Peter Koestenbaum

Unless the distant goals of meaning, greatness, and destiny are addressed, we can’t make an intelligent decision about what to do tomorrow morning — much less set strategy for a company or for a human life. Nothing is more practical than for people to deepen themselves. The more you understand the human condition, the more effective you are as a businessperson. Human depth makes business … [ Read more ]

Hire Today, Gone Tomorrow?

Tough question: How can you hold onto your best people? Honest answer: You probably can’t. The real goal is to keep great people working with you, even after they’ve stopped working for you.

Blueprint for Information Architects

Five rules for mapping information so others can find their way.

Carlos Ghosn (president and CEO of Nissan)

If you ask people to go through a difficult period of time, they have to trust that you’re sharing it with them.

She Leads a Championship Team

Abby Conklin discusses her slow start and fast finish as cocaptain of the Lady Vols — and what she learned about leading.

Tom Peters

Listen while you can so that you can lead when you must.

John Roth

Our strategies must be tied to leading-edge customers on the attack. If we focus on the defensive customers, we will also become defensive.

It’s Your (Leader) Ship

As commander of the USS Benfold, he initiated a leadership turnaround that rocked the Navy. Now D. Michael Abrashoff wants to help your company chart a better course. Here, he offers five guiding principles for leaders in tough times.

Winston Churchill

Success is the ability to go from failure to failure without losing your enthusiasm.

The Female CEO ca. 2002

Here are the five naked truths about women in business. Together they add up to one big message: The future of business depends on women.

There Is No Alternative to …

How do you develop strategy in an uncertain economy? Meet TINA: There Is No Alternative. First, Royal Dutch/Shell pioneered the system of scenario planning to anticipate dramatic changes in the world. But when everything starts to change, the way to do planning is to focus on things that don’t change.

Memo to: CEOs

Business is at a crossroads. Scandal and recession have cast a pall on the way CEOs go about leading their companies. Three distinguished professors send this memo — Five Half-truths of Business — as a wake-up call.

The five:
1. We’re only in it for ourselves
2. Corporations exist to maximize shareholder value
3. Companies need CEOs who are heroic leaders
4. Companies need to be lean … [ Read more ]

Now That We Have Your Complete Attention …

Here’s Fast Company’s eight-point program for presentations guaranteed to keep your listeners on the edge of their seats.

Kevin Roberts (CEO, Saatchi & Saatchi)

A trademark plays defense. It’s the way that you protect what you’ve already built up. It’s your copyright, your patents, your table stakes. But a trustmark plays offense. It’s the emotional connection that lets you go out and conquer the world!

Game Over

Now let’s get down to business. Simulation lets you play to learn — without having to play for keeps.

5 Habits of Highly Reliable Organizations

The worst thing about recent business scandals is their lingering aftereffect: How can you move forward when you don’t know who you can depend on? Karl E. Weick says the answer is inside highly reliable organizations. For them, uncertainty is the “good stuff.”

Gone, but Not Forgotten

No company likes to dismiss its talented employees because of a rotten economy. But there’s a way to keep people working with you even after they stop working for you. Here is a five-point program on how to build a successful alumni network for your company.