
The Chicago Booth Review podcast explores whether emotions can be an asset rather than a liability in business leadership. Host Hal Weitzman and professor Chris Collins argue that emotions should be treated like any other data point—observable, measurable, and actionable—rather than dismissed as irrational noise. Collins highlights the deep‑seated cultural split between intellect and feeling, noting that many professionals are taught to suppress emotions. He demonstrates how emotional cues can surface hidden information about both individual psychology and the broader organizational environment, citing a case study of an investment bank where high neuroticism among senior directors signaled a punitive culture that drove turnover. Illustrative anecdotes include a student battling imposter syndrome versus an alum who felt she didn’t belong because of gender dynamics, underscoring that emotions often reflect structural factors more than personal weakness. Collins also points out that gendered display rules shape how men and women are permitted to express feelings, influencing career trajectories. The takeaway for leaders is clear: systematically gathering and interpreting emotional data can inform talent decisions, cultural interventions, and retention strategies, while also prompting more equitable policies that recognize gender‑specific emotional expectations.

The podcast episode explores how aggressively leaders should push for organizational change, highlighting the trade‑offs between ambition and disruption. Stefanac explains that change inevitably makes people uncomfortable, often causing a temporary dip in performance, and that successful initiatives require realistic timelines...

The Chicago Booth Review podcast explores new research by Professor Pradeep Chintagunta on how a retailer’s organizational structure shapes supermarket prices. Rather than a single headquarters dictating every price, large parent companies split authority to regional divisions, creating “price zones”...

The short video delivers three concise strategies for negotiating salary, emphasizing psychological levers and market data to boost bargaining power. First, the speaker stresses that negotiators should count both current job offers and realistic future opportunities as leverage. Second, he warns...