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Working under a boss who seems untouchable, unaccountable, and unable to do their job will get you to consider switching teams or even companies. In “Blueprint of dysfunctional bosses,” I examine the traits that tank morale, discourage innovation, and push talent out the door. From favoritism to reorgs and endless pivots, see how these bosses…
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Mentors shape leaders, not followers. Learn how they guide apprentices until they become peers, and their interactions are an equal measure of teaching and learning. Who are your mentors?
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Ever had a vision so vivid it felt like a memory? In “Memories of the future: Believe first, then build” I explore how belief fuels innovation, even when skeptics, hierarchy, and obstacles stand in your way. Learn from leaders like Bezos, Jobs, and Musk, and discover how to turn your ideas into reality. What’s your…
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Why do project timelines create confusion among hierarchies? Discover how the parallax effect warps perceptions across different levels of management, and how to align them.
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Ever wondered why some companies can launch flawed products and still succeed, while others must be flawless to compete? This article breaks down the strategies that set innovators apart, and how second movers can steal the spotlight.
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Struggling with winging process from scratch as if it was always the first time you’re running them? This article explores why frameworks matter, what their purpose is, and when to use them. But beware of those getting lost in improbable what if scenarios.
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The Peter Principle is the idea that people rise to their “level of incompetence.” But is that always the case? I say no—and here’s the good news: it’s entirely preventable! This article shows how unpreparedness, not inability, is the real culprit. With the right training, support, and a willingness to learn, you can break through…
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It’s common to find upper managers who lack domain knowledge about the products the company makes. This leads to ineffective leadership. Hiring trusted past connections can amplify the problems. Better predictors for a leader’s effectiveness include data, customer feedback, professional experience, and caring. Trust then emerges from good outcomes achieved.
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You are not a serf. Advice to work to make your manager “look good” is detrimental to you and your career. A functional working relationship requires manager and managed supporting each other to be successful doing the work.
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Have you imagined a corporate structure comparable to a planetary system and that they have a “gravitational” pull? Picture the CEO at the center, with concentric management layers. Too flat with many direct reports doesn’t scale, and managers will be overworked and ineffective. Too many layers, and communication breaks down, politics flourish, and bureaucratic processes…