POPULAR ARTICLES
The next time you are in your office, wondering what you should do. Take a random walk through your company. You’ll be surprised by what you find.
Managers love to reward hyper-specialization. But is it better to hire for general problem-solving abilities?
The surprising thing about diversity in tech is the lack of technology solutions to help address these complex problems.
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RECENT ARTICLES
Micromanagement is a killer. All founders have trouble getting out of the weeds.
Sales is an integral part of any business, but rarely associated with the CEO’s role.
Walking away from a promising career at Lockheed to attend MIT was definitely not in the original plan. But for Dip Patel, it was only the beginning.
Every entrepreneurial experience, successful or not, brings with it new knowledge.
As CEOs, if we train our minds to see the bigger picture, or consider all sides of the problem before making a decision, we can become better leaders. By using knowledge and insights from many disciplines, we have a chance.
Corey Thomas isn’t in the role he thought he’d be as Chairman and CEO of Rapid7, but 7 years, a ton of successes, a failure or 3 and an impressive and enviable culture, show that sometimes our paths lead us exactly where we belong.
Are you a know-it-all or a learn-it-all? If you chose the latter, you’ll appreciate the top 5 marketing books David Cancel — Founder and CEO of Drift — can’t stop rereading.
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Some of the best athletes in the world have a coach. It seems counterintuitive that a strong CEO would need a coach. But I have to tell you; it’s probably one of the most important things you can do as CEO to grow your skillset, get better at your craft, to grow personally and professionally.
Keeping teams motivated is really hard. But, if you are only focused on what amazing thing you can personally do, you are missing the point.
General Magic, a company you’ve never heard of, was a unicorn before there was such a thing.
It’s counter-intuitive, but your title may make you manager, but your team makes you a leader.
It’s time to fire my gut.As a CEO, I have a bias for action and often make decisions with my gut.
