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European managers do not need to handle every crisis separately. They must manage links between problems and set priorities

Geopolitics, regulation, cost pressure, labor shortages and technological change no longer create…

Top performers can hide a poorly designed organization until they burn out themselves

A reliable person usually takes over work that has fallen between poorly defined roles. The company…

Employees work faster with AI, but the company may not earn more. The link between personal time savings and business results is missing

Higher individual productivity does not automatically mean higher company performance. Data cited by…

Manager assessment may change: knowing how to use AI will not be enough; what matters will be how leaders design work with it

Knowledge of AI tools is quickly becoming a basic expectation. For company leadership, however, it…

Companies are finding that AI will not fix a bad process. Automation can simply accelerate a problem that already exists in the organization

When a company adds AI to an outdated process, it may not achieve a more modern operation. It may…

Empathy does not mean softening bad news until the employee no longer understands what the manager is actually saying

An effort to protect the relationship can lead a manager to vague feedback that deprives the…

A company can have capable managers and still overlook them. A single image of the “right leader” narrows the talent pool

The ability to lead people does not have to be associated with the most visible presence, the…

A manager whom nobody dares to laugh at loses information. Humor can function as a check on power

Humor in leadership is not merely a way to lighten a meeting. The ability to laugh at one’s own…

Neurodivergent managers often remain invisible to the company. The conventional leadership model increases their costs

Research involving 416 leaders in the US and UK shows that 41 percent of neurodivergent…