Sublime

When three McKinsey consultants sought to understand why leadership-development programs failed, one of the four causes they uncovered was the failure to measure results. They noted that companies paid only lip service to developing leadership skills and did not invest in measurement to track actual changes. They commented, “Too often, any evaluati

Studies show that your boss has a much larger effect on your happiness and success than the company at large.

When it comes to power, outshining the master is perhaps the worst mistake of all.

That was our leading theory of the case. It made sense. Frankly, it sounded obvious: America wasn’t getting back to work because we were paying people to stay home. But it was wrong, and the fact that so many of us thought otherwise reveals how conditioned we are to assume the worst about one another when it comes to receiving help from the governm

Second, too often in organizational life, people begin analyzing problems by personalizing them (“If only Joe was a leader …”) or attributing the situation to interpersonal conflict (“Sally and Bill don’t collaborate very well because their work styles are so at odds”). This tendency often obscures a deeper, more systemic (and perhaps more threaten