So You Want to Lead? Do It With ‘Feeling’

My friend Jim Rainey took over the reins of a huge agribusiness concern that had been hemorrhaging from operating losses for the previous five years. As the “turnaround guy,” he carried a heavy load of expectations.

A few days after joining the company, Jim walked into an early morning strategic planning meeting. You can imagine the attentiveness of all the eager beavers trying to impress the new boss. When he first entered the room, Jim overheard a young man mention that his wife was in the hos...