William W. George
Professor of Management Practice
Bill George is a professor of management practice at Harvard Business School, where he has taught leadership since 2004, and the former chairman and chief executive officer of Medtronic. He is the author of four best-selling books: Authentic Leadership, True North: Discover Your Authentic Leadership; Finding Your True North: A Personal Guide; and 7 Lessons for Leading in Crisis. True North Groups: A Powerful Path to Personal and Leadership Development, his most recent book, was published in September 2011. Professor George is currently the faculty chair of HBS’s Executive Education program Authentic Leadership Development. He joined Medtronic in 1989 as President and Chief Operating Officer, was Chief Executive Officer from 1991-2001, and Chairman of the Board from 1996 to 2002. Earlier in his career, he was an executive with Honeywell and Litton Industries and served in the U.S. Department of Defense. Mr. George currently serves as a director of ExxonMobil and Goldman Sachs, and also recently served on the board of Novartis and Target. He is also currently a trustee of Carnegie Endowment for International Peace, World Economic Forum USA and the Guthrie Theater. He has served as chair of the board of Allina Health System, Abbott-Northwestern Hospital, United Way of the Greater Twin Cities, and Advamed. Mr. George received his BSIE with high honors from Georgia Tech, his MBA with high distinction from Harvard University, where he was a Baker Scholar, and honorary PhDs from Georgia Tech and Bryant University. During 2002-03 he was professor at IMD International and Ecole Polytechnique in Lausanne, Switzerland, and executive-in-residence at Yale School of Management. He has been named one of the "Top 25 Business Leaders of the Past 25 Years" by PBS; "Executive of the Year-2001" by the Academy of Management; and "Director of the Year-2001-02" by the National Association of Corporate Directors. Mr. George makes frequent appearances on television and radio, and his columns are published in the New York Times, Wall Street Journal, Business Week, and Fortune.
He and his wife Penny split their time between Cambridge and Minnesota, where Penny runs their family foundation and is deeply involved in integrative medicine. They have two sons: Jeff George, who lives in Munich, Germany with his wife Renee Will and daughters Dylan and Stella; and Jon George, MD, who lives in San Francisco with his wife Jeannette Lager, MD, son Freeman, and daughter Jade. HBS Healthcare Initiative
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Comment
| Wall Street Journal
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Finding a Cure for CEO-itis
Bill George
Citation: George, Bill. "Finding a Cure for CEO-itis." Wall Street Journal (July 12, 2012).
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Comment
| Boston Globe
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For businesses, Supreme Court Ruling Provides a Measure of Clarity in Health Care Calculations
Bill George
Citation: George, Bill. "For businesses, Supreme Court Ruling Provides a Measure of Clarity in Health Care Calculations." Boston Globe (June 29, 2012).
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Comment
| CNBC.com
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Health-Care Insiders Brace for Drastic Change
Bill George
Citation: George, Bill. "Health-Care Insiders Brace for Drastic Change." CNBC.com (June 29, 2012).
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Comment
| New York Times
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Downgraded in the Sky, Too
Bill George
Citation: George, Bill. "Downgraded in the Sky, Too." New York Times (June 25, 2012).
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Comment
| Fortune
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Harvard's Prescription for a Broken American Political System
Bill George
Citation: George, Bill. "Harvard's Prescription for a Broken American Political System." Fortune (June 26, 2012).
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Article
| Star Tribune (Minneapolis)
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Leaders' Character More Important Than Resumes
Bill George
Keywords: leadership;
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Comment
| Bloomberg.com
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Chesapeake Appoints Dunham Chairman, Stripping McClendon
Bill George
Citation: George, Bill. "Chesapeake Appoints Dunham Chairman, Stripping McClendon." Bloomberg.com (June 21, 2012).
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Article
| MWorld: The Journal of the American Management Association
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Developing Innovative Leaders
Bill George
Keywords: leadership;
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Comment
| The New York Times
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Prosecutors Seek to Show Ex-Goldman Director's Close Ties to Inside Trade
Bill George
Citation: George, Bill. "Prosecutors Seek to Show Ex-Goldman Director's Close Ties to Inside Trade." The New York Times (May 25, 2012).
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Article
| Star Tribune (Minneapolis)
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Bill George: Speaking Out Against the Marriage Amendment
Bill George
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Article
| Charlotte Business Journal
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Charlotte's Competitive Muscle
Bill George and Jim Rogers
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Article
| Bloomberg.com
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Moonves Making $69 Million Shows How Boards Manipulate Data
Bill George
Citation: "Moonves Making $69 Million Shows How Boards Manipulate Data." Bloomberg.com (April 25, 2012).
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Article
| Star Tribune (Minneapolis)
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Greatest Generation is Passing Local Leadership Torch
Bill George
Keywords: leadership;
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Article
| Harvard Business Review
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Enhance Your Overseas Experience
William W. George
Keywords: leadership;
Citation: George, William W. "Enhance Your Overseas Experience." Harvard Business Review 90, no. 3 (March 2012).
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Article
| Vistage
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2012: The Year of the Peer Advisory Group
Bill George
Keywords: leadership;
Citation: George, Bill. "2012: The Year of the Peer Advisory Group." Vistage (February 28, 2012).
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Article
| Harvard Business Review
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A New Era for Global Leadership Development
Bill George
Keywords: leadership;
Citation: George, Bill. "A New Era for Global Leadership Development." Harvard Business Review 90, nos. 1-2 (January – February 2012).
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Other Article
| Vistage
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True North Groups: A Talk with Bill George
Bill George
Keywords: leadership;
Citation: "True North Groups: A Talk with Bill George." Vistage (February 12, 2012).
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Comment
| Harvard Magazine
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Two Faculty Members Elected to National Academy of Engineers
Bill George
Citation: George, Bill. "Two Faculty Members Elected to National Academy of Engineers." Harvard Magazine (February 10, 2012).
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Article
| Harvard Business Review
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How IBM's Sam Palmisano Redefined the Global Corporation
Bill George
Keywords: leadership;
Citation: George, Bill. "How IBM's Sam Palmisano Redefined the Global Corporation." Harvard Business Review 90, nos. 1-2 (January–February 2012).
