Results

Experience and intuition are not by themselves sufficient to take advantage of increasingly frequent opportunities to conduct business with and learn from people whose way of seeing the world is different—maybe much different—from our own. Enter David Livermore and Cultural Intelligence...

According to recent surveys, businesses in the rapidly expanding Brazilian economy forgot one key component for growth—the need to develop top-level leadership. Commentary from Glen McMahan.

Leadership will inevitably involve facing some unpleasant details such as dealing with difficult, strong-willed people who have their own appetite for power, or making life-or-death decisions in the face of extreme challenges. Bradley J. Moore considers whether that means it's all about power in the end.

Historian and contemporary culture watcher Martin Marty comments on Hanna Rosin’s cover story in The Atlantic, Did Christianity Cause the Crash?

The Board room lights were dimmed, and the Meeting Inventory Spreadsheet was projected up on to the screen, larger than life. It was Bradley J. Moore's executive team meeting about meetings.

Bradley J. Moore isn't saying you should start business meetings by lifting your hands and calling for the Holy Spirit to drop tongues of fire on your agnostic and multi-faith team members. But you begin meetings in a way that's thoughtful, respectful, inclusive and productive.

You don't have to be Jack Welch and you don't have to be responsible for the well-being of a giant corporation to make your mark as a leader. Part II from Jim Hancock

Good management is vital, but it's not leadership. Download the free POPCAP worksheet to help you think about the difference between leading and managing and decide what your company needs from both categories.

Revisiting Robin Williams' performance as the remarkable Adrian Cronauer in Good Morning Vietnam, Glenn McMahan reflects on the profound difference between merely positional and genuinely authentic respect.

Jim Hancock looks back: "The marketplace is certainly more fickle—and getting killed in the line of business even more a possibility—than when Peter Kim spoke with Fast Company in the magazine's very first issue..,"

The thought that our bosses or boards want to give us feedback doesn't inspire positive emotions for most of us. In general, no feedback is good feedback, right? But constructive feedback is essential for improving performance.

It's not so much what a young manager experiences in his or her first job as the take-away lessons in leadership. Geoff Finch recalls on-the-job learning about following, leading and becoming a leader.

Ron Magnus got a next generation wish list for emerging business leaders.

How are your customers' experiences being shaped by the quality of the performance of the cast members who are on-stage? What can your organization do to shape this performance?

"Sometimes when we are in the middle," writes Bradley J. Moore, "and it seems as if things are not going so well, the only thing left to hang on to is faith—faith that God is with you and the project will pan out." Part two of two.