Every Leader Wants to Change the World. Here’s How to Tell if You’re Actually Doing So
Tech leaders frequently tout "changing the world" as a core mission, but the claim often lacks concrete measurement. The article defines social impact as the net effect on people, families, and communities, highlighting the gap between growth metrics and societal outcomes. It argues that technology firms excel at tracking adoption and valuation while neglecting the broader consequences of their products. To bridge this gap, leaders are urged to adopt a balanced impact ledger and ask five critical questions about their initiatives.
Duolingo Was Evaluating Its Workers’ AI Use. Workers Pushed Back.
Duolingo introduced a new performance‑review metric that measured how effectively employees used AI, but strong internal pushback led CEO Luis von Ahn to reverse the policy. The company clarified that AI tools are optional aids rather than mandatory performance criteria....
Ambitious People Get Caught in This Trap—Here’s How to Get Out
Ambitious professionals often appear confident, yet many silently lose trust in their own instincts as external metrics dominate their decision‑making. The article identifies four recurring patterns—over‑committing, ignoring internal signals, neglecting delegation, and lacking reflective practices—that erode self‑trust. By recognizing and...
Why Leaders Should Build Community, One Connection at a Time
Jerry Lee, former CEO of MG2 and now foundation director, illustrates how leadership rooted in generosity can reshape a firm’s culture. Drawing on a childhood in a Seattle grocery store that served the neighborhood, he shifted MG2 from a profit‑centric...
Jack Dorsey Wants to Have 6,000 Direct Reports
Block, the fintech arm of Square, slashed 4,000 jobs—about half its staff—earlier this year to accelerate its AI strategy. In a recent podcast, CEO Jack Dorsey said he wants to flatten the hierarchy, cutting middle‑management layers from five down to...
Nearly a Third of Workers Admit to Sabotaging Their Company’s AI Strategy
A joint report by generative‑AI firm Writer and research outfit Workplace Intelligence found that 29% of 2,400 surveyed U.S., U.K. and European workers admit to sabotaging their company’s AI initiatives. The sabotage ranges from ignoring guidelines to feeding sensitive data...
The Cobra Effect: Why Managing by Metrics Backfires
The article revisits the classic Cobra Effect—where incentives backfire—using the British‑Raj bounty on cobras as a cautionary tale. It then applies the paradox to modern protest metrics, specifically the 3.5% rule that claims movements succeed once they mobilize that share...
We’ve Entered a New Era of Risk for the Modern CEO
The article argues that CEOs are entering a new era of risk where geopolitical events, such as escalating Taiwan Strait tensions, spill over into political, economic, cultural, and technological domains. Traditional risk models focus narrowly on geoeconomic exposure, leaving firms...
The Quiet Cruelty of ‘Ghost Jobs’ in Today’s Hiring Market
Recent research of 175,000 listings reveals that roughly one in seven job postings stay active for more than 30 days, even after hiring decisions are made. These “ghost jobs” continue to collect applications, draining candidates’ time and emotional energy. Companies...
Why Women Still Aren’t Reaching the Top
Women remain underrepresented in U.S. leadership despite comprising nearly half of the workforce, holding only 37% of leadership roles. A promotion gap means roughly 93 women are promoted for every 100 men, with women of color lagging further behind. The...
Leaning Into This Simple Quality Will Make You a Better Boss
A classic 1981 study found that 93% of Americans believe they drive better than average, illustrating the cognitive bias known as illusory superiority. The article links this bias to leadership, noting that many managers overrate their positive impact on teams....
If You Want to Get Something Done, Hire a Cancer Patient
Cancer patients are increasingly staying in the workforce, with about 60% of those aged 25‑62 working through treatment. The U.S. will have roughly 18.6 million survivors by 2025, challenging the stereotype that illness forces people out of jobs. Remote‑work tools and...
Starbucks CEO Brian Niccol Says the Most Underrated Leadership Skill Is Listening More and Talking Less
Starbucks chief executive Brian Niccol told Fast Company that the most underrated leadership skill is listening more and talking less. He argues that truly hearing employees drives higher engagement, sharper customer service, and faster innovation across the coffee chain. Niccol...
Leadership Skills Brené Brown Wishes She Learned Earlier
Brené Brown, the research professor behind "Daring Greatly," shares a candid video on Fast Company where she outlines the leadership skills she wishes she had mastered earlier in her career. She highlights the power of vulnerability, the discipline of active...
Emma Grede’s Unfiltered Take on Modern Leadership
Emma Grede, co‑founder of Good American and former CFO of Spanx, shares a blunt take on modern leadership in a Fast Company video. She argues that true leadership hinges on a relentless mindset of excellence rather than trying to satisfy...