When to Trust the Machine
AI is helping leaders make decisions faster, and in some cases, more accurately. But speed is not the same as wisdom, and accuracy is not the same as judgment. Effective leaders know when to trust the machine, when to trust the room, and when to trust their instincts. Each source of guidance has strengths, and each has blind spots. The challenge is knowing which one deserves the final say in a given situation.
Facts don’t move people—peers do
In a data-driven world, it’s tempting to believe that providing rock‑solid facts will prompt people to change their attitudes and behaviors. But research tells a different story: people change because of people—especially peers, friends, and colleagues.
The Human Edge
AI is transforming not only how we work, but also how we lead. While AI can increasingly handle data analysis, pattern recognition, and decision-making at superhuman speed, core leadership capabilities remain deeply human—and are more critical than ever. Put simply, machines stumble where empathy, ethics, and intuition hold sway—that is, in almost any situation where people work together toward a shared goal.
Breaking Through the Local Optimum Trap
In today’s volatile business environment, the greatest risk isn’t making the wrong choice—it’s settling for merely good enough. Organizations (and individuals) often mistake incremental success for optimal performance, locking onto strategies that deliver steady results but miss transformational opportunities.
On Gifts and Giving
According to Wharton Professor Adam Grant, givers often finish first. Grant’s research shows how givers—people who do more for others than they expect in return—rise in organizations.
Learning to Have a Difficult Conversation
Tom Truly is project manager on a project that has recently missed a deadline and lost a key customer. Sarah, the project sponsor, has called a meeting with Tom to discuss progress. She has been under pressure from senior management to “fix” the high-visibility project. Sarah is angry that Tom didn’t inform her in advance about the project issues. Every time she asked Tom how things were going, he answered: “Tip top!”