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What Google Learned From Its Quest to Build the Perfect Team
New research reveals surprising truths about why some workgroups thrive and others falter.
The New York Times, 2016

Research: What CEOs Really Want from Coaching
"The key takeaway for CEOs and boards is that seeking out a coach or advisor is not a sign of a fundamental problem or weakness, but instead a key attribute of being a superior leader." Of 200 CEOs in the survey, almost all would be receptive to suggestions from a coach.
Harvard Business Review article on the Stanford University / The Miles Group survey

Is Yours a Learning Organization?
Leaders may think that getting their organizations to learn is only a matter of artiulating a clear vision, giving employees the right incentives, and providing lots of training. This assumption is not merely flawed-it's risky in the face of intensifying competition, advances in technology, and shifts in customer preferences.
Harvard Business Review, Garvin, Edmondson, Gino

The Neuroscience of Leadership
Breakthroughs in brain research explain how to make organizational transformation succeed.
David Rock in Strategy & Business

Why Compassion Is a Better Managerial Tactic than Toughness
"Simply put, our brains respond more positively to bosses who have shown us empathy, as neuroimaging research confirms. Employee trust in turn improves performance."
Emma Seppala, Ph.D., Science Director of Stanford University

Attributes of a Leader
Earl Baken, Co-founder of Medtronic

Business is personal; Use that fact to help make you successful
Harvard Business Review, Paul Brown

Be Yourself, but Carefully
Harvard Business Riview Lisa Rosh and Lynn Offerman n

Truth and Trust: They Go Together
Harvard Business Working Knowledge, Stever Robbins

Growth is Much More Than Just a Strategy, It's a System
Growth research has demonstrated that growth is much more than a strategy. Growth happens when the right kind of leadership, internal environment and processes come together to create a small-company-entrepreneurial soul in a large-company body. Growth requires experimental processes, an entrepreneurial mindset, iterative entrepreneurial learning, leadership that accepts entrepreneurial failures, and internal processes that mitigate the natural proclivities of human beings and organizations that inhibit growth.
Ed Hess, Darden School of Business

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