Diana Stepner

@dianas

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AI may change the context of our work as leaders, but it cannot change the essence of leadership. We believe leadership is a social process that enables individuals to work together to achieve results that they could never achieve working alone. Our definition, supported by decades of research and experience, emphasizes that leadership is inherentl

SVPG / Due to human nature (thinking that everyone else’s job is much easier than theirs), this has always been a problem, and probably will always be a problem. I think she is exactly right. Most jobs involve some blend of judgement and process, and the process aspects are prime targets for the tools. What remains is the judgement.&nbs

What looks like a conservative shift among young voters might actually be something more fundamental: a generation's attempt to navigate a world where institutions promise stability they can't deliver, where algorithms offer opportunity without security, and where the very nature of work and worth is being redefined. It’s constantly evolving, and i

Most great innovations are creative combinations of existing ideas. we’ve perfected a method of unlocking this powerful source of innovation: precedents thinking. It involves three steps. First, frame your challenge and its key elements. Next, search for previous innovations—precedents—relevant to each element. Finally, combine some or all of those

Creating a fearless organization is not about perfection. It’s about committing to learning, particularly in the face of fear and uncertainty. As leaders, the question isn’t whether fear exists—it’s how we respond to it. If we can meet it with curiosity, courage, and a commitment to growth, then we might just build something remarkable. A fearless

Fair point. Does the research suggest a better way to select leaders?

We recommend that institutions de-emphasize ambition as a factor in the selection process. Instead, they should focus on attributes that are known to predict leadership effectiveness, such as intelligence and sociability. Further, they should solicit a wider, more representative p

“I very frequently get the question: 'What's going to change in the next 10 years?' And that is a very interesting question; it's a very common one. I almost never get the question: 'What's not going to change in the next 10 years?' And I submit to you that that second question is actually the more important of the two – because you can build a bus

To be fair (to you, the reader), fairness of this type can be tough to implement. The most common pushback to this approach: “I shouldn’t treat high and low performers the same.” And … fair enough! It would be folly to act thrilled when wrong things happen; even Big Bird isn’t that much of a Pollyanna. But it’s worth taking a quick inventory of you