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Bryan Graham in The Guardian offers this more subdued reaction compared to Jason Gay in The WSJ on the performance of Mikaela Shiffrin of Colorado, at the Winter Olympics. She had the longest gap between a medal at the Olympics in skiing after problems at the Beijing Olympics not coming down half of the time. Shiffrin is shown with her thoughts about the loss of her father (aspects of PTSD following her fall and injury in Killington, Vermont, in 2024) who helped her train with no stress letting her be who she was. After several attempts she comes down to her favored event the slalom and after so many doubting her performance and skill focuses thoughts on the fact that she had all the skills, the tools, now it was just to focus on the period from start to finish and execute with precision. In the end after moving the goalposts forward with more than asecond to spare in her lead she simply cannot believe her eyes, a complete disbelief. It was about simply trying and focusing after building all the skills, and finally just turning up anyway after all the disappointments and  injuries and this does it all, says it all.  ...

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Victor Allis, CEO of software company Quintiq, in the Netherlands, describes his approach to managing in this exceptional interview with Adam Bryant of the NYT. He delves into personality when hiring, looking for aspects that show the person will take responsibility whatever hand he is given, and in the process be willing to tackle adversity. Respect for all people, no matter what their situation and work, is part of the culture he acquired from his dad, a plant manager at Fokker Aircraft. This extends to giving out 15% of profit to all employees, equally distributed so that the CEO receives the same as the receptionist. A math expert at a young age, Allis went into consulting and then starting a software company, instead of becoming a math professor. He has a 5 minute rule where he tells employees to look for help in the company, when they cannot figure out the solution to a problem after 5 minutes of thinking- the suggestions from outside could help or others can act as a sounding board. In selecting people for projects he looks for motivation as much or more than skills. Simple but powerful thoughts and practice expressed with astonishing clarity, coming from the Netherlands....

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Dr. Laurie Glimcher of Weill Cornell Medical College talks to Adam Bryant of NYT on the leadership qualities required in scientific fields. She says inspiration and daring has to be backed up with a lot of persistence and perseverance. Many ideas says Glimcher, are wrong. It takes time and effort for scientists to get acceptance of new ideas to replace old beliefs. In the history of science this can be seen as a recurring pattern with each discovery, each scientist struggling to get new ideas tested and proved to win acceptance.

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Bill Marriott tells Adam Bryant about an encounter with Eisenhower at his father's family farm in Virginia in 1954. Eisenhower asked the young Bill about whether his dad, Eisenhower and the Secretary of Agriculture should go outdoors hunting quail on a stormy wintry morning- "What do you think we should do?"

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Bridgeport, Connecticut, an old American manufacturing town that is getting back its manufacturing prowess. Bridgeport was home to Remington, to divisions of Westinghouse and General Electric, Bryan Electric. During the allied effort in WWII it made half a million Thompson submachine guns. After the deindustrialization of the 1980's and 1990's and the period of stagnation since, the city is now making a resurgence in manufacturing using a talented workforce and education system. A resolute effort to revive American manufacturing can be seen everywhere. Newer companies are different from the past using new technologies, highly trained employees, these businesses are smaller, cleaner and more expensive to operate, say city planners and new business owners.

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Adam Bryant talk to four women business managers about the need for women to express themselves and have their voice heard.

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George Hu, chief operating officer of Salesforce, with first generation Asian immigrant parents, is interviewed by Adam Bryant. Hu describes the methods he uses to get employees at all levels in the company to provide their ideas and solutions to problems they see the company facing.

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Adam Bryant interviews Steve Case, founder of AOL online, on the lessons learned from the failure of the AOL Time Warner merger and failures in execution.

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Intel chairman Andy Bryant tells analysts in Nov. 2013 that he was personally embarrassed by the missteps in not investing enough in tablets and mobile devices and that Intel was paying the price for this. Intel executives say they realize the other aspects of Moore's law that says intelligence and computing will migrate to ever smaller devices such as tablets and mobile devices, and still smaller devices, as they confront a PC centric past.

