#leadership

#leadership

Of course, you and your direct reports may both fear that more cuts are on the horizon. And yet, there's work to be done. How do you support your team, keep them productive and also find the opportunities in the middle of such a big disruption, especially when you may face the need to ' do more with less '?

I'm amazed that no one has phoned Roy Keane and said, Can you come in at Man Utd and be part of what we're doing here?' because he is arguably Man Utd's greatest captain. He is a leader. He's unbelievable. When you watch him, he's ferocious, you listen to him, when he walks into a dressing room, you're going to listen. He's going to lead by example.

People hunt for shortcuts - some podcast episode that dials in confidence and charisma overnight. Spoiler: not happening. What actually works are the small, compounding habits any of us can pick up if we pause long enough to listen and apply. I've made rent hustling side projects, missed on others, and learned the same lesson every time: leadership doesn't come as inspiration; it comes as repetition.

Althoff left Oracle nearly 13 years ago to join Microsoft as its executive VP and chief commercial officer. He set up the Microsoft Customer and Partner Solutions (MCAPS) division to handle enterprise and partner sales, which Nadella called the company's "most important growth engine." He will now oversee all of Microsoft's commercial operations, including sales, marketing, and operations. Nadella will keep his focus on engineering, including AI strategy, future technologies, and the datacenters that will support them.

Ever since he helped avert a government shutdown in March-citing WIRED's reporting on Elon Musk's desire for one as part of his rationale -Senate minority leader Chuck Schumer has been waiting for this moment to redeem himself. The problem is that Schumer may have already blown his chance. With a government shutdown now here, frustrations over Schumer's leadership have been bubbling up behind the scenes.

"We're abolishing this product line. We're going to move 2,000 engineers off of project X onto project Y," said Haas, adding that the company had only about 6,000 people at the time.

His track record speaks clearly. He has advised firms that tripled sales in just 18 months, improved throughput by more than 50% without hiring extra staff, and increased sales multiples by 2.5 through stronger profitability, streamlined operations, and reduced risk. His approach combines hard data with hands-on leadership. Before launching Fulcrum Consulting, Nirav was President and CEO of Orion Technologies. Under his leadership, Orion grew from a $1 million start-up into a $50 million company recognised for both rapid growth and workplace excellence.

"You're not a team player" is an example of feedback that makes an assertion about a person's character. The receiver of this feedback is likely to experience a "fight, flight, or freeze" response because the feedback conversation has just become deeply personal. As a result, the feedback will not be heard by the receiver and therefore misses the opportunity to promote learning, growth, or improvement.

"It was actually really critical for the company that I had someone else who was a CTO," Shear said. "I didn't really understand our architecture direction, but I worked with him enough." "We went through a number of CTOs and they didn't work. They were bad," he said. "I'd hired experts, I was supposed to let them do their jobs," Shear said. "When I didn't like how something felt, or where I was taking the company, that I should crush down that concern and not act on it."

As NAR charts a new path and as part of our strategic efforts to continue to add and prove value to Realtors, we are transforming our events business to be a bigger and more inclusive space for industry leaders and practitioners to convene and help define the future of real estate, Nykia Wright, the CEO of NAR, said in a statement.

I was supposed to do four years, go through university and head back home for family business, decided I liked tech too much. I got my first job at EMC running their networks across I would say a few hundred offices, which was really interesting. From there, I made my way into an ops role, which is where a lot of what we do at RapDev began.

In my thousands of hours of conversations with leaders, I discovered that we share a common belief: that our confidence will arrive once we receive a certain title or status. We think we will finally "feel" successful. But it doesn't happen that way. Self-doubt is always waiting at the edges of our capabilities. When we attempt to push doubt aside and ignore it, we reduce our ability to remain curious and respond most effectively.

Tyler Perry said something to me I'll never forget, because I battle this all the time, I always try to bring everybody with me," Hayes tells Fortune. "'Sometimes you've got to leave them in the sand. Sometimes you've got to go in the water, row the boat, leave them in the sand, and offer to come back and get on the boat' ... Sometimes people aren't going to understand the mission.

