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“If leaders do not show that knowledge development and preservation is a priority,” writes Dorothy Leonard in Harvard Business Review, “then they cannot expect that managers lower in the organization will provide the necessary incentives, time, and resources to share, and thus preserve, knowledge across generations, geographies, and corporate silos.”

“The abuse of power ultimately tarnishes the reputations of executives, undermining their opportunities for influence. It also creates stress and anxiety among their colleagues, diminishing rigor and creativity in the group and dragging down team members’ engagement and performance.” In Harvard Business Review, Dacher Keltner shows how to rise to the top without losing the virtues that got you there.

“Sadly, they don’t teach managers how to track and manage team energy,” writes Dan Rockwell. His energy graph in the linked article, however, could spark a great conversation for your team.

“Growth and strength don’t happen quickly or without overcoming challenges. It comes as a result of steady and consistent effort.” Entrepreneur’s Marty Fukuda suggests, “what winning teams do best is to find a way to be at their best when things are at their worst.”

“Good management processes help a company execute its strategy and exercise its capabilities.” write Christopher G. Worley, Thomas Williams, and Edward E. Lawler III in teh MIT Sloan Management Review. “But in fast-changing business environments, companies also need agile management processes that can help the organization change when needed.”

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