As a leader, when you get promoted, the boundaries between the old and new role can easily blur. You were promoted because you excelled at your previous job, and letting go of that work can feel uncomfortable, almost like giving up part of your professional identity.
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Math is the core language of business. And it’s more important than ever for business leaders to speak it fluently. This is true across virtually all functions and levels, from CxOs to warehouse managers.
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Why Effective Leaders Get Branded as Problems
A high-tech executive I coached, Anna*, was told she had a “blind spot” just a year into her role. Her CEO admired her decisiveness, respected her clarity, and valued her confidence.
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HBR Executive: Solve Problems More Effectively
It’s never been harder to lead an organization. Economic uncertainty, geopolitical tensions, and emerging technology are creating complexity and confusion. HBR Executive can help you solve problems more effectively. This new offer delivers proven strategies to help you make the consequential decisions that affect your business every day. Practical solutions enable you to make sense of the moment, anticipate tomorrow’s challenges, and get that competitive edge.
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AI Agents: From Build to Production
The enterprise AI conversation has quietly shifted. Two years ago, executives asked whether their organization could build an AI agent. Today they are asking whether their organization can trust an AI agent.
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As AI tools have proliferated in workplaces and pressure to use them has mounted, employees have had to contend with the scourge of workslop, or low-effort, AI-generated work that looks plausibly polished, but ends up wasting time and effort as it offloads cognitive work onto the recipient.
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In Uncertain Times, Ask These Questions
In today’s perma-crisis world, waiting for stability is like waiting for a train that’s never coming. When everything around you feels unsteady, four questions can serve as strategic tools. (Image Associated with Article)
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As in sports, businesses need some level of predictability, and it’s highly disruptive when changes occur in the middle of the game. Unlimited access to this article and more is yours with an HBR subscription.
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When vying for a C-suite role, you’ll need to win over many different stakeholders: board members, the CEO (existing or outgoing), executive peers, and external parties like customers and shareholders who might weigh in on the decision.
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What does it take to lead a company as iconic and complex as Disney?
Few executives have had to make as many high-stakes calls, over as many years, as former Disney CEO Bob Iger.
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