CURT NICKISCH: If you don't know that music, it's the theme song from the Lego movie. The animated film grossed nearly a half billion dollars in 2014, and it also breathed new life into the brand. People loved seeing the little plastic pieces of their childhood in action. The hero, Emmett, falls down a hole one day into the Lego underground LUCY: Prophecy states that you are the most important person in the universe. That's you, right? EMMETT: Uhhhhh. Yes, that's me.

We often assume that more of a "good" leadership trait is always better. More confidence will inspire, more ambition will motivate, and more authenticity will build trust. But research tells us that's not the full story. Even the best leadership qualities can backfire when taken too far. In management research, Pierce and Aguinis (2013) call this the too-much-of-a-good-thing (TMGT) effect.

This summer, he took on a new role - becoming a dad for the first time. And if you know anything about Ferraro, you know that this just adds fuel to his fire. Ferraro called fatherhood "the best thing in the world" and said his family feels "very blessed." He added, "I have a child now to play for, so I'm even more motivated to be out there."

It's a privilege to play all these matches," Hjulmand said in response to a question about the packed schedule. "And we have five substitutions. So there's no excuses. We will be ready on Sunday to play a very good match. "We have experienced [if not young] players who have done it before.

Alex is an executive vice president at a technology and manufacturing company, and she leads one of the highest-performing divisions in the company. But Alex is stuck. The founder is also the CEO, so there's no clear path upward. She's a respected and results-driven leader, and because she has a protective nature, she worries that leaving might mean that the business hands her team off to someone less impactful.

Good morning. When Zelle chief Denise Leonhard interviewed Preston McCaskill to head up operations of the peer-to-peer payment platform last year, she was impressed by his preparation, problem-solving instincts and curiosity. But what cemented the deal for her was his sense of humor. She "cracked a couple of jokes and gave him the space to be able to crack a few jokes," she says. Once they started laughing, she knew he'd fit well with the team.

There is a lot of expectation on a wonderful goalkeeper who is one of the best in world football. There was talk that this might be City looking beyond Pep Guardiola, but the save he made from Bryan Mbeumo was who he is - a world-class save to keep United at nil and he just gets up like 'that's what my job is'.

Leadership is not a straight line or a standard model; there are countless paths to the top. From Silicon Valley builders like Reed Hastings to steady hands like Warren Buffett, who had already led Berkshire Hathaway for decades before Netflix mailed its first DVD, the common thread is not a blueprint, but an ability to draw the best out of people.

One of the simplest ways to strengthen your leadership is to ask better questions. They can open up information you'd otherwise miss, build trust, and even make you more persuasive. But most of us don't ask enough; and when we do, we don't always ask them in the most effective way. In this IdeaCast episode from 2018, host Sarah Green Carmichael talks with Harvard Business School professors Leslie John and Alison Wood Brooks.

For years, I had been teaching people about radical acceptance - not rejecting pain, but recognising pain as a part of reality right now, and learning how to live with it. Even though I initially questioned "why me?" I immediately shifted to "what now?" Cancer was happening , and it was one of the challenges I was going to have to deal with. I was going to get through this journey coming from a place of peace and gratitude, rather than fear.

"I'm not sure how much more of this I can take," said my client, Amanda, during our regular check-in, her voice cracking. For months she'd been the face of a multi-year digital transformation inside her company, rallying teams, making tough calls, and absorbing the constant blowback that comes with shaking up entrenched systems. She believed deeply in the vision because she'd fought hard for and defended it along the way.

Today's leaders face a paradox: the incredible speed of change in the workplace, alongside a deep human need for connection, which requires courage and vulnerability. Brown explained that we can choose to be on "team technology" or "team human," but "the future will belong to those of us who can straddle the paradox of humanity and technology." Both are needed, she affirmed.