I Spent 2 Uncomfortable Days With My Executive Team. It Changed How We Run the Company
A CEO's account of two uncomfortable days with his executive team that reshaped company operations.
Research: The True Cost of Corporate Scandals? Talent.
HBR research quantifies the talent cost of corporate scandals, showing reputational damage drives significant attrition.
What New CEOs Get Wrong About the Job
New CEOs consistently misread the role, prioritizing action over listening in the critical first months.
3 mistakes to avoid when you have a 1:1 with a direct report
Three specific mistakes managers make in one-on-ones undermine trust and team performance over time.
‘Nothing’s Going to Feel Good Now’ for Employees Uncomfortable With Change, says Cisco CEO
Cisco CEO's blunt message on change resistance signals how executives must frame discomfort to their teams.
Five Urgent Priorities for CMOs in 2027
MIT Sloan identifies five strategic priorities CMOs must address to lead communications effectively in 2027.
‘There Are No VPs, SVPs’—Why Hut 8 Eliminated Most Traditional Job Titles
Hut 8 eliminated VP and SVP titles entirely, signaling a structural rethink of hierarchy and status.
Understand a job before you eliminate it—a guide to redesigning work in the age of AI
Leaders redesigning roles for AI must first deeply understand what those jobs actually do, research warns.
How employee anxiety masquerades as performance, then backfires
Employee anxiety mimics high performance until it collapses, posing a hidden retention and culture risk.
Why transformations stall—and where only CEOs make the difference
McKinsey identifies the specific transformation failure points where only direct CEO intervention changes outcomes.
how can I encourage my staff to bring me complaints?
Ask a Manager offers concrete tactics for creating the psychological safety employees need to surface complaints.
What Gets Your Best Employees to Stay
MIT Sloan research identifies what actually keeps top employees from leaving, with direct retention implications.
Employers pushed staff to use AI more. That has backfired
Pushing employees to adopt AI without support is backfiring, damaging morale and productivity.
Ernst & Young Is Giving $100 Million in Bonuses to Staff for ‘Human’ Skills
EY commits $100 million in bonuses explicitly rewarding human skills as AI reshapes the workplace.
The new management playbook for AI: How to move faster and create more value
McKinsey's new AI management playbook outlines how executives can accelerate value without losing control.
5 Ways to Make Office Days More Meaningful for Employees
Research-backed strategies help executives make in-office days genuinely worthwhile rather than obligatory and resented.
How QVC kept its cool after a live TV mishap
QVC's live TV mishap response offers a replicable model for calm, credible crisis communications in real time.
telling two employees they didn’t get a promotion but their coworker did
Handling promotion denials well requires specific messaging discipline that most managers underestimate.
EY is dangling bonuses of up to $25,000 for workers who prove their human skills still matter in the age of AI
EY offers up to $25,000 in bonuses to reward employees who demonstrate human skills AI cannot replace.
Junior consultants called back to office as AI increases need for human skills
Consulting firms return junior staff to offices as AI raises demand for human skills leaders must cultivate.