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.
Qualifier -- this piece was not written in defense of CEOs. It was solely meant to put things into perspective. We've heard the grumbles and complain...
Non-profits rely on volunteers to accomplish their mission and therefore must establish strategies and the bandwidth to effectively attract, engage and manage a volunteer workforce.
It's a highly unlikely thing that they'd be shouting. Armed robbers wouldn't care. They'd probably want wallets and a code to a safe or to find nearby...
Should CEOs be nice? Should their people like them -- not just respect them, trust their skill, or follow their leadership -- but actually like them?
When you are passionate enough about something, you often don't need a lot in monetary compensation.