Curiosity is a powerful practice to infuse into a company’s culture. But managers often limit their definition of curiosity to simply a way to get information. Curiosity, though, can be a more expansive practice — it is a force for connection. We need to move away from “shallow curiosity” and embrace “deep curiosity,” where you unearth stories, values, experiences, and feelings. When conversations go beneath the surface in this way, it can strengthen work relationships, foster a better understanding of yourself as a leader, and help you to navigate conflict or anxiety in the office. Curiosity is an exceptionally effective tool that leaders have to lead diverse teams in an increasingly complex time filled with technological advancements and an ever-changing cultural pulse. But they need to do so intentionally. Four key phrases can help in this pursuit: “I don’t know,” “Tell me more,” “I understand that you’re more than your job,” and “Who else?”

Chief executives say they understand what marketing chiefs do. Not all CMOs agree.

With a little structure, you can impress audiences with your ad-libbing all day.

What exactly is psychological safety? It’s a term that’s used a lot but is often misunderstood. In this piece, the author answers the following questions with input from Harvard Business School professor Amy Edmondson, who coined the phrase “team psychological safety”: 1) What is psychological safety? 2) Why is psychological safety important? 3) How has the idea evolved? 4) How do you know if your team has it? 5) How do you create psychological safety? 6) What are common misconceptions?

Showing humility by honestly admitting our limitations and displaying a rightsize sense of who we are becomes more challenging as we move into higher or more visible positions.

Remote work is not going anywhere.

Three years into a mass workplace experiment, we are beginning to understand more about how work from home is reshaping workers’ lives and the economy.

Stanford lecturer and public speaking expert Matt Abrahams reveals one simple phrase that the best conversationalists use to make successful small talk.

Developed with LeanIn.Org, McKinsey’s annual Women in the Workplace report is the largest study of women in corporate America. See our latest 2023 findings.

On #thursdaythoughts, we are focusing in on the most important habit of a great manager. Drum roll please…this habit is having one meaningful conversation per…

Is Netflix, Amazon, Hulu, etc. streaming America's National Parks? Find where to watch online!

A new film about José Hernández and his remarkable journey from the fields of California to the International Space Station debuted as the most popular movie streaming on Amazon Prime and has been earning praise from critics and audiences since its September 15 launch.

More companies are ditching anxiety-inducing corporate lingo for what they see as gentler terms. Reviews become ‘connect’ sessions.

A HTML5 (CreateJS) remake of Lode Runner

To do the best work of your life, take it down a notch.

For most people, the new economics of higher ed make going to college a risky bet.

Attention C-Suite: New GE Study Finds Divergent Views on Leadership Development

5 actionable tools to improve your leadership.

When it comes to conversations about our workplace, it’s no surprise that a deeply personal element comes into play. You spend most of your waking hours at work and share moments in that time that few outside of your coworkers have context and understanding to. So it only makes sense that the organizations’ culture and the relationships you build at work can mirror those you find within a family context. But what happens when you don’t have the right elements in place and a company masks their shortcomings and instills a false sense of belonging by touting a culture that works like a “family?”

Instead of seeking equal participation, aim for fair participation

Although remote and hybrid work have been widespread for several years now, debates about the benefits and perils of these more flexible ways of working continue. A key reason is differing perspectives on how to prioritize necessary trade-offs. While much has been much written about the different perspectives of leaders and employees, one dimension that has received relatively little attention is if and how perceptions of hybrid work differ across geographies. In new research, the authors found some important differences leaders of global organizations and teams need to be aware of and act on.

One of the first major studies on remote work shows a hidden penalty of flexibility: less supervision.

Advocating for resources goes beyond the act of getting a “yes” to acquire more tools, personnel, or funds. It represents a deep commitment to your team’s success. It shows those you lead that you’re someone who understands their challenges, values their efforts, and is willing to champion their needs. Plus, with more resources at your disposal, your team can work more efficiently, innovate more effectively, and deliver higher-quality results, directly contributing to the bottom line. In this article, the author offers tips to help you make a compelling case.

Managers have an opportunity to help expectant mothers even before employees go on parental leave, Babson Professor Danna Greenberg said.

Organizations have long seen middle management as ripe for cutting whenever times get tight, and the current moment is no exception. The authors believe that this is a costly mistake. Human capital, they say, is at least as important as financial capital, and middle managers, who recruit and develop an organization’s employees, are the most important asset of all—essential to navigating rapid, complex change. They can make work more meaningful, interesting, and productive, and they’re crucial for true organizational transformation. But if managers are to fulfill this promise, leaders must reimagine their roles, push to more fully understand their value, and train, coach, and inspire them to realize their potential as organizational linchpins.

Price pressures cooled, but inflation remains strong enough to keep the Fed on course to continue raising interest rates.

There's a mistaken belief in today's working world that leaders need to be serious all the time to be taken seriously. The research tells a different story. Based on the course they teach at Stanford's Graduate School of Business, behavioral scientist Jennifer Aaker and corporate strategist Naomi Bagdonas delve into the surprising power of humor: why it's a secret weapon to build bonds, power, creativity and resilience -- and how we can all have more of it.