Chris Barbin of Appirio, an information technology company, says he asks job candidates how a best friend would describe them, and then how they would describe themselves.
Russell Goldsmith of City National Bank in Los Angeles says it offers “Story Idol” competitions, “a way to give colleagues a pat on the back and a moment in the sun for doing the right thing.”
Phil Libin, chief executive officer of Evernote says it has an unusual culture: unlimited vacations (if you get your work done), no office phones and a robot that lets him communicate with the staff when he is away.
“Don’t let others tell you who you are,” says Charlotte Beers, former chairwoman and C.E.O. of Ogilvy & Mather Worldwide. Self-assessments, she says, are vital.
When selling innovation within an organization, says Terry Tietzen of Edatanetworks, it’s best to do so gradually — in nibbles — so that everyone will want to buy in.
“I have not hired people who have told me they’ve never failed,” says Tracey Matura, general manager of the Smart car unit of Mercedes-Benz USA. “You don’t learn if you don’t fail.”
Getting employees to accept a decision, even if they don’t agree with it, requires transparency during the decision-making process, says Jim Whitehurst of Red Hat.
Tim Bucher of TastingRoom.com says he holds weekly dinners to talk about the big picture at his company. “There are no computers at dinner,” he says. “There are no interruptions.”
Amy Astley of Teen Vogue says that in hiring, she wants to get a sense of applicants’ work ethic — and whether they can think in an entrepreneurial way.
Harry West of Continuum, an innovation design consulting firm, says the pictures in your office lobby may tell the world about the business you were in, but not about the business you can become.
Katherine Hays of GenArts, a visual effects technology company, says she has learned to step back more and to have employees see themselves as owners of their work.
Bill Kling of the American Public Media Group says his parents encouraged his early love of radio — including his fascination with taking radios apart.
“ ‘Creative’ is not a department at our agency,” says Christine Fruechte of Colle + McVoy in Minneapolis, because it expects creativity “from everyone within the organization.”
“ ‘Creative’ is not a department at our agency,” says Christine Fruechte of Colle + McVoy in Minneapolis, because it expects creativity “from everyone within the organization.”
Ori Hadomi, the chief executive of Mazor Robotics, an Israeli medical technology company, says businesses run the risk of becoming too optimistic, so it’s important for someone to ask critical questions.
Kathleen Flanagan of Abt Associates says she’s been taught to “always want to have butterflies in your stomach,” but also to have the confidence to “go with your gut” in decision-making.
Tiffany Cooper Gueye of BELL, or Building Educated Leaders for Life, says that “direct, honest, clear feedback” is among the most important things she can give to her employees.
Kenny Chesney, a country singer heavily involved in the business end of music, says that on the road it’s important to maintain a level of respect among everyone.
David Sacks, the founder and chief of Yammer, says the democratic nature of a start-up should include ample room for employees to debate the direction and operation of the company.
Jack Dangermond, the founder of Esri, which develops geographic information systems, talks about management lessons he learned at his family’s plant nursery.
Bing Gordon, a partner at the venture capital firm Kleiner Perkins Caufield & Byers, says that “I’m kind of teacher-consultant more than wielder of power.”
Liz Elting, C.E.O. of TransPerfect, a translation service, said having many jobs at an early age helped to shape her view of the type of person she wanted to hire.
In hiring, Barry Salzberg, the next global chief of Deloitte Touche Tohmatsu, says he tries to make sure that the candidate and the company are perfect for each other.
Lars Bjork of QlikTech says a sense of order can send your company to a higher level. But bureaucracy, he adds, “is where nobody understands why you do it.”
Richard D. Fain of Royal Caribbean Cruises says he “realized early on that having to explain something to someone is often the best way to make sure you understand it yourself.”
Julie Greenwald of the Atlantic Records Group says it’s O.K. if many employees cram into a small office for a meeting because it reflects the work of a tightknit unit.
Jeremy Allaire of Brightcove, an online video platform for Web sites, says leaders of new businesses must make the right initial hires, as they will set the foundation for growth.
Robin Domeniconi of the Elle Group encourages her team to remember the art of “M.R.I.,” or the “most respectful interpretation” of what someone is saying.
Cathleen P. Black, former chairwoman of Hearst Magazines and soon-to-be chancellor of New York City’s public schools, says there can be benefits in career risk-taking.
Marc Cenedella of TheLadders.com likes to ask candidates “What have you done in the past relative to what this job needs?” It’s more fruitful than “How are you doing?”
Bob Brennan, C.E.O. of Iron Mountain, says it’s important to remove defensiveness from corporate cultures so employees can “focus on achieving, learning and bonding.”
John T. Chambers, chairman and chief executive of Cisco Systems, says he learned an early lesson from Jack Welch: great companies arise from their biggest failures.