Archive | Culture & Leadership

Culture and leadership aren’t just two important aspects of the game – they are the game.

Future is Not Created

The missed opportunity is to deny new voices

Earlier today, I was on Twitter sharing some new news around corporate governance, and several people have been writing emails asking why it matters. They argue that Citi is just another firm that will fail in its own way. But I think in the specific individual story, is a larger significant story. So, let me  More

L Todd Rose

The Myth of Average Denies Onlyness

Many years ago, the AirForce was designing the cockpit for “the average” pilot. As they rolled out better and better technology, performance was not improving. First they blamed the technology, and then the leaders involved. And, then they thought to blame the users, the pilots. Blaming and shaming fixed nothing.  Finally, they got curious enough  More

1280px-Dan_Ariely_speaking_at_TED_in_2009

How do you measure fulfillment at work?

Just earlier this week, I met a fascinating entrepreneur building a desk that you can love — because it helps you to stand more, and optimizes for your health and thriving (while you do work). He’s one of the designers of the iPod and iPad so he wants that kind of design thinking into your  More

Nilofer Merchant, Management Thinker, Feature Story of HBR Magazine, April 2013

Lessons from when TED Lost Control of Its Crowd:

Today, Harvard Business Review’s (the premier management magazine in the world) magazine for April was released. (Check out the upper corner, because this is fun news to share!) One of the featured 3,000-word articles is on Leading in the Social Era. It’s entitled, When TED Lost Control of it’s Crowd. In this article, I discuss  More

Dan Pallotta, Activist, Speaking at TED2013; Picture by Duncan Davidson

Why We Can’t Solve Big Problems

The way we think about things is the reason why we can’t solve big problems. Not a reason, but the reason. For example, in charitable work, the success of non-profits is measured in how little money they spend in overhead, limiting who they can recruit, whether they can ask more people to be involved, which  More

Feed the Eagles

Feed the Eagles, Starve the Turkeys

A long, long time ago, a boss of mine at Apple, John Osborne, taught me 2 things that I swear have guided hundreds of decisions since. One was about when to fire someone and when to coach and such. And the other was on how to stop doing more (cause there will always be more)  More