Linking executive pay to ESG goals

Public pressure and changing norms are paving the way for business leaders to be paid based on a new set of criteria.

Pia Lauritzen

The key to changing the culture of an organization is not to tell people what to do, but to make it easy for them to ask the questions that make them consider their current behavior. Only by making room for their colleagues, employees, and other stakeholders to ask their own questions and activate their own experience and insights can leaders ensure that people’s buy-in to … [ Read more ]

Sally Helgesen

Overconfidence should actually be viewed as a warning sign that someone will turn out to be a poor leader — immune to feedback, resistant to change, and unlikely to consult others when making key decisions.

Sally Helgesen

Studies confirm that both men and women tend to equate confidence with competence because they assume that those who do not question their own ability and who view themselves as destined for greatness must have good reason for doing so. In fact, inept individuals tend to be less accurate in evaluating their own talents for the simple reason that they lack the expertise to know … [ Read more ]

Can you master the inner game of leadership?

Conflicting demands and challenges must be managed. Here’s how to do it.

Creating the office of the future

In a remodeled world, it is vital for companies to reinvent ways of working.

Mariana Mazzucato

Dysfunctions … occur when we don’t debate value — when [value is] just presented as “this is how the economy works.” So it becomes very easy for some actors in the economy to present themselves as value creators, and in the process extract value, because the difference — what’s value creation, what’s value extraction — is no longer part of the way we think about … [ Read more ]

Mariana Mazzucato

The twin problems I see in modern-day capitalism are the fact that the financial sector is financing itself and industry itself has become financialized, obsessed with short-term quarterly returns. To change that system, you need to debunk the pillars on which those behaviors are based. The problem with the maximization of shareholder value approach is that it has dismissed the role of other actors in … [ Read more ]

Mariana Mazzucato

Value in capitalism has fundamentally been created collectively through different types of actors coming together to solve problems. Workers have contributed. The state has contributed. Of course managers and people on the ground have contributed, but we need a body of thought within economics that really captures that collective value creation.

Maximization of shareholder value is a very narrow approach to understanding value. Indeed, it is … [ Read more ]

Mariana Mazzucato

As soon as you take innovation seriously, you start having to throw up in the air so many of the things we learn in mainstream economics: unique equilibria, representative agents, perfect competition. Indeed, the mathematics that we’re taught in mainstream economics departments mainly comes from Newtonian physics. It allows nice, smooth curves to be drawn where there is a maximum point (important if firms are … [ Read more ]

Jon Katzenbach, Carolyn Black

Many leaders are overlooking the people most critical to their organization’s success. Many organizations do now consider EQ, particularly in hiring. But they inadvertently filter against it. Self-awareness (candor) is often seen as highlighting weakness, self-regulation (restraint) is often seen as lack of passion, and empathy (awareness of others’ feelings) is often seen as an inability to make hard decisions. Promotions are most often based … [ Read more ]

Jon Katzenbach, Carolyn Black

According to [Frederick] Herzberg, the key to motivating workers is enriching their jobs by giving them enough responsibility, control, and data to facilitate growth and “play,” or experimentation. Today’s leaders and managers should ask themselves: Do employees have a view of and control over their work, from inputs to impact? Can they take on new but surmountable challenges? Is there room for them to make … [ Read more ]

A.G. Sulzberger

The most important thing you have to figure out in order to change a company or change the culture of a company is what is not going to change. The reason is that if everything is up for grabs, if you can change literally anything about a company, then the company has no reason for being. For an institution to change, it needs to separate … [ Read more ]

Christopher Mims

I don’t know that algorithms are, themselves, the root of the problems that we have in our labor markets these days. But I do think that management by algorithm facilitates an additional level of remove between management and frontline workers. And whenever you have that, whether it’s a geographic or a communications remove, or in this case abstracting people away through software and scheduling algorithms, … [ Read more ]

Kip Tindell

One of our foundation principles is that leadership and communication are the same thing. Communication is leadership.

The algorithmic trade-off between accuracy and ethics

In The Ethical Algorithm, two University of Pennsylvania professors explain how social values such as fairness and privacy can be designed into machines.

Daniel Hulme

For millennia, philosophers have been debating how society should be structured and what it means to live a “good life.” As our environments start to intelligently interact with us, we’re giving them the power to create and destroy. We have to embed ethical behaviors into these system, which makes it an extremely exciting time for humanity, because we now have to agree on what those … [ Read more ]

Daniel Hulme

The best definition of intelligence — artificial or human — that I’ve found is goal-directed adaptive behavior.

Building resilience in a polycrisis world

To stay operational, even in the worst of times, focus on what matters most. It will change your risk culture.

Andre Durand

If you look at the essence of trust, it’s a one-to-one ratio between say and do. If over some period of time, I observe a good ratio of someone doing what they say they will do, they will earn my trust.