When I was a very young journalist, full of bravado and barely concealed insecurity, Ed Kosner, editor of Newsweek, hired me to do a job I wasn't sure I was capable of doing. Thrown into deep water, I had no choice but to swim. But I also knew he wouldn't let me drown. His confidence buoyed me.
Some years later, I was hired away by Arthur Gelb, the managing editor of The New York Times. This time, I was seduced by Gelb's contagious exuberance about being part of a noble fraternity committed to putting out the world's greatest newspaper.
Over the last dozen years, I've worked with scores of CEOs and senior executives to help them build more engaged, high performance cultures by energizing their employees. Along the way, I've landed on four key capacities that show up, to one degree or another, in the most inspiring leaders I've met.
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