On Principle

What do consumers misunderstand about how supply chains work in the delivery of goods and services? What can business leaders do to mitigate the risk to their supply chains? And how can emerging technology play a role?

We're talking about how difficult and how important it is to keep your mind focused on the here and now. We're talking about why letting your mind wander at work might not be such a bad idea. And we're talking about how some of these softer skills apply in the bang-bang business world that's so often obsessed with hard data.

How do we apply cross-functional skills to master the unknown of startup life?

What is imposter syndrome? How can leaders recognize it in their team members and help alleviate the factors that contribute to it? And what tools can individuals use to reframe these concerns as a motivation or a strength?

When a new business concept disrupts generations of tradition and hard-earned expertise, that means confronting the pressure of customer service and marketing to guide the business toward success. How do leaders navigate new sensitivities in a legacy industry?

A common complaint about managing supply chain logistics is the lack of visibility beyond one or two layers into the chain. How do leaders overcome that—especially when the need is urgent?

How can leaders continue normalizing well-being, mindfulness and mental health in their workplaces? Why does it matter?

“You’ve got to believe in your idea even when everyone else is telling you not to.” Why? How do you know the difference between a fool’s errand and untapped potential?

You walk in expecting to do big things. When the wheels come off the plan, however, how do you regroup, reprioritize, keep a team aligned—and still try to accomplish something?

How do you reinvent your company? How do you reinvent yourself? And what can we learn if it doesn’t happen?