Anthony Levandowski was known as a relentless innovator and entrepreneur who advanced Google's autonomous-car efforts before leaving for Uber and embroiling the companies in a trade-secrets lawsuit, as well as an arbitration case against Levandowski. The larger effect, Charles Duhigg writes, could be a chilling effect on the ability of tech employees to leave and take their knowledge elsewhere -- reversing the longstanding job-hopping culture that helped make Silicon Valley what it is today.
Make a positive impression during your first meeting with your team by focusing on getting to know people instead of diving into work, writes Claire Lew, CEO of Know Your Company. When this approach incorporates meaningful questions about team dynamics and individual concerns, you'll build trust, relationships and a collaborative spirit, she writes.
Ideal customer service, though rare, should empathize with the customer, seek to solve the problem and learn from it, writes Seth Godin. "Instead, the on-hold industrial complex has created an endless maze, designed to sort through the slightly-annoyed and only serve the remaining truly-committed to getting to the bottom of it," he writes.
A quick search on eBay finds many items with paranormal histories available, although actual spook factor is not guaranteed, writes Reyhan Harmanci, who amassed a collection from the site, including a haunted doll, china set, watch and a teddy bear that allegedly induces nightmares.
The acts of a third-party hacker, not the data security practices of a hotel subsidiary company, led to a data breach and therefore didn't trigger personal injury coverage under the parent company's liability policy, a Florida federal judge ruled recently.
In this four-part series, some of Pizza Hut's top female leaders discuss their backgrounds, advice for others and experiences at the company. "What I have found in this culture are women and men who help each other and cheer each other on," said Zipporah Allen, the company's chief marketing officer.
Building an effective corporate culture is a challenging task that is "the leadership equivalent of an extreme sport," writes Cheryl Bachelder, former CEO of Popeyes Louisiana Kitchen. Cultural development cannot be hurried, and it requires monetary investment from leadership, she writes.
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.