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Ajit Singh , president of Google for Work, shares insights he has gained over the years with the NYT's Adam Bryant. He says coaching with a positive attitude and offering advice in a positive way as things happen, so that it doesn't sound like mere criticism, is important. This is actually received enthusiastically if done correctly because people believe you are helping them succeed. Communicating with your team and others is also very important, to provide inspiration and meaning for work, and requires careful thought. In his work he concentrates on a few things as its not possible to everything well.

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Two senior American military officers will now lead operations in Europe. Army Gen. Christopher Cavoli takes over US European Command, and becomes the Head of all Allied Forces in Europe as Supreme Commander Europe, including NATO Command. Lt. Gen. Bryan Fenton will lead the Special Forces Command. Cavoli speaks 3 languages Russian, Italian and French, and has served as a foreign area officer. He also served as Director of Russia in the Joint Staff, and has a masters degree in Russian and Eastern European Studies from Yale University. General Eishenhower had this kind of broad experience in the years after World War I that helped him hold the position of Supreme Allied Commander Europe during the war with Nazi Germany. Lt. Gen Byran Fenton is from Seymour, Tennessee. He is currently based at Fort Bragg as head of Joint Operations Command. Both officers will have to be confirmed by Congress and will operate in a new situation with the insurgencies in Afghanistan and Iraq now being replaced by conventional war in Europe and threats to Taiwan, the Indian border with China, and at the Korean peninsula. ...

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Quidel Corp. gets the first FDA approval of an antigen test which tests for the disease itself. Quidel is a company specializing in tests for the flu and infectious diseases. It uses an older technology to detect the disease. Quidel CEO Douglas Bryant, says he will ramp up the manufacturing of the test to go from 200,000 tests a week in the week of May 11, to more than a million a week in several weeks. The current testing technology has several shortcomings. The most common test so far is the PCR test which magnifies virus particles to ease their detection. It is cumbersome technology because it takes time to run the test and analyze the results. The new antigen tests have several advantages. They have a simpler design, are easier to process, and can be produced at lower prices because of the simpler design. They are designed to identify the virus in people in real time, to process results quickly in minutes in Quidel's Sofia analyzers. Because of the simple design and proven technology it can be scaled up quickly to do millions of tests.  The U.S. currently has the problem that it is not able to do enough testing- about twice the current rate is needed to do what health experts recommend. A minimum of 4 million tests weekly is needed and followed up with contact tracing to make it safe for people to go back to work, says Ashish Jha of the Harvard Global Health Institute.   The U.S.   ...

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Paul Ingrassia of the Wall Street Journal on coming management changes at GM. GM CEO Wagoner may be out. Board members Jerome York, Erskine Bowles, Sara Lee CEO John Bryan, were working on accounting disclosures at a GM Board meeting in which Wagoner was absent. Lutz and Wagoner, says Ingrassia, have proved astoundingly ineffective, and he suggests new CEO choices. He expects changes by summer.

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Adam Bryant interviews Barry Salzberg, new CEO of Deloitte Touche Tohmatsu. Salzberg pays attention to tried and tested ideas and this adds to the value of what he has to say about managing and leadership. He emphasizes being prepared, being a little proactive and forward looking, thinking ahead. Its about being transparent and having people reporting to you being comfortable with being open and direct, sharing everything they know. He talks about the importance of being open to feedback, even as in his own personal experience when it takes effort, and takes some maturing to learn from what one hears and what people are saying. Questions he says that reveal more about a person are asking- was there something in the last few years that did not go well, why didn't it go well, and what did you do about it. In work his advice is cascade the things you learn through the organization by sharing it with others. Be yourself not what what someone wants you to be, find that thing which makes you unique, find ways to express this and make your contribution this way. And he says get out of your comfort zone to widen your horizons and see and experience new things. As Salzberg says these things were true in 1980 in his early years and are just as true today in 2011....

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Adam Bryant talks to 4 women executives about the problems women face in taking up higher management positions. One of the problems addressed directly and at length by the head of Pfizer Nutrition, Amy Schulman, is what she calls "the dutiful daughter," doing what is expected of you. This is also described as a serious problem for women executives in Asia by Riva Gold, where women not having 100% of the skills for a higher management job will step back, whereas men with only 50% of the skills step forward. Schulman says women have to be well prepared and have a good grasp of the subject matter, have acquired experience, and having done that they need to make their voice heard. Any anxieties about not getting it just right, or asking the question about whether "she belongs" need to be left behind. The leaders of companies need to create the environment in which biases and assumptions about women in the workplace do not hinder getting a mix of different voices in the corporation, which can only benefit from that diversity of people and styles. Another point she makes is that women have to spend their political capital, to stand up for colleagues and the team where appropriate, for principles that are significant, to be build credibility and win credit. ...

