Hearst

Strategic Concepts & Mechanics

Signature MoveFive Words on the Whiteboard Signature MoveTrip Reports Before Business Cornerstone MoveElephant Front and Center, Then Move On Identity & CultureCourage as the Currency of Leadership Cornerstone MoveCoachability as the Gate — Not Credentials Decision FrameworkPeer Feedback Over Boss Approval Signature MovePair People Up Instead of Dictate Cornerstone MoveWork the Team Then Let Them Solve It Operating PrincipleDoers Not Thinkers Decision FrameworkFirst Principles Cut Through Opinions Identity & CultureGenerous Exits Preserve Respect Signature MoveStories Not Orders Capital StrategyCompensation as Love Not Leverage Signature MoveBehind-the-Scenes Pre-Meeting Lobbying Operating PrincipleSmarts and Hearts Hiring Filter Competitive AdvantageBest Teams Have More Women Operating PrincipleDenial as Quality Control Identity & CulturePrincipal or Employee, No Middle Ground Signature MoveInstinct Over Data as Decision Doctrine Cornerstone MoveOne Dumb Step Then Course-Correct at Speed Operating PrincipleCreative Conflict as Decision Engine Decision FrameworkSerendipity as Career Navigation System Cornerstone MoveControl Hardwired or Walk Away Signature MoveHire Sparky Blank Slates Over Credentialed Veterans Competitive AdvantageContrarian Counterprogramming as Market Entry Strategic PatternScreens as Interactive Commerce Surfaces Cornerstone MoveSeize Mismanaged Clay and Sculpt It Capital StrategyCash the Lucky Check Immediately Signature MoveMaterial First, Never the Package Identity & CultureFearlessness Borrowed from Greater Terror Operating PrincipleDrill to Molecular Understanding Before Acting Signature MoveSpin Out What You Build, Never Hoard Scale Signature MoveTorture the Process Until Truth Rings

Primary Evidence

"the HearstLab, a business “greenhouse” for women-led companies that Eve started at Hearst under Bill’s prodding and tutelage. Those companies now have a collective value of more than $200 million! “It was the last thing he pushed me to do,” Eve says. “His vision was to give women a place to seed their companies and make them successful.”"

Source:Trillion Dollar Coach

"I called Milken, who said, “John wants a billion seven fifty. But he thinks he could sell the Boston station to Hearst for six hundred million. So it’s a billion one for the other stations.” I called Murdoch and reported all that. Rupert wasn’t fazed and just asked how much the whole effort would cost. I called my friend Marty Pompadur, a very senior media executive who had been a key ABC executive and knew everything about broadcasting. An hour later Marty was in my office, and we began chewing over how to build a fourth network."

Source:Who Knew

Appears In Volumes

Trillion Dollar Coach Who Knew