[Milton] Friedman ignored that in a democratic-capitalist society, democracy must come first. “We, the people” grant businesses their license to operate — which they, in turn, must earn and renew.
Content: Quotation | Author: Darren Walker | Source: The New York Times | Subjects: Economics, Management
The shareholder-primacy view of the corporation — which gives little voice to the workers, customers and communities that are impacted by corporate decisions — has been the modus operandi of United States capitalism. Why did this view become so dominant? One rationale was a practical one. Rather than being asked to balance multiple, often conflicting, interests among stakeholders, the manager is given a simple objective … [ Read more ]
Content: Quotation | Author: Marianne Bertrand | Source: The New York Times | Subjects: Economics, Management
More companies than ever are using software to screen their mountains of job applications. Getting seen by a human recruiter takes some effort.
Content: Career Information | Author: Julie Weed | Source: The New York Times | Subjects: Career, Career / Employment, General – Resumes
Modern capitalism’s fundamental myth is that acquiring money is the equivalent of achieving success.
Content: Quotation | Author: Ginia Bellafante | Source: The New York Times | Subjects: Capitalism, Economics
When the godfather of management consulting landed its biggest contract ever in Africa, it made the worst mistake in its storied nine-decade history.
Content: Case Study | Authors: Michael Forsythe, Walt Bogdanich | Source: The New York Times | Subject: Industry Specific | Company: McKinsey & Company
Adam Bryant has interviewed 525 chief executives through his years writing the Corner Office column. Here’s what he has learned.
Content: Article | Author: Adam Bryant | Source: The New York Times | Subject: Corporate Governance
It’s true that networking can help you accomplish great things. But this obscures the opposite truth: Accomplishing great things helps you develop a network. If you make great connections, they might advance your career. If you do great work, those connections will be easier to make. Let your insights and your outputs — not your business cards — do the talking.
Content: Article | Author: Adam Grant | Source: The New York Times | Subjects: Career / Employment, Personal Development
Human beings are incredibly perceptive. And they seem to be more perceptive when they look at people above them than when they look down.
Content: Quotation | Author: Pedro J. Pizarro | Source: The New York Times | Subjects: Organizational Behavior, Perception, Personality / Behavior
I believe it’s time to give the narrative about whether men and women lead differently a rest. Yes, we need to keep talking and writing about why there are so few women in the top ranks. But this trope about different styles of leadership among men and women seems past its expiration date.
And while we’re at it, could everyone agree to drop the predictable questions … [ Read more ]
Content: Quotation | Author: Adam Bryant | Source: The New York Times | Subjects: Leadership, Women in Business
Leaders need humility to know what they don’t know, but have the confidence to make a decision amid the ambiguity. A bit of chaos can help foster creativity and innovation, but too much can feel like anarchy. You need to be empathetic and care about people, but also be willing to let them go if they’re dragging down the team. You have to create a … [ Read more ]
Content: Quotation | Author: Adam Bryant | Source: The New York Times | Subject: Leadership
[Students] should never assume that they can predict what experiences will teach them the most about what they value, or about what their life should be. You have to be open and alert at every turn to the possibility that you’re about to learn the most important lesson of your life.
Content: Quotation | Author: Ruth Simmons | Source: The New York Times | Subjects: Career / Employment, Personal Development
You sacrifice and you’re a victim, or you sacrifice because it’s the right thing to do and you have pride in it. Huge difference. Simple thing. Huge difference.
Content: Quotation | Author: Bill Green | Source: The New York Times | Subjects: Attitude, Character, Organizational Behavior, Personality / Behavior, Right / Wrong
The best cultural lists are the behaviors you want to cultivate. The problem with values like respect and courage is that everybody interprets them differently. They’re too ambiguous and open to interpretation. Instead of uniting us, they can create friction.
Content: Quotation | Author: Michel Feaster | Source: The New York Times | Subjects: Culture, Management, Organizational Behavior
No matter what people say about culture, it’s all tied to who gets promoted, who gets raises and who gets fired. You can have your stated culture, but the real culture is defined by compensation, promotions and terminations. Basically, people seeing who succeeds and fails in the company defines culture. The people who succeed become role models for what’s valued in the organization, and that … [ Read more ]
Content: Quotation | Author: Tae Hea Nahm | Source: The New York Times | Subjects: Culture, Human Resources, Management, Organizational Behavior
New evidence shows that a mix of skills, especially technology skills, counts more than simply long experience in one specialty.
Content: Article | Author: Neil Irwin | Source: The New York Times | Subjects: Career / Employment, Personal Development
We don’t decide about life; we’re captured by life. In the major spheres, decision-making, when it happens at all, is downstream from curiosity and engagement. If we really want to understand and shape behavior, maybe we should look less at decision-making and more at curiosity. Why are you interested in the things you are interested in? Why are some people zealously seized, manically attentive and … [ Read more ]
Content: Quotation | Author: David Brooks | Source: The New York Times | Subjects: Attention, Decision Making, Organizational Behavior, Personality / Behavior
The sociologist Daniel Bell once argued that capitalism would undermine itself because it encouraged hedonistic short-term values for consumers while requiring self-disciplined long-term values in its workers.
Content: Quotation | Author: David Brooks | Source: The New York Times | Subjects: Capitalism, Economics
The company is conducting an experiment in how far it can push white-collar workers to get them to achieve its ever-expanding ambitions.
Content: Case Study | Authors: David Streitfeld, Jodi Kantor | Source: The New York Times | Subjects: Human Resources, Organizational Behavior | Company: Amazon.com Inc.
Everybody knows that chief executives receive bounteous pay as a matter of course. Less discernible, though, is who actually earned their pay the most by increasing the value of the companies they run by a commensurate amount. Such performers are not to be confused with executives who work to propel their company’s stock price.
The most common performance metrics used by companies can be problematic. … [ Read more ]
Content: Article | Author: Gretchen Morgenson | Source: The New York Times | Subject: Corporate Governance
Successful bright people rarely experience failure, and so they don’t learn how to learn from that failure. They, instead, commit the fundamental attribution error, which is if something good happens, it’s because I’m a genius. If something bad happens, it’s because someone’s an idiot or I didn’t get the resources or the market moved.
Content: Quotation | Author: Laszlo Bock | Source: The New York Times | Subjects: Career / Employment, Organizational Behavior, Personal Development