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Corner Office, is a new Sunday Business feature in the NYT. This interview with Greg Brenneman of the turnaround at Continental Airlines, was done by Adam Bryant. Corner Office will cover leadership and Management. This is a wide ranging interview with Brenneman sharing not only his philosophy on work and business, but also his philosophy of life. He describes his approach to a company based on asking what are the two or three most important things you do, levers that you pull, that will make a difference in this company. It should all fit in one page. If its not simple and easy to tell a colleague, then its not right or its too complicated with buzzwords. Another approach is ask what are the 2 or 3 things you don't do which are bleeding the the business. Can you put these things down on a mental page, just one page, just 2 or 3 things that stick out, you absolutely don't want to do. That helps you put down the plan of attack. Brenneman sees too many executives focussed on economic gains and not having a rounded life, a balance that helps them lead happy, productive lives. In his view the balanced person is better at work because he finds fulfillment from all aspects of life. What leaders consider important is a shadow that they cast on the whole organization, in Brenneman's view, making it very important that the leaders actions convey the right message that they care about people....

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DJT tariffs are compared to tariff increases from 38% to 49% under president McKinley in 1898. As Ways and Means Committee chairman McKinley stood for higher tariffs but on a reciprocal basis and later in his term which ended in 1901 McKinley supported tariff reduction to improve American exports. McKinley and Teddy Roosevelt his vice president in 1900 are role models for DJT. McKinley's other policies were to keep the country on the gold standard rejecting a silver standard proposed by William Jennings Bryan that was seen as inflationary. He also followed the Monroe Doctrine that rejected interference of European powers in the American subcontinent by taking Cuba and Guam, Spanish possessions in the American continent and the Philippines during the Spanish American War of 1898, that brought Teddy Roosevelt to national attention.  As Assistant Secretary of the Navy under McKinley, and author of the Naval War of 1812, Teddy Roosevelt too strong action to build up America's Navy and he took decisive action against Spain after sinking of the Maine in Havana harbor. Roosevelt said- "I would regard war with Spain from two viewpoints: first, the advisability on the grounds both of humanity and self-interest of interfering on behalf of the Cubans, and of taking one more step toward the complete freeing of America from European dominion; second, the benefit done our people by giving them something to think of which is not material gain, and especially the benefit done our military forces by trying both the Navy and Army in actual practice." ...

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Adam Bryant interviews Satya Nadella, CEO of Microsoft in Feb. 2014. Nadella led the cloud computing effort at Microsoft before becoming CEO in 2014. He is a native of Hyderabad, India, studied electronics and communication engineering at Manipal Institute of Technology, and computer science at the University of Wisconsin. Here Nadella recalls his early leadership experiences. As a bowler on his school's cricket team (similiar to a pitcher in baseball), Nadella was pulled out from a bowling spell when he wasn't having success getting batters out. He recalls the captain bowling to get some outs and then putting Nadella back in, who continued getting wickets at that point. He sees this sports analogy as a leadership experience where the captain was sensitive about keeping Nadella motivated and confident, and giving him an opportunity to try again. He takes more out of this and other experiences in his role at Microsoft- to create energy and genuine commitment in his team, and build a team effort to take advantage of opportunties that present themselves in the future. Nadella makes some interesting observations about the tech business. A $1 million business can seem too small for a large company, but in the tech business driven constantly by innovation, there is the need to pay attention to innovation that starts small. At some point says Nadella an innovation can appear to be a failure, an absolute flop, until it becomes a hit. Leadership has to be able to dig deeper and listen, as small changes can lead to big things. About people Nadella likes to know what people have done that they are most proud of, and what they feel didn't work out or where they failed, and looks for how a person can reflect on his experiences and grow as a result of having had them. A useful point Nadella makes at the end of the interview is that people outlive companies in our rapidly changing society, having a sense of our own mortality within this short duration, gives one a special sense of responsibility. ...

