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Behavioral Training

What Goldman Sachs Looks for in Leaders

March 11, 2004
Good leadership, the company says, is built on teamwork and change and grounded in integrity and fairness. A leader must have a clear vision and the communication skills needed to execute.
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How Bank of America Defines Success

March 1, 2004
Bank of America set out to define what is to be a successful leader, and studied the best practices at GE, Citigroup, UPS, Allied Signal, 3M, Honeywell, Coca-Cola, Pepsi and Wells-Fargo. B of A wants five things of high-level employees--a focus on business growth; ability to lead; ability to execute; optimism; and upholding company values.
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Many People, One Mattel

March 1, 2004
The toy maker has 25,000 employees in 36 countries. It sells its products in 150 nations. Its leadership and development programs help employees feel that they are part of "one Mattel company."
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Monical's Piping-Hot Idea

March 1, 2004
The small pizza chain saw that an economic downturn and voracious competition could destroy it. Management at the Bradley, Illinois, chain knew that, with 37 company-owned stores and 18 franchises, it would need a creative strategy to compete with large, well-financed companies during the coming economic downturn. So it remade itself from top to bottom, reaping big monetary and retention benefits.
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High Scores in the Leadership Game

November 26, 2003
In an industry with no precedent and few opportunities for formal training, a video-game developer trains its own leaders, and wins the Optimas Award for Vision. Electronic Arts' employee development is paying off in the form of better product reviews and more positive consumer feedback on its products. Hewitt Associates sees a "handsome payoff" for companies who follow EA's lead.
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