Leadership Lessons is a monthly column from executives and thought leaders regarding best practices they use at their organizations to develop managers and leaders at all levels of the organization.
When both members of a dual-career couple are in senior leadership roles, the challenges are intense. How couples face those challenges has consequences for their teams and organizations as well as for themselves and families.
Most organizations and leaders say they want to empower people to contribute at their fullest capacity. But most leaders are never taught how to do that. We fall into the same traps…
Constant innovations in machine learning and robotics have reshaped work. A key lesson for leaders is to be aware of these changes and have clarity about the role they play in preparing employees for the future.
Not long ago, one of our global clients fell victim to a cyberattack. Forty-five thousand employees, worldwide, were suddenly disconnected from their email, calendars, spreadsheets — even their IP calling system went dark.
Many potential innovations die not because the idea is bad, but because innovators can’t win support to turn their ideas into reality. We call it the innovator’s paradox: the more groundbreaking your idea, the greater the risk, and the harder it is to win support.
Across a dozen fields – from social psychology to endocrinology to chronobiology – researchers are assembling a new science of breaks. Their main finding: Leaders and their teams should be taking more breaks.
Many leaders are increasingly facing the threat of their core business being encroached upon by upstarts outside of their industry. So, what differentiates the top innovative companies from those in the middle?
To help identify why someone might say no to your requests, you can refer to the acronym GREAT. GREAT outlines the five most common reasons why someone might say no to your request and helps you strategize how to get to yes.
How do you create a high performing, resilient organization in times of stress and uncertainty? By developing your own internal capacity following the principles of “conscious leadership,” one of the four key tenets of “conscious capitalism.”
History teaches us that disruptive change is bad news for even the best run incumbents. How can executives confront the dilemmas of disruption?
Your attention is your most valuable asset. Here’s how you can spend it wisely.
The fate of your business rests largely on the willingness of individuals to choose to invest their best discretionary effort in your company’s cause — to dig deep for innovative ideas, to imagine solutions outside any box, to perceive subtle shifts and faint signals.
“Superbosses” are known in their industries not merely for their innovation and financial success, but for spawning a generation of leaders.
Bigger might not be better when it comes to getting access to more diverse perspectives.
Rob Wright explores what makes a serial entrepreneur tick (part 1) via Brad Margus, cofounder and CEO of Cerevance. Margus may have started out in the shrimping business, but he went on to found a disease specific 501c3 nonprofit, ultimately leading him to found three different biopharmaceutical companies.
In part 2 of what makes serial entrepreneur Brad Margus tick, Rob Wright explores the various lessons learned by Margus during the founding of multiple biopharmaceutical companies, along with an update on the 501c3 nonprofit organization he helped to cofound, the A-T Children’s Project.
John Oyler, cofounder and CEO of BeiGene, a 9-year-old global biopharmaceutical company today valued at more than $8.5 billion, discusses the importance of having a “rock star” scientist cofounder in Xiandong Wang, Ph.D., and his impact on recruiting top talent.
The little known story of an immigrant couple making a $15 million difference for U.S. veterans.
A Life Science Leader reader shares their thoughts on why the biopharmaceutical industry’s reputation is so dismal, but also proposes solutions for how to repair it.