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Article
| Star Tribune (Minneapolis)
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What Minnesota can Learn from Germany
Bill George
Keywords: leadership;
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Article
| Harvard Business Review Blogs
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How IBM's Sam Palmisano Redefined the Global Corporation
Bill George
Keywords: Business Ventures;
Computer Industry;
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Article
| Star Tribune (Minneapolis)
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What Minnesota Can Learn from Germany
Bill George
Keywords: Learning;
Minnesota;
Germany;
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Article
| Harvard Business Review Blogs
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Five Resolutions for Aspiring Leaders
John Coleman and Bill George
Keywords: Leadership;
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Article
| Public Management (PM) Magazine
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True North Groups: Leadership Development for the 21st Century
Bill George
Keywords: Groups and Teams;
Leadership;
Growth and Development;
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Article
| Star Tribune (Minneapolis)
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Extraordinary Collaboration Can Rebuild Minnesota Miracle
Bill George
Keywords: Cooperation;
Minnesota;
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Article
| Fortune
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Group Therapy for Executives
Bill George
Keywords: Groups and Teams;
Health;
Management;
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Article
| HBS Working Knowledge
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The Power of Leadership Groups for Staying on Track
Bill George
Keywords: Leadership;
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Article
| MWorld: The Journal of the American Management Association
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Becoming a Collaborative Leader
Bill George
Keywords: Cooperation;
Leadership;
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Article
| HBS Working Knowledge
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Why Leaders Lose Their Way
Bill George
Keywords: Business Ventures;
Leadership;
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Article
| Star Tribune (Minneapolis)
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Take a Close Look at the New Generation of Corporate Leaders
Bill George
Keywords: Leadership;
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Article
| Star Tribune (Minneapolis)
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Gregg Steinhafel Has Faced Up to Many Challenges as Target CEO
Bill George
Keywords: Problems and Challenges;
Management;
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Article
| European Financial Review
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Mindful Leadership
William W. George
Keywords: Leadership;
Citation: George, William W. " Mindful Leadership." European Financial Review (November–December 2010).
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Article
| Economist
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The Economist Debate: Obama and Business
Bill George
Keywords: Economics;
Government and Politics;
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Article
| Star Tribune (Minneapolis)
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Coming Home to Minnesota
Bill George
Keywords: Minnesota;
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Article
| New York Times
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It's Time for Obama 2.0
Bill George
Keywords: Government and Politics;
Web;
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Article
| Leadership Excellence
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Authentic Leaders
Bill George
Keywords: Leadership;
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Article
| Bloomberg Businessweek
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Executive Pay: Rebuilding Trust in an Era of Rage
Bill George
Keywords: Executive Compensation;
Trust;
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Article
| HBS Working Knowledge
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Mindful Leadership: When East Meets West
Bill George
Keywords: Leadership;
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Article
| New York Times
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It's Time to Invest in America
Bill George
Keywords: Investment;
United States;
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Article
| Star Tribune (Minneapolis)
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Win Wallin: An Authentic Leader in our Midst
Bill George
Keywords: Leadership;
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Article
| Star Tribune (Minneapolis)
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Great Leaders Forge the Way to Win-Win Solutions for all Parties
Bill George
Keywords: Leadership;
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Article
| New York Times
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Can Biotech Survive Icahn
Bill George
Keywords: Biotechnology Industry;
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Article
| Star Tribune (Minneapolis)
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Collaboration Necessary for Positive Change
Bill George
Keywords: Cooperation;
Change;
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Article
| Harvard Business Review Blogs
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The New 21st Century Leaders
Bill George
Keywords: Leadership;
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Article
| Harvard Business School Newsroom
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Passage of U.S. Healthcare Reform Legislation
Bill George
Keywords: Governing Rules, Regulations, and Reforms;
Government Legislation;
Health;
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Article
| Star Tribune (Minneapolis)
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Time to Transform State's Health Care
Bill George
Keywords: Health;
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Article
| HBS Working Knowledge
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A Golden Opportunity for Ford and GM
Bill George
Keywords: Opportunities;
Auto Industry;
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Article
| Journal of Patient Safety
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Leading in Crisis: Lessons for Safety Leaders
William George and Charles R. Denham, MD
Keywords: Leadership;
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Article
| HBS Working Knowledge
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Tragedy at Toyota: How Not to Lead in Crisis
William George
Keywords: Leadership;
Auto Industry;
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Article
| Wall Street Journal
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Leadership's Lost Decade
Bill George
Keywords: Leadership;
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Article
| Bloomberg Businessweek
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An Agenda Disrupted: Obama after Year One
Bill George
Keywords: Disruption;
Government and Politics;
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Article
| Star Tribune (Minneapolis)
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Revisiting the Rights and Responsibilities of Business
Bill George
Keywords: Rights;
Business Ventures;
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Article
| Wallstreetjournal.com
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Bezos, Chambers Provide Model for Leaders after Crisis
Bill George
Keywords: Leadership;
Citation: George, Bill. "Bezos, Chambers Provide Model for Leaders after Crisis." Wallstreetjournal.com (January 7, 2010).
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Article
| New York Times
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Innovation Can Unlock Job Growth
William W. George
Keywords: Innovation and Invention;
Jobs and Positions;
Growth and Development;
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Article
| U.S. News & World Report
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Eboo Patel: Obama Faith Advisor Preaches Religious Tolerance
William W. George
Keywords: Religion;
Government and Politics;
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Article
| Business Week
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Rays of Hope at General Motors
William W. George
Keywords: Production;
Auto Industry;
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Article
| Wall Street Journal
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Seven Lessons for Leading in Crisis
Bill George
Keywords: Leadership;
Crisis Management;
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Article
| U.S. News & World Report
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A New Makeover for an Old Retail Face
Bill George
Keywords: Sales;
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Article
| Strategy & Leadership
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Why Leaders Lose Their Way
Bill George and Andrew N. McLean
Keywords: Leadership;
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Journal Article
| Fortune
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What Is Your True North?
