Sublime

But Bill, he was a technicolor rainbow. He appreciated that each person had a different story and background. He was so nuanced and different in how he approached growth challenges and leadership challenges. I was looking for a way to grow our people in a way I couldn’t. Bill was great at that.”

Schultz formed a strategic hypothesis—the Italian espresso experience could be re-created in America and the public would embrace it.

Stevenson, who is known for going into jails and prisons and spending hours upon hours sitting with defendants, hearing their stories, affirming their humanity, and offering them dignity.

Para você ter uma ideia, eu e Dennis Wang, co-CEO da companhia e atual presidente da empresa, dispendíamos 25% de nosso tempo diário em entrevistas. Por isso, tive receio de que pudesse estar me afastando de questões estratégicas da companhia porque me dedicava muito aos futuros colaboradores. No entanto, Lemann me deixou aliviado ao dizer que a pr

The key, as Dane Peterson, CEO of Emory University Hospital Midtown, told us, is to create a culture where the engaged employees significantly outnumber the disengaged, perhaps by a four-to-one or even a five-to-one ratio. “When this happens, the disengaged go quiet and lose their negative impact on the culture,” he pointed out. That should be one

talent sets the floor, but character sets the ceiling.

the highest levels of caregiving are inspired by a human touch.

Instead, the Mandarin Oriental trains its employees to do everything possible to make customers’ visits remarkable. A key practice in this commitment is to observe the customer. In this particular case, the housekeeper, Kelly, went above and beyond to make me feel comforted after observing the cough syrup disaster. Not only did she clean

effective CEO/coach might say,