Leading Organisations

How Baker Hughes trained its employees to think differently

Baker Hughes recognized its need for employees who understood the company on a macro level, not just their…

Personal branding strategies for leaders

Personal branding isn’t just for Instagram influencers. Leaders can also benefit greatly by developing a personal brand that…

How Harley-Davidson brought its biker brand to India

Harley-Davidson’s Anoop Prakash describes how the motorcycle company brought its legendary brand to India and made it relevant…

Harnessing the power of the volunteer mindset

The nonprofit sector has long understood how to engage people and motivate them to work for free. Here’s…

Curiosity: the one shared trait of successful CEOs

CEOs are challenged more today than they ever have been before. Here’s the one trait that helps the…

How Novartis fosters female talent

Novartis’s Claudia Bidwell explains why fostering female talent is a cornerstone of her company’s development strategy – and…

For stronger leadership, cut through complexity

Many in the business world are experts at making things needlessly complex. Despite this, the best leaders know…

Why values are the key to long-term achievement

Corporate values actually do make all the difference, writes former De Beers’ chief executive Varda Shine. Given how…

Dan Ariely’s secrets for fostering trust in your organization

People have an innate ability to trust one another, but struggle to trust large corporations. Leading behavioral economist…

How introspection helps you develop crisis management skills

A former City of London Police counterterrorism chief explains how introspection has helped him find his inner resolve…

What leaders can learn from elite tennis players

Great leaders and top-rated tennis players all have one thing in common: they know how to stop overthinking and, instead,…

How intelligent leaders sabotage themselves

Super-smart leaders often waste time trying to prove how intelligent they are when they should instead be focusing…

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