Increasing your energy capacity is the best way to get more work done faster and better
It's such a savage thing to lose your memory, but the crazy thing is it doesn't hurt one bit. A blackout doesn't sting or stab or leave a scar when it robs you. Close your eyes and open them again. That's what a blackout feels like. For Sarah Hepola, alcohol was 'the gasoline of all adventure'. She spent her evenings at cocktail parties and dark bars where she proudly stayed till last call. Drinking felt like freedom, part of her birthright as a strong, enlightened 21st-century woman.
Businesses hoping to survive over the long term will have to remake themselves into better competitors at least once along the way. These efforts have gone under many banners: total quality management, reengineering, rightsizing, restructuring, cultural change, and turnarounds, to name a few. In almost every case, the goal has been to cope with a new, more challenging market by changing the way business is conducted. A few of these endeavors have been very successful.
This edition features four great business articles. In our first article, we'll find out the difference between having what it takes to be considered for a CEO position, and actually getting it. Also, we'll find out what turns smart, ambitious people into underachievers, as well as how the right autobiographical story can help you in your personal life and your career. Plus, you'll learn how to critically re-assess your priorities before an unforeseen crisis forces you to.
Stefan Michel, a professor of marketing and service management at IMD, in Lausanne, Switzerland, writes about how a new framework can help businesses spot missed opportunities.
When corporate leaders or the organizations they represent mess up, they face the difficult decision of whether to apologize publicly. A public apology is a risky move. It's highly political, and every word matters. Refusal to apologize can be smart, or it can be suicidal. Readiness to apologize can be seen as a sign of character or one of weakness. Because the stakes are so high, Barbara Kellerman says, leaders should not extend public apologies often or lightly.
Linda A. Hill, a professor of Business Administration at Harvard Business School, Greg Brandeau, head of technology at Pixar, Emily Truelove, a researcher and a PhD candidate at the MIT Sloan School of Management, and Kent Lineback, a manager and executive with over 25 years of experience, write about how smart leaders of innovation don't set a vision and motivate others to follow it; they create a community that is both willing and able to innovate.
When some managers take over a new job, they hit the ground running. They learn the ropes, get along with their bosses and subordinates, gain credibility, and ultimately master the situation. Others, however, don't do so well. What accounts for the difference? In this article, first published in 1985, Harvard Business School professor John J. Gabarro relates the findings of two sets of field studies he conducted, covering 14 management successions.
If you want to know why so many organizations sink into chaos, look no further than their leaders' mouths. Over and over, leaders present grand, overarching - yet fuzzy - notions of where they think the company is going.
If you want to know why so many organizations sink into chaos, look no further than their leaders' mouths. Over and over, leaders present grand, overarching - yet fuzzy - notions of where they think the company is going. The result is often sloppy behavior and misalignment that can cost a company dearly. Effective communication is a leader's most critical tool for doing the essential job of leadership.
Jeremy Heimans, a cofounder and CEO of Purpose, a social business that builds movement; and Henry Timms, the executive director of 92nd Street Y, write about how power isn't what it used to be - and how you can harness that new power.
Innovation gets rediscovered as a growth enabler every half dozen years. Too often, grand declarations about innovation are followed by mediocre execution that produces anemic results, and innovation groups are quietly disbanded. Each managerial generation embarks on the same enthusiastic quest for the next new thing. And each faces the same challenges to protect existing critical revenue streams while supporting new concepts that may be crucial to future success.
When commercializing scientific discoveries, inventors and firms face several potentially fatal traps. Here's how to avoid falling into them.
Roger L. Martin, the dean of the Rotman School of Management at the University of Toronto from 1998 to 2013, writes about how to rein in the dynamic that enriches executives and financiers - at everyone else's expenses.
Usually, individuals and organizations go to great lengths to avoid errors. Companies are designed for optimum performance rather than for learning, and mistakes are seen as defects. But as an example from Bell System shows, making mistakes - correctly - is a powerful way to accelerate learning and increase competitiveness.
