Losing staff could be detrimental to the projects we worked on, and there was a growing dissatisfaction with how meetings were run. These mostly one-sided discussions left the quieter half of us feeling pushed aside, like our thoughts didn't matter much. If things stayed this way, I worried the good people on our team would start quitting one by one.
Every organization wants to innovate, right? Not just once, but over and over again. And judging from the conversations I have with CEOs, most feel they cannot accomplish this. They look inward, they wonder, am I smart enough? Am I clever enough? Can I compete with genius founders when actually it's not so much about individual brilliance, but about creating an environment where good ideas can be surfaced and tested and ultimately put into action?
Research finds that relying on regulations to determine your policies and procedures can result in ethical blindspots, or situations where people might think if there is not a rule for something, that it's permissible. After years of shifting towards values and culture-based compliance, leadership might be heading the opposite direction.
What most leaders label as a content problem is actually a presence problem. Leaders often assume credibility rises and falls based on wording alone. In reality, credibility is shaped by executive presence, which reflects the signals leaders send about confidence, clarity, and authority before their ideas are fully heard.
In the early 20th century, sociologist Max Weber noted that sweeping industrialization would transform how societies worked. As small, informal operations gave way to large, complex organizations with clearly defined roles and responsibilities, leaders would need to rely less on tradition and charisma, and more on organization and rationality. He also foresaw that jobs would need to be broken down into specialized tasks and governed by a system of hierarchy,
I see this daily in veterinary medicine, where high burnout rates cost the sector upwards of $2 billion per year. It's a challenging environment with long hours, stressful workloads and patients that can't even tell you what's wrong. But I've found that the best way to boost performance and even increase capacity with maxed-out teams is to address the underlying operational issues.
Any lingering doubts about the true motives behind the 2003 invasion of Iraq were dispelled when looters were ransacking Baghdad, carrying off millennia-old artifacts from the Iraqi capital's archaeological museum, while U.S. troops fortified the Ministry of Oilthe only government building left untouched and from which not a single document emerged. The disastrous and illegal invasion, spearheaded by the United States with military support from the United Kingdom
Too many founders get stuck in reactive mode, buried in meetings and fire drills. But if you're always reacting, you're not really leading. You must move from reactive operator to strategic leader, which requires a mindset shift. Understand that you're not the firefighter - you're the architect. Ask yourself: If you disappeared for two weeks, what would break? That's where your real work begins.
I'll be talking about holistic engineering or the practice of factoring in your technical decisions, designs, strategies, all the non-technical factors that are actually forces that influence your organic socio-technical problem space. As much as you can see in this canyon how natural forces have influenced the shape of the earth, so you can see the color. You can see all the different layers.
Not too long ago, in the time before they became chiefs, our VPs would have been called deans, directors or, in the case of our chief financial officer, treasurer. (Indeed, some retain a dean title along with their vice presidential one-the vice president of student affairs and dean of students, or the vice president and dean of admission and financial aid.) I respect and value the work that they do, regardless of their title. I know them and am aware of their dedication to the college and the well-being of its students, faculty and staff.
For justice-centered leaders, there is a stubborn dichotomy between our genuine commitment to equity, inclusion, and alignment in our organizations on the one hand, and our continuing self-diagnosis of high levels of misalignment, conflict, and turnover on the other. Three years after Maurice Mitchell's seminal piece, " Building Resilient Organizations: Toward Joy and Durable Power in a Time of Crisis," rang the alarm of "urgent concerns about the internal workings of progressive spaces," the current discourse suggests that the needle has not moved much.
The United States intervention in Venezuela to abduct President Nicolas Maduro is not law enforcement extended beyond its borders. It is international vandalism, plain and unadorned. Power has displaced law, preference has replaced principle and force has been presented as virtue. This is not the defence of the international order. It is its quiet execution. When a state kidnaps the law to justify kidnapping a leader, it does not uphold order. It advertises contempt for it.
Businesses are acting fast to adopt agentic AI- artificial intelligence systems that work without human guidance-but have been much slower to put governance in place to oversee them, a new survey shows. That mismatch is a major source of risk in AI adoption. In my view, it's also a business opportunity. I'm a professor of management information systems at Drexel University's LeBow College of Business,
Colleges and universities hold huge influence in their communities. They can mediate differences and foster healthy debate. Indeed, several institutions have established schools of civic life that would, presumably, raise the alarm when constitutional rights are being violated. Academic research influences policy and informs public conversations. Scholars can put this violence into context and help remind us that this is not OK.
