Sublime

The reason Dr. Schwartz examines family history so carefully is that he sees family background as fundamental to a person’s outlook on career.

John Zenger and Joseph Folkman point out that most people, when they first become managers, enter a period of great learning. They get lots of training and coaching, they are open to ideas, and they think long and hard about how to do their jobs.

type.” If they are somewhat older, they have practiced leadership as they understand it, but are unsure about how effective they were.

“fundamental attribution error.”

It makes little sense to practice leadership and put your own professional success and material gain at risk unless it is on behalf of some larger purpose that you find compelling.

Of the many emerging descriptions of our social brain, for me the simplest and most elegant is the highly regarded Social Baseline Theory of Lane Beckes and James A. Coan, two researchers at the University of Virginia.

Research by Claude Steele and Joshua Aronson shows that even checking a box to indicate your race or sex can trigger the stereotype in your mind and lower your test score.

clients need trust and reassurance, and, to be successful, professionals must project an air of omnipotence and omniscience.

It is a common complaint that professionals are unmanageable. In every profession I have studied, managing partners say theirs is an impossible task because of the independent nature of the “prima donnas” they are supposed to lead.