As a business leader, it’s likely you’re continually looking for ways to make better decisions. If so, you might want to take a look at the book Thinking Fast and Slow by Nobel Prize-winning economist Daniel Kahneman.
Imagine you own a restaurant. It’s a small, cozy place that caters to families and has a great reputation not only for the food but also for the atmosphere. One evening, a customer comes in and orders that night’s special. When his entrée arrives, he takes issue first with the temperature and then with the taste of the dish. Having already served it to dozens of other patrons already this evening, your staff is both surprised and skeptical. After they apologize and offer his dinner for free, the customer continues to complain loudly, becoming the focal point of the entire restaurant.
The other day, an adviser I work with who provides me with organizational development counsel sent me an e-mail. It caught my attention, not just because he sent it on a Sunday morning, which isn’t the norm, but because of what it contained. The sender has been providing advice and counsel to leaders for nearly 25 years, and he had decided to share with me a few of the leadership principles he has collected during that time.
Early in my publishing career, I took the “assist” part of my editorial assistant job quite literally, and I would volunteer for nearly every task lobbed at my team by our publisher. After one meeting in which I offered to take on a particularly tedious project, a senior colleague stopped by my cube to offer advice. “You need to stop volunteering for things,” she urged. “You’ll burn out, and then you’ll regret offering to help so much.”
How much are you willing to put up with from a talented employee? That’s a question that, as a manager, you’re bound to face sooner or later. It’s a question the Uber board of directors is faced with right now.
How good are you at picking winners? If you’re one of the 70 million Americans who filled out a bracket for the NCAA men’s basketball tournament, you probably have a sense of how hard it is to predict success.
by Dan Oswald
It isn’t enough not to hate your job. Most of us will spend more than 10,000 days at work during our lifetime. That’s more than 80,000 hours of work and a lot of time to spend doing something you don’t enjoy. If you really want to be happy in life, find something you love to do.
by Dan Oswald
C’mon, guys. We’re better than this!
The recent string of incidents regarding sexual harassment and discrimination is disturbing and sad, and it should be embarrassing to all men. It’s the alleged bad behavior of men in the workplace—at the expense of women—that’s at the center of the stories.
In the past few weeks, we’ve seen a former senior executive at Uber describe being propositioned by her male manager on her first day on the job—in writing on the company’s chat system, no less. We have also seen a female engineer at Tesla come forward with claims of discrimination and harassment against the automaker. Then there’s the story about a group of male Marines who had a private Facebook page with pictures of naked female Marines.
by Elizabeth Petersen
What makes a great leader? That question has spurned endless debate and discussion for centuries. In business, we strive to identify those with strong leadership skills and put them in positions where they can lead others.