We’ve all seen the films: before a crucial game for an underdog team, a battle where the army is outnumbered, the coach or general exhorts the players or soldiers to give their all to win. It’s not just a plea for victory: the speech places those individuals in the middle of the action, connecting them to the cause and helping them to understand why success is essential. In other words, it’s a pep talk. Continue reading
Today, more than ever, executives have the tools at their fingertips to make informed decisions based on rational data. Further, leaders are more aware of cognitive biases that interfere with good decisions. Yet, the very data that gives us knowledge threatens to overwhelm and business organizations have become more complex and hierarchical—a case of too many cooks in the kitchen. Continue reading
“All effective leaders are effective leader developers,” says Bernard Banks, retired Brigadier General of the US Army and now X at Kellogg School of Management. Banks noted that upon leaving military service after a 25-year career, he saw a disconnect between the military and the business world in the way they cultivated leaders. In business, developing leaders internally was a “perk” and not a strategic part of a long-term business plan. Additionally, companies did not invest appropriately in training future executives—or at planning for the future.
The gender gap in both pay and representation is a pervasive problem in business today and I suppose it is not surprising that it extends into the political realm as well. While the existence of the gap may not surprise you, some of the reasons might. Continue reading