written by Boris Groysberg and Michael Slind
Uncertainty — market uncertainty, regulatory uncertainty — can adversely affect the success and growth of a company. But there’s another kind of uncertainty that takes a big toll on performance: the lack of certainty that exists within a company. Continue reading
written by by Tony Schwartz
Annie Marie Slaughter‘s article in the current Atlantic titled “Why Women Still Can’t Have It All” had a familiar ring — hauntingly so.
More than two decades ago, the Harvard Business Review published an article titled “Management Women and the New Facts of Life,” which made many of the same arguments that Slaughter does — most notably that the structure of organizational life makes it nearly impossible for a woman to have both a high-powered full-time career and to feel fully involved as a mother. Continue reading
Written by John Beeson
It’s often said there’s nothing certain in life except death and taxes. The parallel in organizational life is that at some point in your career you’ll have a bad boss — or at least a boss who’s bad for you. Bad bosses come in all shapes and sizes: abrasive and insensitive, indecisive, inconsistent and unfair, the micromanager who stifles your ability to perform and grow, and “matador managers” adept at sidestepping every tough issue that comes their way. So, the question isn’t whether or not you’ll have a bad boss. Rather, it’s how you’ll respond when you do. Continue reading
Wriiten by Tony Schwartz
Tony Schwartz is the president and CEO of The Energy Project and the author of Be Excellent at Anything.
In my most recent blog, I wrote about how we’ve allowed technology to take a pernicious toll on our attention, and in turn, on our creativity, our resilience, our relationships and, ultimately, our productivity. Continue reading