William W. George
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Article
| Leader to Leader
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The Transformation from 'I' to 'We'
Bill George and Andrew N. McLean
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Article
| Harvard Business Review
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Discovering Your Authentic Leadership
Bill George, Peter Sims, Andrew N. McLean and Diana Mayer
Keywords: Leadership;
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Article
| U.S. News & World Report
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Truly Authentic Leadership
Bill George
Keywords: Leadership;
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Journal Article
| U.S. News & World Report
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The Master Gives It Back
Bill George
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Article
| HBS Working Knowledge
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Waking Up a Sleeping Company
William W. George
Keywords: Business Ventures;
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Article
| Executive Excellence
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Values Drive Performance
William W. George
Keywords: Values and Beliefs;
Performance;
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Article
| Costco Connection
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Leadership Is Authentic
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership Is Authentic." Costco Connection (March 2004).
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Journal Article
| Harvard Business Review
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Find Your Voice
William W. George
Citation: George, William W. " Find Your Voice." Harvard Business Review 82, no. 1 (January 2004): 35.
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Journal Article
| Leader to Leader
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The Journey to Authenticity
Bill George
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Article
| Harvard Business Review
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Meditate On It
William W. George
Keywords: Negotiation;
Citation: George, William W. " Meditate On It." Harvard Business Review 82, no. 1 (January 2004).
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Article
| Innovative Leader
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Becoming an Authentic Leader
William W. George
Keywords: Leadership;
Citation: George, William W. "Becoming an Authentic Leader." Innovative Leader (January 2004).
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Article
| Wall Street Journal
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Wanted: Authentic Leaders
Bill George
Keywords: Leadership;
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Article
| Star Tribune (Minneapolis)
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Authentic Leaders Needed to Restore Trust
William W. George
Keywords: Leadership;
Trust;
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Journal Article
| Chief Executive
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Taking Charge: Vision and Heart
Bill George
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Article
| Executive Excellence
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Seven Deadly Sins: Avoid These Pitfalls to Growth
William W. George
Keywords: Growth and Development;
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Article
| Chief Executive
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Restoring Trust at the NYSE
Bill George
Keywords: Trust;
Stocks;
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Article
| Strategy & Leadership
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Shareholders Come Third
William W. George
Keywords: Business and Shareholder Relations;
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Article
| Executive Excellence
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Authentic Leaders: Devote Yourself to a Cause
William W. George
Keywords: Leadership;
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Article
| European Business Forum
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Where Have All the Leaders Gone?
William W. George
Keywords: Leadership;
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Journal Article
| Fortune
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Why It's Hard To Do What's Right
Bill George
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Article
| Directorship
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Authentic Leaders 'Get' Governance
William W. George
Keywords: Leadership;
Governance;
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Journal Article
| Star Tribune (Minneapolis)
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If Only We Had Listened
William W. George
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Article
| Corporate Board
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The Need for Improved Corporate Governance
William W. George
Keywords: Corporate Governance;
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Article
| Harvard Business Review
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Imbalance of Power
William W. George
Keywords: Power and Influence;
Citation: George, William W. " Imbalance of Power." Harvard Business Review 80, no. 7 (July 2002).
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Article
| Director's Monthly
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Restoring the Governance Balance
William W. George
Keywords: Governance;
Balance and Stability;
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Article
| Academy of Management Executive
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How Mission-Driven Companies Create Long-Term Shareholder Value
William W. George
Keywords: Mission and Purpose;
Business Ventures;
Business and Shareholder Relations;
Value;
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Article
| Executive Excellence
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Mission Driven, Values Centered
William W. George
Keywords: Mission and Purpose;
Values and Beliefs;
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Article
| Harvard Business Review
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Task Teams for Rapid Growth
William W. George
Keywords: Groups and Teams;
Growth and Development;
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Chapter
| The Handbook for Teaching Leadership: Knowing, Doing, and Being
| 2012
Authentic Leadership Development
Bill George
Keywords: Leadership Development;
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Chapter
| Enterprise Transformation
| 2006
Transformational Leadership
William W. George
Keywords: Leading Change;
Transformation;
Citation: George, William W. "Transformational Leadership." Chap. 4 in Enterprise Transformation, edited by William Rouse, 69–77. New York: John Wiley & Sons, 2006.
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Chapter
| Leadership and Governance from the Inside Out
| 2004
Whither Governance: Process or People?
William W. George
Keywords: Governance;
Citation: George, William W. "Whither Governance: Process or People?" In Leadership and Governance from the Inside Out, edited by Robert Gandossy, and Jeffrey Sonnenfeld. New York: John Wiley & Sons, 2004.
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Case
| HBS Case Collection
|
2013
(Revised from original 2013 version)
Omar Ishrak: Building Medtronic Globally
Bill George and Natalie Kindred
Omar Ishrak, Medtronic's first non-American CEO, aims to reinvigorate the medical device maker's growth by focusing on emerging markets, therapy innovation, and creative business models. In 2012, budget constraints in mature economies, the lack of new medical therapies coming to market, and the decline in growth of Medtronic's core businesses has reduced the company's once dynamic growth close to zero. As the newly appointed CEO, Ishrak faces the formidable challenge of restoring the company's growth. In his first 18 months as CEO, he has laid the groundwork for future growth by ramping up R&D investment in breakthrough therapy innovations. To bolster Medtronic's near-term prospects, he has supported creative product and business model innovations aimed at overcoming adoption barriers in emerging economies. Ishrak restructured his executive team and their responsibilities: the heads of Medtronic's global operating regions and major countries, who previously reported to the head of international, now report directly to the CEO, putting seven non-Americans on the executive committee. In another important milestone, Medtronic acquired a Chinese orthopedics company, which became its first fully integrated business unit outside the U.S. Ishrak is trying to decide whether these steps are sufficient to transform Medtronic from a multinational into a truly global company and restore its growth.
