Effective leadership today relies more than ever on influencing others — impacting their ideas, opinions, and actions. While influence has always been a valuable managerial skill, today's highly collaborative organizations make it essential.
President doesn't outline next steps; recess appointment might be possibility.
The Consumer Financial Protection Bureau remains officially leaderless.
Asking senior leaders to have an unrelenting, 300% focus on work to the detriment of all else is just not sustainable.
Most organizations will shrink or disappear in the long term: only a third of excellent companies remain excellent for decades, and when organizations try to transform themselves, even fewer succeed.
Young leaders face three main threats to their sense of happiness and well-being.
Early in her career, Virginia M. Rometty, I.B.M.'s next chief executive, was offered a big job, but she felt she did not have enough experience. So she told the recruiter she needed time to think about it. That night, her husband asked her,"'Do you think a man would have ever answered...
Men on the job must feel besieged.
How do you get the best value from your best people over time?
Business model innovation is the new strategic imperative—by now, this is becoming more generally acknowledged. But companies routinely fail at self-reinvention because they are so busy pedaling the bicycle of their current business models they leave no time, attention, or resources to design, prototype, and test new ones.