Admitting you have dyslexia as a CEO can be daunting. For John Chambers, it happened when he was CEO of Cisco in an unplanned moment as he responded to a child on Take Your Child to Work Day.
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Dr. Stewart Friedman is an organizational psychologist at the Wharton School at the University of Pennsylvania and founder of both The Wharton Leadership Program and Wharton’s Work/Life Integration Project.
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Today I have the privilege of interviewing Debb Cupp, the President of Microsoft North America which is a $67 billion dollar business. She is also a board member of Ralph Lauren and Avanade.
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It used to be that students went to four-year universities, earned a degree, and entered the workforce. But today, as more higher education options arise and present alternatives to traditional education, companies realize that great employees don’t necessarily require a four-year degree. Moving to a skills-based framework helps people future-proof their careers with relevant skills and helps organizations hire qualified applicants who are tailor-made for the position.
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Employees are changing. One of the biggest struggles for today’s leaders is finding and engaging talent in a new world of work where people have changed values, preferences, and priorities.
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Dating back thousands of years, conformity is wired into us genetically. Back then, conformity was essential to survival—if you didn’t fit in, you were likely killed.
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Is it a leader’s job to ensure all their employees are happy? Julie Godin, Executive Vice-President, Strategic Planning and Corporate Development at CGI, doesn’t believe so. When she first joined CGI in the HR department, Julie wanted to make sure all the leaders were happy and agreed with her plan. But she quickly learned that leading by consensus wasn’t productive or effective.
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Meditation apps and practices are everywhere these days. But what may be billed as meditation is actually a practice in mindfulness. And it has the power to transform your attitude and life.
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Whether you create it or not, your company has a culture. But without the proper attention and nourishment, a company’s culture can quickly turn toxic. No company is immune to culture struggles, including those with incredibly high revenue. In fact, culture challenges are common in rapidly growing companies.
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How often do you think about building trust with employees and customers? For Jeff Raider, co-founder and co-CEO of Harry’s, it’s a daily occurrence. He believes trust is built through small decisions every day that either reinforce or diminish trust with customers and employees. Leaders have small daily moments that are opportunities to create trust
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