Research suggests that people who obtain power tend to act much as they have before, only now in a less inhibited way, writes Matthew Hutson. The feeling of power makes people act more quickly and potentially care less for the opinions of others, though it can also lead to more ethical and noble leadership.
Many people experience "career restlessness" as they mature and realize who they are and what really matters to them in a job, writes Alaina Love. She offers 10 reasons you might be in the wrong job and how you can become better aware of what you want your career to look like.
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Companies are seeking new value-creation strategies, with research suggesting that tough strategic analysis of internal businesses as well as individual projects is key to smart capital allocation, write Ulrich Pidun and Sebastian Stange. "Assessing strategic potential helps avoid common capital allocation pitfalls, such as the maturing-business trap (not reducing capex even though the business is maturing) and the egalitarian trap (every business unit gets its 'fair capex share,' irrespective of potential)," they write.
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Leaders need to do all they can to avoid "reverse delegation," or the situation where a task they've assigned comes back to them, writes Dan Rockwell. He offers 12 things to say to reduce the chances of this happening.
Trust is the most important component of modern communication, and how we communicate matters as much as what we're communicating, writes Nicole Gagnon. She lists 10 word and syntax options that can make you appear more trustworthy, including avoiding noncommittal words and using the active voice to display confidence.
Retailers that brand technology or store designs as part of "the future" are setting themselves up for internal disconnect and funding cuts the first time market conditions turn south, according to this analysis. "New technology has to apply to every store, and the problem with the store of the future idea is that it's not a practical acknowledgement that we have 1,150 stores all over the country," says Kevin Mansell, CEO of Kohl's.
Lots of good bosses. Most of you seem pretty pleased with the person you work for (62%). That said, there are plenty of mediocre or poor bosses out there. Ask yourself some tough questions given these results. Where would your people put you on this scale as their boss? Have you provided your boss with feedback as to what they can do better? If they're not aware of what's not working well, they can't change it. For those of you who are in that bottom 19%, what are you doing about your situation? Are you looking for a new role? Building your skills to create more opportunities for yourself? If your situation isn't changing, consider changing your situation. -- Mike Figliuolo is managing director of ThoughtLeaders. Before launching his own company, he worked at McKinsey & Co., Capital One and Scotts Miracle-Gro. He is a graduate of the U.S. Military Academy at West Point. He's the author of three leadership books: "One Piece of Paper," "Lead Inside the Box," and "The Elegant Pitch."
How easily do you get overwhelmed by spikes in your workload?
Drift CEO David Cancel says he hires based on a candidate's passion and whether he or she can bring something new to the table. "Whether you're an intern or an executive, I need to feel like I can learn something from you," he says.
Nearly 10 years ago, Kevin Garnett and the NBA's Boston Celtics started what has become a league-wide tradition of peanut butter and jelly sandwiches before games, writes Baxter Holmes. The PB&J's popularity could be attributed to any number of factors, including its quick and easy energy boost, players' superstition or the physiological and psychological effects of the meal.