.
Among the people Mr. Bryant interviewed for his book are CEOs of companies that are hardly success stories or to be admired on any level for their leadership qualities. CEOs whose personal comments on "leadership" and "success" do not mirror their actual real world business practices or corporate ethics in any way.
Many of these CEOs are the ones who can be blamed for the failings of corporate governance and leadership over the past decade. Ethical, strategic and operational lapses that were direct contributors and causes of this country's recent economic collapse. CEOs who should have known better and acted much better, but looked the other way, fought and ignored regulation, and personally profited from the collapse.
This book required much more research. Mr. Bryant should have included interviews with former top executives who worked for these CEOs to meaure and examine the very real differences between these CEO's self-glorifying and personal perspectives of themselves and their performance, against the reality of what they practice in the real world and have actually accomplished.
15 of 17 people found the following review helpful.
Dining on brain food at a "metaphysical table" with mostly CEOs
By Robert Morris
What we have in this volume is a "buffet" of "nuggets" from about 75 interviews of mostly CEOs that Adam Bryant conducted over a period of several years, interviews featured by The New York Times in its Sunday edition. Several of those interviewed are prominent but most were not familiar, at least to me, when I first read what they had to say about what they did as well as about how and why they did it.
Bryant is wise not to present one interview after another, in alpha or chronological order. Rather, he divides the material into three parts (Succeeding, Managing, and Leading) and cherry picks from the interviews whatever is most relevant to the given topic or insight. For example, consider this extended excerpt during which he shares what he learned about "passionate curiosity," the subject of the first chapter.
"The C.E.O.'s are not necessarily the smartest people in the room, but they are the best students -- the letters could just as easily stand for `chief education officer.'
"'You learn from everybody,' said Alan R. Mulally, the chief executive 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.'
"Why `passionate curiosity'? The phrase is more than the sum of its parts, which individually fall short in capturing the quality that sets these C.E.O.'s apart. There are plenty of people who are passionate, but many of their passions are focused on just one area. There are a lot of curious people in the world, but they can also be wallflowers.
"But `passionate curiosity' -- a phrase used by Nell Minow, the co-founder of the Corporate Library -- better captures the infectious sense of fascination that some people have with everything around them.
"'Passionate curiosity,' Ms. Minow said, `is indispensable, no matter what the job is. You want somebody who is just alert and very awake and engaged with the world and wanting to know more.'
"Though chief executives are paid to have answers, their greatest contributions to their organizations may be asking the right questions. They recognize that they can't have the answer to everything, but they can push their company in new directions and marshal the collective energy of their employees by asking the right questions."
Bryant carefully selected chapter titles that, with few exceptions, specify or at least imply one of the core ingredients of great leadership at the C-level. They range from "Battle-Hardened Confidence" (Chapter 2) through "Bananas, Bells, and the Art of Running Meetings" (Chapter 9) to "Small Gestures, Big Payoffs" (Chapter 14). Those interviewed acknowledge mistakes made and what they learned from them, they explain how they interview and what they do (and do not) look for, and at least some of them indicate an endearing sense of vulnerability when citing the pressures and frustrations as well as loneliness when having to make tough decisions. Most of those interviewed seem to spend much more time in the trenches than in a corner office.
In the foreword, Bryant explains, "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 and industries." I presume to add that, in the case of the most prominent executives (e.g. Microsoft's Steven Ballmer, Cisco's John Chambers, Zappos' Tony Hsieh, Disney's Bob Iger, and Ford's Mulally), Bryant elicits remarkably frank comments that might not otherwise be shared if the corporate equivalent of "palace guards" had been involved.
Bryant notes that he was reminded of the first line of Tolstoy's novel, Anna Karenina, after interviewing dozens of executives: "'All happy families are alike; each unhappy family is unhappy in its own way.' Many of the CEOs I interviewed resembled one another in their approach. They listen, learn, assess what's working, what's not and why, and then make adjustments. They are quick studies and they also tend to be good teachers, because they understand the process of learning and can explain what they've learned to others. They seem eager to discuss their hard-earned insights, rather than holding on to them as if they were proprietary software."
To a significant extent, the same can be said of Bryant. He not only asks the right questions and elicits thoughtful responses; he also creates what (to me) resembles a mosaic of insights, revelations actually, that suggest all great leaders are alike but each has her or his own unique ways of deciding what is most important and, therefore, what must be done. Bryant characterizes his role as "dinner-party host, encouraging lively discussion and pointing out connections among the people gathered." He succeeds brilliantly but, in my opinion, he accomplishes much more than merely allowing those interviewed "to share their stories in their own voices." Those interviewed comprise a chorus of great voices and he is the skillful conductor of what now awaits those who read the book.
10 of 11 people found the following review helpful.
Author took time to synthesize the stories he collected
By D. C. Toedt
"The Corner Office" draws on the CEO interviews that Bryant has been doing for two-plus years for a weekly NY Times column of the same title. But the book is NOT just a reprint of his columns. Instead, Bryant sifts, sorts, and summarizes key takeaways of what his CEO subjects have variously told him. In each of the book's three major parts, Bryant sets out the career-changing practices and attitudes he has observed, illustrating them with real-life stories, quotable quotes, and "what seems to have worked for me" pointers from his subjects. Great reading for any manager, whether or not she aspires to the corner office.
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