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Although we love to assume that leadership must change from one year to the next—prompting us to reimagine or reinvent it on a regular basis—the reality is far more mundane.
If you’ve been told you lack “executive presence” when you’re delivering a presentation, you know that something about how you’re coming across needs to change. What’s less clear is what, specifically, to work on.
Chick-fil-A is one of the most popular fast-food chains in America. It’s also one of the most divisive. And a new interview with the company’s leader is reigniting the long-running controversy.Andrew Cathy, CEO of the chain, recently sat down with the Today show’s Craig Melvin for his first-ever…
When team members disengage, most leaders instinctively tighten the reins. It’s an understandable response, but rarely an effective one. Gallup’s State of the Global Workplace 2025 report found that 70% of the variance in team engagement stems directly from the manager.
I’ve been having a lot of conversations with industry leaders lately about the prevalence of so-called “shadow AI.” They’re worried about the risks of unapproved AI tools at work, and most come to me wanting to know how to rein in their employees. But that’s looking at the problem backwards.
Bending Spoons product leader Federico Simionato sparked a social media firestorm after announcing a major layoff at Airtable in a brief post on X yesterday. “Today we’re laying off a large part of the Airtable team,” he wrote.
Chief AI officer may be one of the most important executive hires companies make in this decade. It may also be one of the shortest-lived. Just a few years ago, most boards probably would’ve questioned whether they needed a dedicated leader for artificial intelligence.
For quite some time in the already long series of articles I’ve been writing on what is and what should be corporate AI, I have been discussing concepts such as agents, working with ontologies and world models that represent the company, connecting them with management tools such as ERPs or CRMs,…
Hello and welcome to Modern CEO! I’m Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company.
Return-to-office reruns are all too common. In 2024, 38% of employees had been through multiple RTOs and 6% had endured more than five. Often, these reboots reflect failures of the initial policy; when attendance falls short, companies double down by mandating more in-office days.
Activities that keep you visible and connected benefit your career, such as keeping in touch with your professional network, posting about your work, speaking on panels, and mentoring.
As a supervisor, you have some ability to dictate what your direct reports work on. The requests you make should typically fit their job description, though most descriptions have a catchall “other duties as assigned” attached, which is likely to cover you.
Skims cofounder Emma Grede thinks many business leaders are too chummy with their workers. “It is not my job to be your friend,” Grede said this week on the Boardroom podcast.
Every generation of leaders has been judged on their decisions. Ours may be the first judged on every draft, discussion, hesitation, and deleted comment that preceded them. Leadership has always required making imperfect decisions with incomplete information.
HubSpot founder and chief technology officer Dharmesh Shah is drawing backlash on social media for a 28-word LinkedIn post thanking the hundreds of employees the company laid off this week. “My personal thanks to all of the people that HubSpot parted ways with today,” he wrote.
In 1995, Harvard Business Review published an article by Harvard professor John Kotter that has shaped how leaders have approached organizational change ever since.
Hello and welcome to Modern CEO! I’m Stephanie Mehta, CEO and chief content officer of Mansueto Ventures. Each week this newsletter explores inclusive approaches to leadership drawn from conversations with executives and entrepreneurs, and from the pages of Inc. and Fast Company.
Imagine leaving work early to collect your children, then logging back on after they are asleep. At 10 p.m., you send a few emails. You don’t expect anyone to answer until tomorrow, but your colleagues don’t necessarily know that.
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