Attention fireworks lovers: This is your dream job. Getting paid to make colorful explosions in the sky.» Read More
Since it opened its first store on May 19, 2001, Apple has redefined the customer experience and built unprecedented customer loyalty. A big part of Apple’s success is its commitment to training all of its employees to follow the “five steps of service” in every interaction.
A bad interviewer can do damage to a company’s reputation, not to mention inadvertently lose potential talent.
The author writes, "Our fixation is on leaders. We assume that they have the keys to the kingdom, that they have most if not all of the power and influence, and that they make the decisions that most matter. Wrong."
The recovery has been painfully slow, and Americans naturally look for the silver lining in new economic numbers. Yet, thirty-three months since the "recovery" officially started, and the unemployment rate still hasn’t fallen below 8.3 percent. Unfortunately, the recent “good news” on the drop in initial unemployment insurance claims and job number increases don’t mean what reporters think they mean.
One in five American workers say they don't know what their chief executive looks like.
The good news is Americans are living longer. But the worry for many retirees is that they'll outlive their savings.
What was it that enabled Shackleton and his teammates to overcome extreme adversity and return without loss of life? This author is convinced that it was much more than luck. He believes their survival was the result of certain leadership strategies - strategies can be used by leaders in any organization facing today's unprecedented levels of turbulence, ambiguity, and uncertainty.
If money was no object, what would you do with the rest of you life? This author says you might discover the richest person is not who has the most, but the one who needs the least.
This author and wife of a successful entrepreneur writes, "The biggest illusion about entrepreneurship is that it is a solo activity."
“Influence” has been one of the most studied aspects of politics, marketing, sociology, and psychology and yet it has never really been measured in a statistically valid way. Until now, says the author of "Return On Influence."
we began to realize that in life’s new second half—extended by medicine’s miracles, yet filled with unprecedented uncertainties—a bewildering new challenge was staring us in the face
You might shake your head and insist that you don’t procrastinate. After all, you didn’t get to where you are today by being lazy and putting off your work. But the truth is that most people in leadership positions do procrastinate – they just don’t know they’re doing it.
The Goldman Sachs story has it all – a lone protagonist demanding accountability from a powerful entity, with a healthy dose of personal sacrifice, greed, bureaucracy, questionable ethics and dramatic revelations.
For most of us, retirement will be the shortest, most challenging period of our lives and yet few are fully prepared for this life stage.
When we think of disruptive technologies like smart phones and web conferencing that have transformed American business, we tend to see the positive. In the classroom, skepticism concerning these types of game changing technologies runs high.
In the wake of the explosive resignation at Goldman Sachs, this author asks, "does anyone on Wall Street really, truly care about the customer anymore?"
The CEO of Coty writes, "Company culture reaches far beyond the boardroom and the break room and into the brands to which your employees are devoting their time. The litmus test for a brand is whether or not it can enrich, enlarge and impact a consumer’s life in a positive way."
The science fact is that the only way to keep progress alive, in the midst of our global economic challenges, is to approach these programs collectively.
A former Goldman Sachs executive’s vitriolic attack against the firm’s "toxic and destructive" culture is just another blow to the investment bank’s reputation, according to “Cityboy” whistle-blower Geraint Anderson.
Greg Smith lobbed a verbal Molotov cocktail in The New York Times against his former firm, Goldman Sachs, and reaction to his resignation might lead you to believe a lot of people inside the firm agree with his negative assessment of CEO Lloyd Blankfein. Mmmmm...not so fast