![]() As the leader at the Battle of Trafalgar in 1805, he taught every leadership lesson that I know. How much of a voice and vote should employees have in company decisions and policies Kevin Sharer, former CEO of Amgen, and Michelle Miller, co-founder and. And the problem with being loved as a single element is that it does not mean they respect you.įavorite leader: Admiral Lord Nelson. Fear kills candor and guarantees that the organization will perform below its potential. On whether it's better to be loved or feared: I think it's better to be trusted. ![]() I also write each executive a two-page letter over Christmas that summarizes their performance and what I want them to focus on next year. To facilitate an orderly transition process, Sharer will step down as CEO effective May 23, 2012, and remain as chairman of the Company's Board of Directors until December 31, 2012, at which time he will retire from the Board and from the Company. My direct reports go off every year and write my performance review. Adam Bryant and Kevin Sharer, authors of The CEO Test, discuss the book on Business Radios Leadership in Action program, SiriusXM 132. Sharer, chairman and chief executive officer of Amgen(NASDAQ:AMGN) since 2000, has announced his plan to retire from the Company at the end of 2012, following 20 years of service to Amgen. This is never more important than when you are CEO. Former Amgen CEO and President and current Harvard Business School Professor Kevin Sharer for The Financial Times of London. On feedback: You have to get ongoing constructive feedback to push you out of your comfort zone. As a leader, you are putting your ass on the line to make it happen. Sharer joined Foundation Medical Partners to focus on connected health venture capital investments. You are trying to engender a passion and a desire to do something new. Under Sharer’s leadership, the company achieved annual revenue of 16 billion with operations in 55 countries. On what all successful leaders share: Courage. Kevin Sharer led Amgen for 20 years, first as President and then as CEO for 12 years. I thought to myself, "I don't know if that was brave or fanciful or delusional, but I will sign up for that." This was at a time when IBM seemed untouchable. I remember sitting in the audience at a meeting where Jack said GE would be the No. In this interview, Kevin Sharer, the CEO of biotech giant Amgen, talks about the. For a thirtysomething, that was learning at the feet of the master. Fast growth is a nice problem to have-but a hard one to manage well. Then, at General Electric working on Jack Welch's staff, I got a chance to see him at his peak. CEO, Amgen On leadership school: In the Navy I had 80 people working for me on a nuclear submarine in my early 20s, so that was on-the-job leadership training of the highest order.
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