A company might change its name to reflect evolving consumer tastes, connect with a younger audience or recover from a public relations crisis, but take care to avoid alienating longtime customers, says Americus Reed and Patti Williams, Wharton marketing professors. "There's something called 'just noticeable difference,' where you're just trying to make these little, tiny changes and not shocking consumers because they're using these cues that identify you," says Reed.
Confidence came easy to Kara Swisher, co-founder of Recode and co-founder of AllThingsD at the Wall Street Journal, and she describes her early days in journalism as well as why she prefers focusing on her work than managing others. "I just remember thinking, 'I'm not more experienced than these guys are, but I'm going to be bigger than they are someday,'" she says.
Leaders will arrive at better solutions if they look at problems through a variety of perspectives, writes Joel Garfinkle. "Your credentials in your field are already established; now it's your turn to draw ideas out of others and build effective leadership qualities in those below you," he writes.
The idea of purpose has merit, but it's often conflated with hitting goals and leaves people feeling empty and unfulfilled, writes recently retired professor Nigel Nicholson. When vision "lures appetites and pulls desires into existence that have no deep foundation, it courts a serious risk of the hollowing out of identity instead of its enhancing it," he writes.
Inclusivity and its emphasis on individuality is essential for corporate growth, but it's a difficult mindset to adopt for many brands set in old ways of governance and consumer outreach, writes Glenn Llopis. Companies are inclusive when they learn the values and desires of these stakeholders, cater to the ones they share and train employees to welcome everyone's perspective, he writes.
Negotiations preceded with an introductory handshake fared better than those that didn't, according to a research paper. "“And if your instinct is not to shake, that’s OK, but can you think of another signal of cooperation to send?," says Michael Norton of Harvard Business School.
The best digital platform designs avoid overwhelming users with too many choices, a complicated onboarding process or an unfamiliar design pattern, writes interaction designer Jon Yablonski. Help users retain information by grouping similar points in small chunks, he writes, and remember that the duty of designers "is to create products and experiences that support and align with the goals and well-being of users."
Jeff Garmire quit his job in April to try and become the second person to complete the 7,000-mile Great Western Loop that starts in California, crosses the Continental Divide and ends in the Arizona desert, writes Colleen Stinchcombe. With 1,900 miles to go, Garmire has avoided the worst snowy seasons while climbing as high as 14,505 feet.
Latinos and Latinas have accounted for a fast-growing segment of the US workforce in recent decades, but they are underrepresented as CEOs and board members at Fortune 500 companies. "The biggest challenge is the invisibility of our community in all of the narratives of leadership," notes Karla Monterroso, CEO of Code2040.
There continues to be a gender gap in the boardroom, but certain types of companies are making more progress than others, according to an analysis of board appointments from April 1 to Sept. 24. Female board appointees were rare at newly public firms, but they actually outnumbered male appointees at firms with a market capitalization in excess of $5 billion.