Evidence from Harvard Business Review suggests that hands-on managerial CEOs are, on average, less effective than leaders who stay more high-level.
Author Nicole Krauss weighs in: does writing from a male perspective remove certain expectations and confer authenticity?
In defense of a platform that promotes self-editing and a concise thesis. The New York Times says: “Twitter has always been the jazz of the internet.”
Innovation is fundamentally about solving problems — and there are as many ways to innovate as there are types of problems to solve. There is no one “true” path to innovation.
We need to start treating innovation like other business disciplines — as a set of tools that are designed to accomplish specific objectives. Just as we wouldn’t rely on a single marketing tactic or a single source of financing for the entire life of an organization, we need to build up a portfolio of innovation strategies designed for specific tasks.
Culture change can’t be achieved through top-down mandate. It lives in the collective hearts and habits of people and their shared perception of “how things are done around here.”
Positive emotions, like being happy, can help with particular kinds of thinking and particular kinds of work. But negative emotions can help us in the workplace to be more effective thinkers. To mandate that we should just be positive at work takes away from the idea that emotions have evolved to help us adapt.
The concept of a “born leader” seems so fanciful and clichéd that it belongs on the cover of a bad business book, or in a quote from a glib cable news commentator. But first-born children are 30 percent more likely to be CEOs or politicians, according to a new paper by several economists.
The New York Times writes: Women finding individual identities tied to their work still makes many people uncomfortable. People are quick to assert that we can’t “have it all”; the American government and workplaces are slow to implement policies that would enable us to at least have something a little better.