In his study of newly transitioned leaders, 69 percent felt unprepared for their new roles, Ron Carucci, co-founder of leadership training firm Navalent, writes in Harvard Business Review.
In the land of Milk and Honey, there was once a first time CEO who founded a company that he intended to become a gamechanger. And it was. The CEO did all the right things, or so he thought.
Companies are at a crossroads. One path favors, above all else, profitability for shareholders, often at the expense of the environment, workers’ rights or executives’ wellness.
To give employees a role in shaping the future. Many say the most difficult part of change at work is feeling powerless over the future.
Some would even say that in a “me-centered” culture, where everyone is busily absorbed in their own lives and what they are doing, we hunger for validation.
When you think of a “leader,” who do you see? Many people think of a tall white man in a suit. Long ago, I decided that I wanted to do my part in changing that image.
Is Tony Hsieh out of touch with his employees? That’s one question you’ll find yourself asking after reading Roger Hodge’s update on Zappos’s organizational transition in The New Republic.
As an entrepreneur, I’m always looking for an edge. So when I learned last year about a new trend called biohacking – the practice of treating your body like a machine for optimal performance.
Many people and a host of commentators instinctively recoiled at the callous management practices described in a scathing New York Times article last month about Amazon.
The best managers hire smart people to work for them. But what if your direct reports are smarter than you? How do you manage people who have more experience or more knowledge?