Keywords: healthcare;
medical devices;
Medtronic;
globalization;
leadership;
emerging markets;
innovation;
reverse innovation;
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Case
| HBS Case Collection
|
2012
(Revised from original 2011 version)
Greater Minneapolis-St. Paul: Building on a Diversified Base
William W. George
Keywords: Urban Scope;
Government and Politics;
Minneapolis;
Saint Paul;
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Case
| HBS Case Collection
|
2012
(Revised from original 2011 version)
Greater Minneapolis-St. Paul: Building on a Diversified Base (Abridged)
William W. George
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Case
| HBS Case Collection
|
2012
(Revised from original 2011 version)
The Big 3 Roar Back
William W. George
The "Big 3"—Ford Motor Company, General Motors, and Chrysler—were all headquartered in Detroit, Michigan. Born between 1903 and 1928, they dominated the automobile industry in the U.S. for decades until they became complacent. In the 1970s they started losing share to better quality, more fuel-efficient foreign imports. By 2008 they were teetering, and two required federal government assistance to stay afloat. Within three years, remarkably, the Big 3 had turned around by improving competitiveness in quality, design, and cost. Ford's Alan Mulally, GM CEO Ed Whitacre, and Chrysler CEO Sergio Marchionne took different approaches to guide their respective companies to improvements in product design, quality, and cost competitiveness that led to sales increases, solid profitability, and positive cash flow. From October 2010 to October 2011, GM, Ford, and Chrysler sales increased 1.8%, 6.2%, and 27%, respectively. GM and Ford reported strong profits and better-than-expected sales and agreed to pay bonuses to unionized workers as part of new contracts. The Big 3 were gaining market share—Ford was now handily outselling Toyota Motor Corp. in the U.S. after falling behind in 2007. Many saw the Big 3 turnaround as proof that a unionized manufacturing industry could be revived through strong, decisive leadership on multiple fronts and improved union relations.
Keywords: Production;
Labor Unions;
Labor and Management Relations;
Industry Clusters;
Competitive Strategy;
Auto Industry;
Manufacturing Industry;
Michigan;
Citation: George, William W. " The Big 3 Roar Back." Harvard Business School Case 412-072, June 2012. (Revised from original November 2011 version.)
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Case
| HBS Case Collection
|
2011
Envision Charlotte: Building an Energy Cluster
William W. George
Keywords: Energy Industry;
North Carolina;
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Case
| HBS Case Collection
|
2011
Envision Charlotte: Building an Energy Cluster (Abridged)
William W. George
Keywords: Energy Industry;
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Case
| HBS Case Collection
|
2011
(Revised from original 2011 version)
Leading by Values: Sam Palmisano and IBM
William W. George
Keywords: Leadership;
Values and Beliefs;
Information Technology Industry;
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Case
| HBS Case Collection
|
2011
(Revised from original 2008 version)
David Neeleman: Flight Path of a Servant Leader (A)
William W. George and Matthew D. Breitfelder
David Neeleman, founder of JetBlue, is forced to confront a crisis in customer confidence following operational difficulties on February 14, 2007. This becomes a vital test of his leadership.
Keywords: Customer Satisfaction;
Leadership;
Crisis Management;
Trust;
Air Transportation Industry;
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Supplement
| HBS Case Collection
|
2011
(Revised from original 2008 version)
David Neeleman: Flight Path of a Servant Leader (B)
William W. George and Matthew D. Breitfelder
David Neeleman (B) traces the events subsequent to the (A) case.
Keywords: Leadership;
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Case
| HBS Case Collection
|
2011
(Revised from original 2010 version)
Kent Thiry: "Mayor" of DaVita
William W. George and Natalie Kindred
Kent Thiry, CEO of dialysis provider DaVita, is considering how to integrate employees from recently acquired Gambro Healthcare without damaging DaVita's robust, unconventional internal culture. When Thiry joined DaVita in 1999, breaking an important promise to his family in order to do so, he was determined to create a differentiated company with a community-like culture. Over six years, he had engineered an impressive financial turnaround and successfully developed the strong culture he had envisioned. In late 2004, DaVita acquired arch-rival Gambro Healthcare, whose 12,000 employees would nearly double DaVita in size once the integration is completed in fall 2005. Confident that the deal makes business sense but worried about potential adverse impacts of the integration-especially in light of rumors that Gambro employees are suspicious of Thiry's authenticity and critical of DaVita's arguably eccentric culture-Thiry is considering whether to impose DaVita's culture on the new arrivals, or just allow Gambro to operate independently for a period of time.
Keywords: Mergers and Acquisitions;
Experience and Expertise;
Employee Relationship Management;
Leadership Style;
Organizational Change and Adaptation;
Organizational Culture;
Personal Development and Career;
Integration;
Health Industry;
Citation: George, William W., and Natalie Kindred. Kent Thiry: " Mayor" of DaVita. Harvard Business School Case 410-065, May 2011. (Revised from original May 2010 version.)
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Case
| HBS Case Collection
|
2011
Daniel Kim's Dilemma (A)
Bill George and Natalie Kindred
Daniel Kim was considering "blowing the whistle" on his friend, the CEO of a fast-growing startup where Kim had spent most of his professional career. When Kim joined the company, called Cardio-Metric, in 2002, it consisted of seven young engineers (including its two 25-year-old founders) working from a one-bedroom Minneapolis apartment. By 2008, when the venture capital-backed company recorded $110 million in revenues, Kim had become close friends with the founders, who served as CEO and chairman. Cardio-Metric's success, however, concealed troubling internal developments. Since 2002, the CEO's management style had progressed from unconventional, to questionable, to egregious. Kim, Cardio-Metric's on-and-off CFO, had repeatedly confronted the CEO over his behavior-including charging large purchases with no clear business purpose to Cardio-Metric and presenting unrealistic financial projections to investors-but the CEO dismissed Kim's concerns and ordered him not to share them with others at the company. By April 2009, Kim believed the problem had grown out of control, and he was considering disclosing the CEO's actions to the board of directors and a team of external auditors. There was much at stake. Kim's disclosure would undoubtedly ruin his friendship with the CEO, endanger Kim's own role at the company, and even jeopardize the future of Cardio-Metric itself.
