Published by:
Harvard Business Publishing
Length: 7 pages
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Abstract
When she was 13, Kye Anderson''s father died from a massive heart attack. For her, the result was a single-minded career in medical technology and the development of innovative systems for diagnosing heart and lung disease. She had the zeal and determination to sell her ideas to investors and doctors, and founded her own company (Medical Graphics). But then, on the grounds that she lacked the financial and managerial expertise to carry her business from exuberant adolescence to profitable maturity, she stepped aside. A year and a half later, Anderson returned to reassert certain original core values such as the importance of R&D and the emphasis on the patient as the ultimate customer. Anderson realized that a leader''s greatest obligation is to preach, and she began to spend much of her time communicating with her employees about how to carry the company into the billion-dollar primary care market.
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Abstract
When she was 13, Kye Anderson''s father died from a massive heart attack. For her, the result was a single-minded career in medical technology and the development of innovative systems for diagnosing heart and lung disease. She had the zeal and determination to sell her ideas to investors and doctors, and founded her own company (Medical Graphics). But then, on the grounds that she lacked the financial and managerial expertise to carry her business from exuberant adolescence to profitable maturity, she stepped aside. A year and a half later, Anderson returned to reassert certain original core values such as the importance of R&D and the emphasis on the patient as the ultimate customer. Anderson realized that a leader''s greatest obligation is to preach, and she began to spend much of her time communicating with her employees about how to carry the company into the billion-dollar primary care market.