Samuel Adams CEO Jim Koch created a great American beer, and dreamed up some ideas to get his employees excited about--free beer, patriotism, entrepreneurship. Here's how he makes sure his employees love coming to work every day.
Steve Cannon, newly minted CEO of Mercedes-Benz USA, got his leadership skills from his time spent in fatigues. Though you won't find him telling staff to drop and give him 20, he is leading a charge into new tech territory and looking for a few good Gen Y customers to buy into the heritage brand.
Christine McEntee is the first woman in the 149-year history of the American Institute of Architects to hold the position of executive vice president/chief executive officer. A graduate of the Advanced Executive Program at the Kellogg School of Management at Northwestern University, she currently serves on the board of directors of the American Society of Association Executives and the Edmund Burke School. Ms. McEntee is also a guest lecturer at Georgetown University School of Business. In 1994, she was featured in Chicago Business/Crain's List as an Under-40 Mover and Shaker.
"The best way to manage effectively across multiple offices can be summed up in one word: overcommunicate. It's all about learning to see people more in those offices through video conference and flying out there. Schedule more meetings that make sense to understand their local nuances on time and what they care about. And make sure you're collaborating to maximize results when it really matters. Multiple offices mean communications has to become more abundant." -- Ed Moed
Professor Bell is an associate professor of business administration at Tuck and works in the field of organizational behavior. She has previously served on the faculties of Belk College of Business Administration, the University of North Carolina at Charlotte, the Sloan School of Management, Massachusetts Institute of Technology, Yale's School of Management, and at the University of Massachusetts at Amherst.
"So just because you have people working from separate locations or from home doesn't mean they shouldn't be held accountable for how they spend their time everyday. So you need to make sure you have someone managing people remotely and they need to know exactly what you expect them to do on a day-to-day basis. A good example is a support engineer, how many tickets or calls or emails you expect them to answer every day. They need to know that number and they need to know that's what they have to do on a day-to-day basis.