When leaders think about sustainability, they often focus on their business model. But, what about succession planning?

As hard as it is to give others feedback, receiving it can be even more challenging. But, everyone who is focused on success needs feedback. If you’re a leader who is looking for feedback, Robert Kaplan writes in the Harvard Business Review that you can ask the people around you.

As hard as it is to give others feedback, receiving it can be even more challenging. But, everyone who is focused on success needs feedback. If you’re a leader who is looking for feedback, Robert Kaplan writes in the Harvard Business Review that you can ask the people around you.

As hard as it is to give others feedback, receiving it can be even more challenging. But, everyone who is focused on success needs feedback. If you’re a leader who is looking for feedback, Robert Kaplan writes in the Harvard Business Review that you can ask the people around you.

In addition to meeting day-to-day goals, leaders are responsible for developing and communicating vision – the broader organization’s vision, as well as their department’s. Don’t underestimate the importance of telling and retelling the story of where you’re headed and why.

In addition to meeting day-to-day goals, leaders are responsible for developing and communicating vision – the broader organization’s vision, as well as their department’s. Don’t underestimate the importance of telling and retelling the story of where you’re headed and why.

In addition to meeting day-to-day goals, leaders are responsible for developing and communicating vision – the broader organization’s vision, as well as their department’s. Don’t underestimate the importance of telling and retelling the story of where you’re headed and why.

In addition to meeting day-to-day goals, leaders are responsible for developing and communicating vision – the broader organization’s vision, as well as their department’s. Don’t underestimate the importance of telling and retelling the story of where you’re headed and why.

In a recent interview, Princeton Professor Betsy Levy Paluck made a case for not fully trusting your first instincts. “We rush to simplify,” she said, drawing boundaries around our team and trying to make sense of a situation by justifying what’s right for ourselves.

In a recent interview, Princeton Professor Betsy Levy Paluck made a case for not fully trusting your first instincts. “We rush to simplify,” she said, drawing boundaries around our team and trying to make sense of a situation by justifying what’s right for ourselves.