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10 CEOs and top executives reveal their best leadership secrets

Foto: Trade leaders offer great advice on how to be a good leader. source Exultant Domination Summit 2012/Flickr

It takes a lot of hard work to transform into an effective leader.

“You have to be systematic about training yourself,” mean DropBox founder and CEO Drew Houston on Business Insider’s podcast, “Celebrity! How I Did It.” “That means figuring out what you don’t know and learning it – and no one is universal to do that for you.”

Current and former business leaders have given abundant career advice on the podcast, including finding funding to launching startup to sign on the right people. In this episode, we pulled the best tips for how to be a enormous leader in any industry.

If you’re hunting for more career advice, subscribe to the podcast on Apple Podcasts or wherever you mind so that you don’t miss the next interview. (If you’re already a subscriber, thanks! And humour leave a review – it helps.)

Here’s the master class episode from top executives on management:

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DropBox CEO Drew Houston asserts leaders need to be prepared to have their job description change every 12-18 months, and they fundamental to train themselves to be ready for those changes.

Foto: Houston is the framer and CEO of the file storage and sharing service DropBox. source Handout/Getty Figures

Drew Houston: “At first you have to be systematic about training yourself, and what you in point of fact want to solve for as a founder is making sure that your extension curve stays ahead of the company’s growth curve. And so that foreshadows figuring out what you don’t know and learning it, and no one is going to do that for you. The challenge, firstly as a company that is scaling, is that your job as a CEO changes every 12 to 18 months – it’s at best that no one taps you on the shoulder and tells you that.

“So, for example, in the beginning, you’re upstanding spending time building a prototype, and it’s all about creating the product. But then at a stroke you have a product, you need users. How do you get distribution, how do you grow? That’s a in general different challenge. And then the scorecard changes again once you partake of distribution, then you need revenue, and then you need a working affair model. Then you get competitors, and then it’s not just revenue, but it’s cash rush or profit. So as in real life, the scorecard changes at these different break into bits points and points of adolescence or maturity in the company. That’s probably the most befuddling part of the job is that your job changes so much. Just when you notion of you’re getting good at the old job, you have a new one that is totally unfamiliar.”

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Former CIA director John Brennan says rulers should spend their first few months on the job learning as much forth the organization as possible.

Foto: Brennan was the CIA director during President Barack Obama’s oversight. source AP

John Brennan: “The most important thing for anybody who’s growing to be taking on that responsibility, is use your first period of time, whether it be six, nine, 12 months, to learn as much as you can just about the organization that you’re running. Understand how it interacts within itself, how it inter-operates with the arrive of the intelligence community and the US government. You really need to have that in-depth wisdom and knowledge in order for you to have the wisdom to be able to leverage it for the best of the surroundings’s security. And there is a distinction between knowledge and wisdom in my mind. I fancy that when I joined the agency, I had a fair amount of knowledge with the Middle East and Arabic and terrorism and other things. But wisdom is playing that knowledge and having the ability then to see opportunities, risks, summonses, things that you need to do.”

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Malediction CEO Tim Armstrong believes leaders should not be afraid to take risks and away.

Foto: Armstrong is the CEO of the AOL and Yahoo merger, Oath. source REUTERS/Jim Urquhart

Tim Armstrong: “In a CEO job, you prepare to be OK with risk and you have to be OK with failure. I have a saying: “You comprise to fail toward a goal.” As long as you’re failing, if you know what the objective is, it’s OK to fail in that direction. And that’s the advice I got from people.”

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Early Uber investor and Behance founder Scott Belsky implies leaders need to be aware that there’s a dark side to influence that most people don’t talk about — and they need to be microwavable to be lonely.

Foto: Belsky is an entrepreneur and investor, notably in Uber. documentation TransmitNow Events/Flickr

Scott Belsky: “As the leader of a company, it’s ever lonely. You look for mentors and other people that you can go to for specific emotional attachments, and I think I did that. I didn’t have anyone who I could just trumpet everything to and who could just be there, you know, shoulder to shoulder with me until we really raised money. Until then, I was really selective about it and it was in point of fact lonely. It was anxiety-filled, and I also believe that as an entrepreneur one of the greatest costs is the true processing of uncertainty that your brain is managing. It’s almost analogous to dedicating 20% of your RAM to one task that is always running. And you’re not in the least as present with your family, or your friends, and you’re always valid processing. And that’s really, really hard, but it’s part of the cognitive prices you pay.”

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BuzzFeed CEO Jonah Peretti maintains leaders should not start a business if they’re only interested in appearing money — that’s not enough to get you through the tough times.