Keywords: Ethics;
Fairness;
Corporate Accountability;
Emotions;
Behavior;
Leadership Style;
Governing and Advisory Boards;
Corporate Disclosure;
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Supplement
| HBS Case Collection
|
2011
Daniel Kim's Dilemma (B)
Bill George and Natalie Kindred
Daniel Kim was considering "blowing the whistle" on his friend, the CEO of a fast-growing startup where Kim had spent most of his professional career. When Kim joined the company, called Cardio-Metric, in 2002, it consisted of seven young engineers (including its two 25-year-old founders) working from a one-bedroom Minneapolis apartment. By 2008, when the venture capital-backed company recorded $110 million in revenues, Kim had become close friends with the founders, who served as CEO and chairman. Cardio-Metric's success, however, concealed troubling internal developments. Since 2002, the CEO's management style had progressed from unconventional, to questionable, to egregious. Kim, Cardio-Metric's on-and-off CFO, had repeatedly confronted the CEO over his behavior-including charging large purchases with no clear business purpose to Cardio-Metric and presenting unrealistic financial projections to investors-but the CEO dismissed Kim's concerns and ordered him not to share them with others at the company. By April 2009, Kim believed the problem had grown out of control, and he was considering disclosing the CEO's actions to the board of directors and a team of external auditors. There was much at stake. Kim's disclosure would undoubtedly ruin his friendship with the CEO, endanger Kim's own role at the company, and even jeopardize the future of Cardio-Metric itself.
Keywords: Ethics;
Venture Capital;
Revenue;
Governance Controls;
Governing and Advisory Boards;
Management Style;
Personal Development and Career;
Problems and Challenges;
Behavior;
Citation: George, Bill, and Natalie Kindred. " Daniel Kim's Dilemma (B)." Harvard Business School Supplement 411-054, April 2011.
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Case
| HBS Case Collection
|
2010
(Revised from original 2005 version)
Anne Mulcahy: Leading Xerox through the Perfect Storm (A)
William W. George and Andrew N. McLean
In 2000, Xerox faces bankruptcy amid a liquidity crisis, collapsed profitability, and an expanding SEC investigation. Traces the career and leadership development of Anne Mulcahy, a former sales executive unexpectedly named COO of the beleaguered company as a last effort to turn Xerox around. Describes how Mulcahy assembles and motivates her team, frames her priorities, and fills her knowledge gaps in the face of critics doubtful of Xerox's ability to change. Raises questions in her mind about stakeholder priorities, employee motivation, difficult strategic trade-offs, and finding profitability while trying to avoid bankruptcy.
Keywords: Gender Characteristics;
Insolvency and Bankruptcy;
Financial Liquidity;
Corporate Governance;
Leadership;
Crisis Management;
Organizational Change and Adaptation;
Organizational Culture;
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Supplement
| HBS Case Collection
|
2009
(Revised from original 2008 version)
Philip McCrea: Once an Entrepreneur... (B)
William W. George
Philip McCrea is dealing with the aftermath of the move of his company and family from San Francisco to New Jersey (from the (A) case). Although the move goes well from a family perspective, his business runs into challenges when he merges it into a Canadian company and winds up with 30% ownership. McCrea eventually resigns and has to deal with his role in the failure of the company and the transition to the next step in his career.
Keywords: Mergers and Acquisitions;
Leadership;
Failure;
Ownership Stake;
Work-Life Balance;
Canada;
New Jersey;
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Supplement
| HBS Case Collection
|
2009
(Revised from original 2008 version)
Martha Goldberg Aronson: Challenges at Mid-Career (B)
William W. George
Martha Goldberg Aronson of Medtronic is trying to decide whether to accept the offer from Medtronic CEO Bill Hawkins to become senior vice president and chief talent officer. Aronson returned from an executive role in Europe just 18 months before as vice president, investor relations, but sees herself as a fine executive. Thus, she is undecided about taking a senior staff position.
Keywords: Decision Choices and Conditions;
Job Design and Levels;
Leadership;
Managerial Roles;
Work-Life Balance;
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Supplement
| HBS Case Collection
|
2009
(Revised from original 2008 version)
Kevin Sharer at Amgen: Sustaining the High-Growth Company (B)
William W. George
Kevin Sharer, CEO of Amgen, is assessing the challenges he has faced as a major product came under regulatory scrutiny.
Keywords: Governing Rules, Regulations, and Reforms;
Leadership;
Product Development;
Biotechnology Industry;
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Case
| HBS Case Collection
|
2008
(Revised from original 2008 version)
Lisa Sherman (A)
Bill George and Jens Audenaert
The case of Lisa Sherman (A) describes a highly successful executive at Verizon struggling with whether to reveal her sexual identity. Having attended a diversity training workshop in which participants expressed extremely negative views of gays and lesbians, Sherman must decide whether to leave the company, reveal her identity as a lesbian and work within the system, meet with the CEO to share what has happened, or continue to remain in the closet while working at Verizon.
Keywords: Decision Choices and Conditions;
Diversity Characteristics;
Gender Characteristics;
Managerial Roles;
Personal Development and Career;
Behavior;
Citation: George, Bill, and Jens Audenaert. " Lisa Sherman (A)." Harvard Business School Case 408-115, October 2008. (Revised from original March 2008 version.)
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Supplement
| HBS Case Collection
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2008
(Revised from original 2008 version)
Lisa Sherman (B)
Bill George and Jens Audenaert
The case of Lisa Sherman (B) describes a highly successful executive at Verizon, who decides to leave the company because of the negative views of gays and lesbians expressed at a diversity training workshop, and her final meeting with Verizon CEO Ray Smith to describe the challenges she has faced. The case describes the actions that Smith took inside the company, and his decision to testify in front of Congress on the issue. It goes on to describe Sherman's highly successful career after leaving Verizon, and her work at MTV in launching the Logo channel.
Keywords: Business or Company Management;
Retention;
Resignation and Termination;
Diversity Characteristics;
Personal Development and Career;
Government and Politics;
Citation: George, Bill, and Jens Audenaert. " Lisa Sherman (B)." Harvard Business School Supplement 408-116, October 2008. (Revised from original March 2008 version.)
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Case
| HBS Case Collection
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2008
(Revised from original 2005 version)
Kevin Sharer at Amgen: Sustaining the High-Growth Company (A)
William W. George and Andrew N. McLean
Keywords: Leadership Development;
Growth and Development Strategy;
Management Style;
Management Succession;
Personal Development and Career;
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Case
| HBS Case Collection
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2008
(Revised from original 2005 version)
Philip McCrea: Once an Entrepreneur...(A)
William W. George and Andrew N. McLean
In the spring of 2005, an exhausted Philip McCrea, president and CEO of software development company VitesseLearning, reflects on the demands of his successful start-up and his desire to be closer to his growing family. Profiles the youth, career, family life, aspirations, and motivations of the founder and CEO. Provides information about the business' comparative advantages and strategic opportunities. Raises questions regarding work-life balance and the entrepreneurial satisfaction of running a successful service industry, IT-based start-up.
