Recent Posts
News•Feb 26, 2026
Science Shows Well-Being Drives Performance. It’s No Longer Even a Debate
Recent research confirms that employee well‑being is a measurable driver of performance, echoing Gallup’s 2015 warning that CEOs often ignore HR culture. Only about one‑in‑four American workers feel their employer genuinely cares, a figure unchanged since pre‑pandemic lows. The author’s new book argues that leaders must pivot, treating well‑being as a core strategic asset rather than a distraction. Persistent leadership fear that well‑being initiatives hurt productivity remains the biggest barrier to change.
By Fast Company — Leadership
News•Feb 26, 2026
The Real Reason Your Team Is Frustrated by Feedback (and How to Fix It)
Team frustration often stems from vague expectations rather than lack of effort. When leaders fail to articulate what success looks like, employees invest energy in the wrong direction, eroding trust and collaboration. This misalignment becomes more common as roles shift...
By Fast Company — Leadership
News•Feb 24, 2026
Why Leaders Need to Stop Confusing Transparency with Clarity
Leaders often equate transparency with effective communication, but the two serve different purposes. Transparency builds trust by sharing information, while clarity provides the focus needed for action. A case study shows that a manager who combined honest updates with a...
By Fast Company — Leadership
News•Feb 20, 2026
How AI Could Kill the Return to Office
Executives are pushing return‑to‑office (RTO) mandates even as they pour billions into AI initiatives that automate tasks traditionally done on‑site. Recent research shows RTO does not improve productivity, innovation, or team cohesion, but it does erode morale and increase turnover....
By Fast Company — Leadership
News•Feb 19, 2026
Firing the CEO Is the Wrong Answer, Ask Sean McDermott
The article likens the NFL’s habit of firing coaches to the surge in CEO dismissals, noting that 2025 saw one in nine CEOs replaced across 1,500 large firms. It argues that removing a top executive rarely resolves deeper systemic flaws...
By Fast Company — Leadership
News•Feb 19, 2026
The Case for Being Exclusive at Work
The article argues that deliberately excluding certain customers and employees through values‑based repelling and explicit audience definition can strengthen brand loyalty, reduce misalignment, and cut costs. Broad messaging often leads to disengaged staff, wrong‑fit customers, and wasted resources. Patagonia’s “Don’t...
By Fast Company — Leadership
News•Feb 19, 2026
I Founded 1-800-Flowers.com 50 Years Ago. This Is the Secret to Business Success
The founder of 1‑800‑Flowers.com marks a 50‑year milestone, attributing the company’s endurance to deep, trust‑based relationships rather than just capital or strategy. Starting as a modest Manhattan flower shop in 1976, the business expanded into a national brand by consistently...
By Fast Company — Leadership
News•Feb 13, 2026
Match Group CEO: Public Performance Reviews Build ‘a Culture of Transparency’
Since taking the helm in early 2025, Match Group CEO Spencer Rascoff has launched a transparency‑driven culture overhaul, including a public employee feedback channel that he reads and answers personally. The initiative has generated more than 300 messages, prompting actions...
By Fast Company — Leadership
News•Feb 11, 2026
Why (and How) the Smartest Leaders Encourage Failure
Jeff Bezos argues that growing failures are essential for breakthrough innovation. While 92% of CEOs list innovation as a top priority, over 90% admit they perform poorly at it, largely due to fear of failure. The article outlines five actionable...
By Fast Company — Leadership