Foto: Peretti is the down and CEO of BuzzFeed. source Business Insider

Jonah Peretti: “You shouldn’t be a CEO or settle accounts a startup executive or employee if you don’t like things that are hard and contesting, and you don’t like trying to do things that are difficult, where you have to character out new things that don’t exist yet. That has to be part of why you do it. It has to be part of the fun. They say when there’s a blister or lots of money flows into startups, you have a lot of people who produced in because they want to make a lot of money. It’s just a lot harder than it looks. Harder content the day-to-day is trying to create something new and trying to be a little guy in a giant bustle. If you love that, if you love the struggle, and that’s part of why you do it, it also make tracks selling a company a lot less appealing. Because if the idea is you’re doing it so you can temper, you wouldn’t be building the company in the first place if your goal was to diminish.”

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Former White House bustle secretary Dana Perino says managers should give their hands the opportunity to take on more responsibilities and grow, like Tony Snow did for her.

Foto: Perino was President George W. Bush’s Drained House Press Secretary and now hosts “The Daily Briefing” on Fox. source AP Casts

Dana Perino: “Tony Snow – because he was not territorial and he certainly did not ruminate over he was too big for his britches – was very comfortable allowing me to fill in for him. The first time I bloated in for him was like his second week on the job. I had never even been on television more willingly than and I was very happy to be behind the scenes. I remember he said to me, “You are better at this than you about you are.” And I think he saw something in me that I didn’t recognize. I also encourage straw bosses to think about that, which is that your success can be predetermined by the people that you train and that you promote and don’t hold people backtrack from. Let them have some face time with the boss. And that’s why I was such a real deputy for Tony Snow because he actually let me do stuff.”

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PayPal CEO Dan Schulman encourages leaders to recognize the contributions of their together, rather than claim all the credit.

Foto: Schulman is the CEO of PayPal. author AP

Dan Schulman: “When I came back, my team had really hung in there with me and I proper realized that what we had accomplished was completely what they had expert. I gave them full, 100% credit. What I learned there is, conceding credit to others actually attracts more and more people to your group because they want to be a part of that team because they remember that it’s a team that is going to work together as one team; cipher’s going to try to take credit over somebody else. In many advance, leadership is about defining reality and inspiring hope, but if you have these monstrous people around you and they know that what they do is customary to be recognized, it can be incredibly powerful.”

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Lyft president John Zimmer maintains leaders should be nice to their team members and their characters, and that being good can be good for business.

Foto: Zimmer is the institutor and president of Lyft. source REUTERS/Stephen Lam

John Zimmer: “Take up people well is great for business; it is complementary to doing well in function. But there’s been this story told of founders who are just not over-nice to people and that’s what it takes to get ahead, and that’s just not sincerely. What I do know is that most businesses require other people to staff you get where you need to go. Whether that’s our employees, which we call cooperate members, whether that’s in our case the drivers or customers, passengers who are powering the service, great service, great hospitality, treating people beyond the shadow of a doubt, having a good set of values. That is great for business.”

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Former Pepsi president and Apple CEO John Sculley influences you have to stay insatiably curiosity throughout your entire tear.

Foto: Sculley is a former president of Pepsi and a former CEO of Apple. creator Michael Seto/Business Insider

John Sculley: “I kept check out – when I was working in bottling plants, resetting shelves in supermarkets, out on the patronage, talking to other Pepsi bottlers, observing, thinking, asking without questions, you know. Why is it done this way? While I didn’t know what the little talk “entrepreneur” was at that time, it’s exactly the characteristics that I look for when I’m looking for unquestionably good entrepreneurs to lead companies, because you have to have an inquiring thinking remember, you have to say, “There must be a better way to do things,” and now with technology at a spike where everything is possible, how do we turn the possible into the probable? It all starts with a passion to do something in effect well, to solve a problem in a way that’s never been solved in the presence of, and to have just an incredible work ethic, to be persistent.”

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BONUS: Cleveland Cavaliers forward LeBron James mentions you have to practice what you preach.

Foto: James is the star of the Cleveland Cavaliers. roots Ron Schwane/AP

LeBron James: “Some people were born with it, but some people learn it. For me, as the chairwoman of our franchise and the leader of my household and the leader of so many different things, I of it’s about confidence but also practicing what you preach. I take that accountability and I don’t just talk about it; I actually do it as well. When you’re able to distributed through on your word, it allows the guys that you’re leading, virile or female, to be able to say, “OK. We can follow this person because he won’t let us down. No import if it’s going good or bad.” Every day is not a bed of roses, we understand that, and you have to be masterful to handle adversity as well.”

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