I can understand your frustrations if the gadflies are harping on the implications of your rebrand. I never intended to offend or titillate my viewers either; rather I wanted to set myself a part from others.
I got my annual dose of humility this week when I attended the Fortune Brainstorm Tech conference in Aspen, an event that brings Wall Street and Silicon Valley elite together for three days of talks and networking. I've been to it four years in a row now, and it's always a good ego check for me.
Business executives, there are ways to supplement your business process and strategy, and it's up to you to do it. Gaining momentum in today's digital world is so much easier than it used to be years ago. Or is it?
As the tech job sector continues to grow in the United States there is a constant competition going on between employers to get the best talent available. However, there is a true disconnect between many businesses looking to hire talent and what the high tech worker really wants from a job.
When leaders operate under stress without understanding how to navigate its deep and treacherous waters, they can become like rudderless ships and a detriment to everyone around them.
In a rare joint-column between "TechScape" and "BizScape," join us as we take a look at a business that satisfies both sectors in that it is a business that helps other start-ups AND a software technology which does that work for users.
We have transient customers, served by transient employees, working for transient leaders, owned by transient shareholders. Disengagement is overpowering today's leaders.
I would like that same kind of trust and credibility from our president and his administration and his advisers. They have every right to take credit for their successes, but they also have every responsibility to accept the blame for their mistakes, misjudgments and failures.
In his recent address at West Point, President Obama said the U.S. must always be a leader. And yet, leaders of U.S. corporations, so far, have seemed complacent with a lagging status quo.
Last week, I had the surreal and humbling honor of accepting the Distinguished Alumni Award at my high school alma mater, Niles North in Skokie, IL. ...
Almost all of the publicly traded health insurers reported big increases in revenue and profits last year. The big winners have been the top executives of those companies, led by Mark Bertolini, CEO of Aetna, the nation's third largest health insurer.
"You Westerners. You're so one-dimensional. You don't even know how to breathe!" So said Lous, my Indonesian mentor, when I whined about a grue...
People complain about professional athletes being overpaid, but don't bat an eye when some hapless CEO who earns $6 million a year gets fired for incompetence, and then collects a $10 million Golden Parachute.
Judging from how CEOs and other executives talk about how strong their brand is, one gets the impression that they equate having a strong brand with having a good reputation.
I recently read an article in The Wall Street Journal entitled "The Workplace Evolves From Sunbeam's 'Chainsaw Al' to Netflix's No-Jerk Rule." It started on an excellent foot by using the verb "evolve." Then it progressed into an un-evolved series of questions and statements.
Every time I start coaching someone, I interview 8-12 of their colleagues to gain good perspective on their real-world strengths and development areas. Over the last 10 years, I've collected thousands, and recently analyzed them to look for common themes.