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A new WSJ/NBC poll shows Trump and Clinton with high disapproval ratings with all registered voters. Clinton's and Trump's disapproval ratings are higher now after increasing negative coverage in the media. Trump has a 65 percent negative rating and Clinton a 56 percent negative rating with all registered voters. Among Republican voters Cruz has a gap of 15 percentage points between him and Trump for negative ratings- Cruz at 27 percent and Trump at a high of 42 percent. In positive ratings Cruz edges out Trump by 3 percentage points 45 percent to 42 percent. Among all registered voters Cruz has nearly 50% negative rating compared to Clinton's at 56 percent, and 26% viewing him positively only 6 points behind Hillary Clinton at 32 percent. These new figures suggest Cruz would be competitive with Clinton if Clinton were to get the nomination, and Cruz were to win at the second ballot following an improving result at the primaries including California because of Trump's huge gap in negative ratings with Republican voters compared to Cruz. The 1912 election provides a glimpse of how national party conventions were determined by shifting support- Clark the Democratic candidate with the most delegates was not nominated when the Tammany Hall machine supported Clark leading to the withdrawal of support from William Jennings Bryan of the liberal wing of the Democratic party. The nomination then went to Woodrow Wilson, the next leading candidate, on the 46th ballot....

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With slow growth in sales of PC's which use Intel microprocessors, Intel CEO Krzanich plans to make job cuts and management changes. Intel first quarter profit was up only 3% on overall revenue unchanged from the prior quarter. Executives leaving are Ms Renee James staying till end of 2015 for transition planning, Hermann Eul and Mike Bell. Intel Capital chief Arvind Sodhani is retiring in Jan. 2015. Intel's efforts in smartphones have poor results, and sales of chips for tablets had to be subsidized leading to operating losses. Intel will reduce spending in 2015 by $300 million. Renee James was made president sharing the top position with Mr. Krzanich in May 2013 in a dual appointment. In practice it was Krzanich who took the leadership role at Intel Corp. In other changes security products, including McAfee, were integrated into Intel Operation's under general manager Chris Young. Josh Walden, general manager of new technology group now leads all product and research teams including wearable computing devices. Aicha Evans moves to the management committee....

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John T. Chambers has some very useful guidance on questions to ask and what to look for in hiring. Fairly simple but a lot of attention needed to get the right answers and make sure the hiring is done right. Here he talks to NYT's Adam Bryant. How did Chambers respond to dyslexia as a child? See it as a curve ball said a teacher,once you see it and observe that it comes a certain way, then you can handle it. He reads right to left. And he learned about near death experiences with Cisco in 2001. And he learnt from Jack Welch why they are very powerful and useful. He learnt from his parent, an obstetrician, that you are best being calm when there is an accident happening and people are not. People express emotions at such times and this says little about what's really going on, said his dad. Chambers admits his virtue and fault about being a command and control person, possibly from his early training at IBM. But he is open to changing when pushed, he says. He says his wife of 35 years keeps him from becoming too self-conscious. Questions he asks new people interviewed about joining the company. Tell me about your results. Tell me about your mistakes and failures. All of us have mistakes and failures, he says, so someone who says "I can't think of one, immediately loses credibility." The ability to be candid about mistakes made, and what they would do differently this time, helps make people learners and adapters as they go into different things. He says that he learns more from these two questions than from anything else. He also asks who are the best people you recruited and developed, and where are they today. He does this one gently , which is to figure out if they are oriented towards the customer or merely see the customer as someone who gets in the way. And then he looks for communications skills, and the key part of that is listening. He likes to see how they listen, how they interpret, and are they willing to challenge you. And then he looks for their knowledge in the industry segments, and the areas he is interested in. And that kind of covers the things he has looked for in the last 20 years. For today's world he looks especially for collaboration skills, teamwork skills, and their use of technology to share information, collaborate and work as a team. As its not immediately clear whether someone who says he is a team player is actually a team player, he checks with other people who know the person. Chambers grew up in a individualist world. So he is candid about this. He says that when he was trained it was about me and winning as an individual. The future, he adds, is about how do groups think and work together collaboratively. And how can one add discipline to that through practice and capability, and being able to use the necessary technologies. ...