Keywords: Business Startups;
Entrepreneurship;
Personal Development and Career;
Family and Family Relationships;
Opportunities;
Motivation and Incentives;
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Supplement
| HBS Case Collection
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2008
Xerox Corporation: Anne Mulcahy, Chairman & CEO - Video
William W. George and Andrew N. McLean
Anne Mulcahy describes the challenges she faced at Xerox during her last visit to HBS.
Keywords: Corporate Accountability;
Leadership;
Operations;
Personal Development and Career;
Problems and Challenges;
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Course Overview Note
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2008
Instructor's Guide to Authentic Leadership Development
William W. George
Keywords: Leadership Development;
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Teaching Note
| HBS Case Collection
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2008
Richard Grasso and the NYSE, Inc. (TN) (A) and (B)
William W. George
Teaching Note for [405051] and [405068].
Keywords: Financial Services Industry;
New York (state, US);
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Teaching Note
| HBS Case Collection
|
2008
Oprah! (TN)
William W. George
Teaching Note for [405087].
Keywords: Entertainment and Recreation Industry;
Citation: George, William W. " Oprah! (TN)." Harvard Business School Teaching Note 408-117, April 2008.
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Teaching Note
| HBS Case Collection
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2008
Anne Mulcahy: Leading Xerox through the Perfect Storm (TN) (A) and (B)
Bill George
Teaching Note for 405050 and 405065.
Keywords: Financial Liquidity;
Crisis Management;
Profit;
Leadership Development;
Personal Development and Career;
Motivation and Incentives;
Knowledge Acquisition;
Service Industry;
Computer Industry;
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Teaching Note
| HBS Case Collection
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2008
Martin Luther King, Jr.: A Young Minister Confronts the Challenges of Montgomery (TN)
Bill George
Teaching Note for [406016].
Keywords: Alabama;
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Case
| HBS Case Collection
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2008
(Revised from original 2007 version)
Andrea Jung: Empowering Avon Women (A)
William W. George, Diana Mayer and Andrew N. McLean
In October 2005 Andrea Jung is coping with a 30% decline in Avon's stock price--the biggest test of her leadership since she became CEO in 2000.
Keywords: Gender Characteristics;
Stocks;
Price;
Leadership;
Crisis Management;
Citation: George, William W., Diana Mayer, and Andrew N. McLean. " Andrea Jung: Empowering Avon Women (A)." Harvard Business School Case 408-035, January 2008. (Revised from original July 2007 version.)
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Supplement
| HBS Case Collection
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2008
(Revised from original 2007 version)
Andrea Jung: Empowering Avon Women (B)
William W. George
Keywords: Beauty and Cosmetics Industry;
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Case
| HBS Case Collection
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2007
Howard Schultz: Building Starbucks Community (B)
William W. George and Lance P. Pierce
Supplements the (A) case.
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Case
| HBS Case Collection
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2007
(Revised from original 2005 version)
Oprah!
William W. George and Andrew N. McLean
Oprah Winfrey believed in sharing the experiences that shaped her development and enabled her to become the wealthiest women in the entertainment industry and first African American billionaire. Traces her childhood and entertainment career, drawing connections in Winfrey's own words between passages in her turbulent childhood, both beneficial and traumatic, that became keynote lessons for her talk-shop audience and later guided her business and philanthropic activities. Raises questions about the motivations behind a business career, the value of authenticity in leadership, and the origins of unique abilities.
Keywords: Gender Characteristics;
Giving and Philanthropy;
Biography;
Leadership;
Personal Development and Career;
Motivation and Incentives;
Wealth;
Entertainment and Recreation Industry;
Citation: George, William W., and Andrew N. McLean. " Oprah!" Harvard Business School Case 405-087, April 2007. (Revised from original March 2005 version.)
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Supplement
| HBS Case Collection
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2007
(Revised from original 2005 version)
Richard Grasso and the NYSE, Inc. (B)
William W. George and Andrew N. McLean
Supplements the (A) case.
Keywords: Stocks;
Financial Services Industry;
New York (city, NY);
Citation: George, William W., and Andrew N. McLean. " Richard Grasso and the NYSE, Inc. (B)." Harvard Business School Supplement 405-088, April 2007. (Revised from original March 2005 version.)
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Case
| HBS Case Collection
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2007
(Revised from original 2006 version)
Wendy Kopp and Teach For America (A)
William W. George, Diana Mayer and Andrew N. McLean
In 1995, Wendy Kopp, founder and president of Teach for America, faces a worsening budget shortfall and sharpening challenges from education experts concerning her organization's mission and effectiveness. Provides information on the leadership development of the protagonist, tracing her youth and education and the process of launching Teach for America. Raises questions about social entrepreneurship, organizational and leadership development, and sustainability of leadership.
Keywords: Budgets and Budgeting;
Education;
Social Entrepreneurship;
Leadership;
Leadership Development;
Mission and Purpose;
Outcome or Result;
Education Industry;
North and Central America;
Citation: George, William W., Diana Mayer, and Andrew N. McLean. " Wendy Kopp and Teach For America (A)." Harvard Business School Case 406-125, April 2007. (Revised from original June 2006 version.)
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Supplement
| HBS Case Collection
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2007
(Revised from original 2006 version)
Wendy Kopp and Teach For America (B)
William W. George, Diana Mayer and Andrew N. McLean
Keywords: Teaching;
Citation: George, William W., Diana Mayer, and Andrew N. McLean. " Wendy Kopp and Teach For America (B)." Harvard Business School Supplement 407-031, April 2007. (Revised from original August 2006 version.)
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Case
| HBS Case Collection
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2007
(Revised from original 2006 version)
Howard Schultz: Building Starbucks Community
William W. George and Andrew N. McLean
In 2006, Howard Schultz reflects on his leadership at Starbucks in light of its continued growth plans. Provides information on the leadership development of the protagonist, tracing his youth and education, his early business career, his acquisition of Starbucks, and its subsequent massive growth. Raises questions about leadership styles, the role of a self-authored life story in leadership, and the qualities that attract, retain, and deploy complementary management talent.
