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christinchong.com | ||
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hbr.org
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| | | | | There are countless situations where you're put on the spot and questioned by an executive. Maybe it's a board member pulling you aside, a skip-level pinging you for a quick assessment on a situation, or a customer catching you at a conference and asking where something stands.Your natural impulse in those moments may be to stick to the facts and cover all bases. But the most detailed answers backfire when they fail to address why an executive is asking in the first place. Decision-makers want you to speak to the deeper motives and concerns on their mind, not simply dump information on them.The good news is that nearly every executive question traces back to one of three underlying needs: reassurance, guidance, and action. | |
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reillybrennan.com
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| | | | | "One of the reasons for Uniqlo's success in Japan is the notion of 'zen-in keiei,' which translates to "everyone as a business leader." In Japan, | |
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hbr.org
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| | | | | You know the moment: a mood-veering, thought-steering, pressure-packed interaction with a colleague, boss, or client when the right thing to say is stuck in a verbal traffic jam between your brain and your mouth. This analysis paralysis occurs when your brain suddenly becomes overtaxed by worry or pressure. Consequently, you find yourself unable to respond to a mental, psychological, or emotional challenge, and you fail to execute in the critical moment. Many people experience this at work. But there are... | |
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www.newyorker.com
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| | | Susan B. Glasser on how the government shutdown may provide President Donald Trump with an opportunity to expand the scope of executive power. | ||
