Knowledge Archive

Wall Street Journal, September 30, 2008, Darrell Rigby, Steve Ellis
Like dangerous curves on a racetrack, economic downturns create more opportunities for companies to move from the middle of the pack into leadership positions than any other time in business. Unlike straight-aways where leaders can thrive on raw power alone, steep curves require strategic finesse. That often results in dramatic differences in performance as leaders steer out of the ... Read more »
Businessweek, January 22, 2008, Tammy Erickson
A lot of managers are now readying their team for Recession 2008 and are thinking in ways that are completely understandable and, according to Tammy Erickson, likely to be wrong. Being neither an ardent football fan nor an economist, I nonetheless find much of my news absorption these days dominated either by the Super Bowl (yes, I am from New England) or the possibility of a looming... Read more »
Businessweek, February 5, 2007, Jena McGregor
Getting a jump on a new job before you begin is critical. Enter coaches and consultants
Borrowers have their grace periods. Married couples have their honeymoons. And new corporate leaders have long had their “first 100 days.” For CEOs, at least, that’s the approximate time between a new job’s starting line and Wall Street’s first quarterly day of reckoning. But that window of forgiveness, often characterized by promises to go on listening tours and polite... Read more »
Harvard Business Review, January 1, 2002, Daniel Goleman
IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership.
The Idea in Brief Asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision. Often left off the list are softer, more personal qualities—but recent studies indicate that they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, what is called “emotional intelligence... Read more »


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