Donald Trump and Robert Kiyosaki are both concerned. Their concern is that the rich are getting richer, but America is getting poorer. The entitlement mentality is epidemic, creating people who expect their country, employer, or family to take care of them. And like the polar ice caps, the middle class is disappearing. America is becoming a two-class society, and soon you will be either rich or poor. Trump and Kiyosaki want you to be rich.
Despite massive investments of management time and money, innovation remains a frustrating pursuit in many companies. Innovation initiatives frequently fail, and successful innovators have a hard time sustaining their performance - as Polaroid, Nokia, Sun Microsystems, Yahoo, Hewlett-Packard, and countless others have found.
For online platform businesses, customer mobilization challenges loom large.
We've all encountered people who say less but what they say matters more; people who know how to use silence to dominate an exchange. So having influence means more than just doing all the talking; it's about taking charge and understanding the roles that positional power, emotion, expertise, and nonverbal signals play. These four aspects of influence are essential to master if you want to succeed as a leader.
Slowly but steadily, it's dawning on Western multinationals that it may be a good idea to design products and services in developing economies and, after adding some global tweaks, export them to developed countries.
"China's Thumb on Fed Rate-Rise Scale" is from the July 30,2015 Markets section of The Wall Street Journal. It was written by Justin Lahart and narrated by Ken Borgers.
"Fed Preps Careful Path for Rate Hike" is from the July 30,2015 Economy section of The Wall Street Journal. It was written by Jon Hilsenrath and Ben Leubsdorf and narrated by Ken Borgers.
"Headlines from the Tech Center" is from the July 30, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Headlines from What's News Business and Finance" is from the July 30, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Windows 10 Review: A Welcome Upgrade, Perhaps Too Late" is from the July 30,2015 Tech section of The Wall Street Journal. It was written by Geoffrey A. Fowler and narrated by Ken Borgers.
Here's a creative way to make the best use of your morning commute: listen to The Wall Street Journal. Each morning, you'll get the must-hear stories from the Journal's front page, as well as the most popular columns and briefings from Marketplace, Money & Investing, and more. And, every Friday, you'll get a bonus delivery: features, columns, and reviews from the Weekend Journal.
It's the perfect listen for your morning commute! In the time it takes you to get to work, you'll hear a digest of the day's top stories, prepared by the editorial staff of The New York Times. Each edition includes articles from the front page, as well as the paper's international, national, business, sports, and editorial sections.
"OnePlus 2: A Big Android Phone for Relatively Little Money" is from the July 30,2015 Tech section of The Wall Street Journal. It was written by Nathan Olivarez-Giles and narrated by Ken Borgers.
"Planned Parenthood's Harvest" is from the July 30,2015 Opinion section of The Wall Street Journal. It was narrated by Ken Borgers.
"Stocks Gain After Fed Statement" is from the July 30,2015 Markets section of The Wall Street Journal. It was written by Saumya Vaishampayan and narrated by Ken Borgers.
"Taliban Leader Mullah Omar Is Dead, Afghan Spy Agency Says" is from the July 30,2015 World section of The Wall Street Journal. It was written by Margherita Stancati, Ehsanullah Amiri and Saeed Shah and narrated by Ken Borgers.
"Don't Check Out of Marriott" is from the July 29,2015 Markets section of The Wall Street Journal. It was written by Spencer Jakab and narrated by Ken Borgers.
"From Grandmother to Granddaughter, Passing Along Religious Traditions " is from the July 29,2015 Life section of The Wall Street Journal. It was written by Clare Ansberry and narrated by Ken Borgers.
"Global Stocks Rebound After Selloff " is from the July 29,2015 Markets section of The Wall Street Journal. It was written by Saumya Vaishampayan and Tommy Stubbington and narrated by Ken Borgers.
"Headlines from the Tech Center" is from the July 29, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.
"Headlines from What's News Business and Finance" is from the July 29, 2015 of The Wall Street Journal. It was narrated by Ken Borgers.