Pivoting from an initial product design or business model has become a given in the startup playbook. But even as startup leaders shift their businesses to meet a newly discovered need, they often fail to apply the same logic to themselves — and there they get into trouble. Startup leaders must be willing to pivot their leadership approach, or their board and investors will end up doing it for them.

Coaching was once the purview of either the most powerful leaders or those in hot water. Now it’s a tool for all CEOs looking to better themselves.

The CEO’s job is as difficult as it is important. It’s the most powerful and sought-after title in business, more exciting, rewarding, and influential than any other.

Large companies devote plenty of attention and resources to succession planning, yet a PwC study finds that $112 billion in shareholder value is lost annually because companies pick the wrong people to lead them. The “obvious” choice is [...]

No one has a bigger impact on new employees’ success than the managers who hired them. Why? Because more than anyone else the hiring manager understands what his or her people need to accomplish and what it will take — skills, resources, connections — for them to become fully effective.

Companies increasingly rely on diverse, multidisciplinary teams that combine the collective capabilities of women and men, people of different cultural heritage, and younger and older workers. But simply throwing a mix of people together doesn’t guarantee high performance; it requires inclusive leadership — leadership that assures that all team members feel they are treated respectfully and fairly, are valued and sense that they belong, and are confident and inspired.