Keywords: Education;
Biography;
Leadership;
Leadership Development;
Leadership Style;
Growth and Development Strategy;
Personal Development and Career;
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Case
| HBS Case Collection
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2007
(Revised from original 2005 version)
Martin Luther King, Jr.: A Young Minister Confronts the Challenges of Montgomery
William W. George, Rick Buhrman and Andrew N. McLean
As the Montgomery Bus Boycott starts, the young Martin Luther King Jr. faces challenges to his leadership goals, strategic vision, and personal and family safety. Makes extensive use of King's own words and writings and builds a portrait of a young, talented, and ambitious leader about to embark on a risky and new endeavor. Traces the development of King's professional goals, his theological and political education, his young family, and his nascent professional career. Raises questions about the role of fear and uncertainty, support networks, deeply held beliefs, and professional goals in leadership decision making.
Keywords: Decision Making;
Education;
Values and Beliefs;
Biography;
Leadership;
Personal Development and Career;
Family and Family Relationships;
Alabama;
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Class Lecture
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2006
Authentic Leadership (FSS)
William W. George
Keywords: Leadership;
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Case
| HBS Case Collection
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2006
(Revised from original 2005 version)
John Whitehead: A Life in Leadership
William W. George and Andrew N. McLean
In 2005, John C. Whitehead, chairman of the Lower Manhattan Development Corp. (LMDC), confronts the collapse of a delicate agreement among business, government, and public interests in rebuilding on the World Trade Center site. Provides information on the leadership development of the protagonist, tracing his youth and education, his military service, his leadership at Goldman Sachs and the State Department, his long involvement in philanthropy and nonprofit enterprises, and his chairmanship of the LMDC. Raises questions about leadership legacies and the application of different leadership tools across a range of tasks and environments.
Keywords: Education;
Construction;
Giving and Philanthropy;
Biography;
Leadership;
Leadership Development;
Agreements and Arrangements;
Nonprofit Organizations;
Citation: George, William W., and Andrew N. McLean. " John Whitehead: A Life in Leadership." Harvard Business School Case 406-024, August 2006. (Revised from original November 2005 version.)
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Case
| HBS Case Collection
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2006
(Revised from original 2005 version)
Narayana Murthy and Compassionate Capitalism
William W. George, Shailendra Jit Singh and Andrew N. McLean
Narayana Murthy's roles at Infosys Technologies--as a co-founder, longtime CEO, and nonexecutive chairman and chief mentor--has been marked by explosive growth, demanding management challenges, and widely lauded company leadership. His personal leadership philosophy has been articulated through and driven by his philosophy of "compassionate capitalism." Profiles Murthy's philosophy and leadership principles. Traces the development of Murthy as a child, scholar, businessman, and political and social activist. Traces the links between Murthy's principles and the business practices that repeatedly brought Infosys Technologies recognition as one of India's most admired and best managed companies. Raises questions in his mind about the place of philanthropic principles in the management of a business enterprise.
Keywords: Business Ventures;
Economic Systems;
Ethics;
Values and Beliefs;
Giving and Philanthropy;
Biography;
Leadership;
Business or Company Management;
Information Technology Industry;
India;
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Case
| HBS Case Collection
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2006
(Revised from original 2005 version)
Richard Grasso and the NYSE, Inc. (A)
William W. George and Andrew N. McLean
In 2003, the New York Stock Exchange faces heated controversy over the pay of Chairman Richard Grasso. Traces Grasso's development and his success serving stakeholders while transforming operations at the world's largest exchange. Describes how Grasso's compensation and the NYSE's governance structure come under attack. Raises questions in the mind of the deeply split board of directors about stakeholder influence, corporate governance practices, performance and compensation, and retention of a high-performing-turned-controversial chief executive.
Keywords: Financial Markets;
Corporate Governance;
Executive Compensation;
Leadership;
Performance;
Financial Services Industry;
New York (state, US);
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Case
| HBS Case Collection
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2005
Marilyn Carlson Nelson and the Carlson Companies Renaissance
William W. George and Andrew N. McLean
In 2005, Marilyn Carlson Nelson, CEO and chairman of the Carlson Companies, must decide whether to outsource jobs at the risk of destroying the culture centered on the values of integrity, trustworthiness, and caring that she had painstakingly created since becoming CEO of the family-owned company. Profiles the leadership development of the protagonist, tracing her career in business and civic associations, her youth and education, her leadership education, and her values and aspirations. Provides information on the business and history of Carlson Companies, including its company culture and management. Raises questions about the consequences of leadership decisions and the durability of company cultures.
Keywords: History;
Leadership Development;
Job Cuts and Outsourcing;
Business or Company Management;
Organizational Culture;
Personal Development and Career;
Family Ownership;
Leadership Style;
Management Teams;
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Case
| HBS Case Collection
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2005
Tad Piper and Piper Jaffray
William W. George and Andrew N. McLean
In 2005, Tad Piper reflects on the successful spin-off from US Bancorp of Piper Jaffray, the investment bank founded by his grandfather. Profiles the development of Piper Jaffray from a Midwestern brokerage house to a national, diversified financial services firm. In 1994, a crisis in its mutual fund unit nearly destroyed the firm. Provides information about the protagonist's youth, career, family life, aspirations, and motivations. Raises questions about leadership in times of crisis, openness with stakeholders, and the value of showing vulnerability as an authentic leader.
Keywords: Crisis Management;
Leadership Style;
Management Style;
Leadership;
Growth and Development Strategy;
Financial Services Industry;
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Case
| HBS Case Collection
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2005
Martha Goldberg Aronson: Leadership Decisions at Mid-Career
William W. George and Andrew N. McLean
In 2005, Martha Goldberg Aronson must decide whether to accept an overseas posting in a functional role with Medtronic Corp. The move would be a professional stretch, but would entail leaving a position with a plan half completed and moving her young family overseas. Profiles the youth, career, family life, aspirations, and motivations of the rising executive. Provides information about the practical, personal, and business challenges of an international assignment. Raises questions regarding work-life balance and the opportunities of the proposed stretch assignment in balance with the desire to see an existing process through to completion.
