Abstract Hesselbein + Company FRANCES HESSELBEIN THE SEARCH FOR COMMON GROUND Redefining what we do against a new appreciation of why we do what we do. SAM T. MANOOGIAN MAINTAINING YOUR FOCUS How to find time to deal with the critical issues that can make or break you. MARSHALL GOLDSMITH TRY FEEDFORWARD INSTEAD OF FEEDBACK Focus on the promise of the future rather than the mistakes of the past. CHARLES W. ROBINSON BACK TO REALITY Leaders need to rethink attitudes and change approaches. Executive Forum LARRY BOSSIDY THE DISCIPLINE OF GETTING THINGS DONE Leaders who do not pay attention to how their companies get things done are running companies that don't do things well. DANIEL GOLEMAN LEADING RESONANT TEAMS How leaders can release energy in their teams so that everyone can focus on getting the job done. JAMES CHAMPY BUILDING TRUST BETWEEN LEADERS AND CAPITAL MARKETS Increasing demands for financial transparency are creating new challenges for leaders. GERVASE R. BUSHE THE INNER CORE OF LEADERSHIP Leaders need to balance deep human needs. RAY SMILOR LEADERSHIP LESSONS FROM EMPLOYEE‐OWNED COMPANIES How to create organizational citizens. From the Front Lines GLOBAL TEAMS PEOPLE COUNT MORE THAN STRUCTURE Getting the informal relationships right is tougher than aligning the structure—and more important. COMPETITIVE ADVANTAGE SIX KEYS TO INTELLIGENT PARTNERING A smart partner is worth as much as or more than a smart system. NEW PARADIGMS INNOVATIVE FORMS OF ORGANIZATION Companies that seek to lead in innovation need to look beyond the R&D lab. THE RESILIENT LEADER FALL DOWN SIX TIMES, GET UP SEVEN How to thrive in perilous and unpredictable times.

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