Keywords: Decisions;
Work-Life Balance;
Personal Development and Career;
Motivation and Incentives;
Opportunities;
Leadership;
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Background Note
| HBS Case Collection
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2005
(Revised from original 2004 version)
Note on Why Leaders Lose Their Way
William W. George
In the seemingly never-ending revelations of corporate scandals that have been exposed since the fall of Enron, the media, politicians, and the general public have taken to characterizing such leaders as "bad people," even to the point of considering them evil. The rest of our leaders have become suspect, as corporate executives are tied for dead last with used car salesmen in terms of public trust. These overly simplistic notions of "good leaders" and "bad leaders" only serve to cloud our understanding of the nature of leadership in the business world and how good leaders can lose their way. Teaching Purpose: To outline how and why leaders lose their way.
Keywords: Leadership;
Problems and Challenges;
Behavior;
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Supplement
| HBS Case Collection
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2005
Anne Mulcahy: Leading Xerox through the Perfect Storm (B)
William W. George and Andrew N. McLean
Supplements the (A) case.
Keywords: Financial Liquidity;
Insolvency and Bankruptcy;
Profit;
Leadership Development;
Personal Development and Career;
Motivation and Incentives;
Service Industry;
Computer Industry;
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Lecture
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15
Mar
2008
Discover Your Authentic Leadership
William W. George
Keywords: Leadership;
Citation: George, William W. "Discover Your Authentic Leadership." Lecture at the Westminster Town Hall Forum, March 15, 2008. (Lecture given at Westminster Town Hall Forum.)
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Lecture
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1
Jan
2008
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." Bethel University, January 1, 2008. (Lecture given at Bethel University.)
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Lecture
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4
Dec
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." Johnson & Johnson, December 4, 2007. (Lecture given at Johnson and Johnson.)
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Conference Presentation
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30
Nov
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." Creativity Week VI Series, Center for Creative Leadership, November 30, 2007.
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Conference Presentation
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24
Nov
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." SkillSoft, November 24, 2007.
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Lecture
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20
Nov
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." American Association of Colleges and Universities, November 20, 2007. (Lecture given at the American Association of Colleges and Universities; Navigant Consulting; Aurora Healthcare; Pepsico; CEO READ; and Thrivent Financial.)
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Lecture
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3
Nov
2007
The Spirituality of Authentic Leaders
William W. George
Keywords: Leadership;
Religion;
Citation: George, William W. "The Spirituality of Authentic Leaders." Opportunity International, November 3, 2007. (Lecture given at Opportunity International.)
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Lecture
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28
Oct
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." Hewitt Associates, October 28, 2007. (Lecture given at Hewitt Associates; the Urban Land Institute; Mastercard; and the Canadian Mortgage and Housing Corporation.)
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Conference Presentation
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7
Oct
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." American Bankers Association, October 7, 2007.
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Lecture
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28
Sep
2007
Discover Your Authentic Leadership
William W. George
Keywords: Leadership;
Citation: George, William W. "Discover Your Authentic Leadership." Lecture at the Webcast with Professor Ben Dean, September 28, 2007. (Webcast with Professor Ben Dean.)
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Lecture
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19
Sep
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." Lecture at the ThinkEquity's Annual Growth Conference, September 19, 2007. (Lecture given at the the Regulatory Affairs Professionals Society; the G5 Think Equity Conference; and the Gallup Leadership Institute.)
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Lecture
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18
Sep
2007
A Manifesto for New Leaders
William W. George
Keywords: Leadership;
Citation: George, William W. "A Manifesto for New Leaders." Lecture at the Global Institute for Leadership Development, September 18, 2007. (Lecture given at the Global Institute for Leadership Development and the Dartmouth Tuck School of Business.)
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Lecture
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26
Jul
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." Lecture at the Dental Trade Alliance Annual Meeting, July 26, 2007. (Lecture given at the Dental Trade Association and the Vail Symposium.)
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Conference Presentation
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06
Jul
2007
Where Have All the Leaders Gone?
William W. George
Keywords: Leadership;
Citation: George, William W. "Where Have All the Leaders Gone?" Paper presented at the Aspen Ideas Festival, July 06, 2007.
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Lecture
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18
Jun
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." Farm Credit System, June 18, 2007. (Lecture given at the Farm Credit Services and the American Society of Association Executives.)
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Lecture
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05
May
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." Lecture at the Harvard Leadership Institute, Leadership Institute at Harvard College, May 05, 2007. (Lecture given at the Harvard Leadership Institute.)
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Conference Presentation
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3
May
2007
The Age of Integrative Leadership
William W. George
Keywords: Leadership;
Citation: George, William W. "The Age of Integrative Leadership." University of Minnesota, May 3, 2007.
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Lecture
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13
Apr
2007
The Spirituality of Authentic Leaders
William W. George
Keywords: Leadership;
Religion;
Citation: George, William W. "The Spirituality of Authentic Leaders." Lecture at the Francis Greenwood Peabody Lecture, Harvard University, April 13, 2007. (Peabody Lecture, Harvard University Memorial Chapel.)
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Lecture
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12
Apr
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." Stanford University, April 12, 2007. (Lecture given at Stanford University; the University of Southern California; and the IMPACT SERIES, Georgia Institute of Technology.)
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Lecture
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28
Mar
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." Lecture at the Bentley University Raytheon Lecture Series, March 28, 2007. (Raytheon Lecture, Bentley College.)
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Conference Presentation
|
21
Mar
2007
America's Leadership Deficit
William W. George
Keywords: Leadership;
Citation: George, William W. "America's Leadership Deficit." John F. Kennedy Jr. Forum, March 21, 2007.
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Conference Presentation
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15
Mar
2007
Finding the Passion to Lead
William W. George
Keywords: Leadership;
Citation: George, William W. "Finding the Passion to Lead." Minneapolis Public Library, March 15, 2007.
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Lecture
|
12
Mar
2007
Leadership in the 21st Century
William W. George
Keywords: Leadership;
Citation: George, William W. "Leadership in the 21st Century." Lecture at the Isabella Cannon Lecture, Elon University, March 12, 2007. (Isabella Cannon Lecture, Elon University.)
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