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Interactions between the chief executive and other members of the top management team appear to follow distinct scripts. Managers who take note can boost their standing or stay out of harm’s way.

The Politics of Influence in Top Management Team Meetings

By: EBR | Friday, October 15, 2021

Top management teams (TMT) have been studied since at least the 1980s for insights into how chief executives and their deputies make the strategic decisions that can make or break organisations

"Even when they are wrong, those who think different add value to an organisation."

What to Do With Contrarians?

By: EBR | Tuesday, October 5, 2021

"You’re sitting in a meeting, and you and your colleagues are energetically discussing how to handle an important issue or challenge. Ideas and suggestions are bouncing around so fast that the designated note-taker can barely keep up..."

The COVID-19 pandemic has changed people’s values and attitudes towards institutions in general, and towards employers in particular.

5 ways the COVID-19 pandemic is changing the role of leaders

By: EBR | Monday, October 4, 2021

The COVID-19 pandemic has blurred the division between our work and family lives, and shifted what we value

Although ESG-oriented investments are becoming increasingly common, their benefits are often only realised during certain time periods. So, when do these investments deliver economic payoffs?

Trust, Social Capital and the Bond Market Benefits of ESG

By: EBR | Tuesday, September 28, 2021

Instead of perceiving ESG-oriented investments as merely a sign of “doing good”, perhaps we should accept them as an indicator of corporate social capital that engenders trust

Leaders need to hold a “working from home” relaunch to help their teams learn to reorient, writes Harvard Business School professor Tsedal Neeley.

Leadership: 4 ways to make remote working work better

By: EBR | Wednesday, September 22, 2021

Covid-19 has made virtual work the new normal

Navigating unprecedented levels of uncertainty takes a careful combination of technology and talent.

The Essence of Agility and Resilience After Covid

By: EBR | Monday, August 23, 2021

One burning question dominates our recent conversations with executives: What’s next? Their challenges differ

The social pressures you think are holding you back are most likely your own projection.

To Find Your Dream Career, Show Your Unconscious Who’s Boss

By: EBR | Tuesday, August 3, 2021

In a 2010 Deloitte survey, 80 percent of workers reported unhappiness in their jobs. In another survey, 52 percent said they would start over if they could

"While much has been written about innovation and business models, we don’t have a playbook for what lies upstream of innovation: imagination."

6 stages for fostering and harnessing imagination in companies

By: EBR | Monday, August 2, 2021

Companies have a remarkable propensity for turning ideas into valuable, pervasive new realities

Asking great questions is perhaps the most underappreciated skill of great data-driven leaders.

Are You Asking the Right Questions of Your Data Team?

By: EBR | Thursday, July 22, 2021

People often associate the term “data literacy” with mastering a litany of technical skills: SQL for data querying, Python for data analysis and Tableau for data visualisation, to name a few

"Any sort of collaboration entails a trade-off between our status, the status of the partners we have in mind, and the status of the other people interested in partnering with them."

How Entrepreneurs Solve the Big Fish vs. Big Pond Dilemma

By: EBR | Tuesday, July 20, 2021

Collaboration with a partner is not strictly a two-way affair; instead, prospective partners take the entire competitive landscape into account when forming ties

"A culture of giving can be encouraged by assessing and incentivizing this type of behaviour."

4 ways to create productive and committed teams

By: EBR | Monday, July 19, 2021

Employees who tend to be givers are a boon to any organization, boosting performance on nearly every measurable metric

"There is one certainty in a VUCA world: The solution that works today may not work tomorrow."

Three Dimensions of Leadership Agility

By: EBR | Wednesday, July 14, 2021

The concept of a VUCA world – one characterised by volatility, uncertainty, complexity and ambiguity – used to be just that, an abstract concept

An important CEO attribute that shapes firm strategies such as mergers and acquisitions is uncovered.

CEOs Who Play to Type Win the Market

By: EBR | Tuesday, July 13, 2021

When the going gets tough, the tough goes shopping for M&A targets. This year looks set to be a record year for mergers and acquisitions, with US$2.4 trillion of deals signed by the end of May, the highest year-to-date total since 1980

"There are times when the benefits of shared leadership can outweigh its risks. A leadership dyad can enable two people to lead in a unique, constructive way and, in doing so, surpass what could be accomplished individually."

Ground Rules for Co-Leadership

By: EBR | Wednesday, June 30, 2021

The co-CEO model can actually work. Here’s how

"Four questions to help you rethink industry logic and existing practices to prepare for a powerful comeback."

A Blue Ocean Compass for Your Post-Covid Strategy

By: EBR | Tuesday, June 22, 2021

The impact of the Covid-19 pandemic has been significant on business and the economy

The role of network centrality in timing buybacks.

When Do Managers Have an Information Advantage Over Analysts?

By: EBR | Wednesday, June 2, 2021

Some industries are connected in myriad ways to other industries, and financial analysts manage to turn those connections into breadcrumbs to follow along information trails

The antidote to narcissistic leaders who coast on their charisma is a paradigm shift in education.

Our Addiction to Charismatic Leaders Needs to Stop

By: EBR | Wednesday, May 26, 2021

Don’t talk to me about charisma. I wish the famous sociologist Max Weber would have been more rational when describing charismatic people as “set apart from ordinary men and treated as endowed with supernatural, superhuman, or at least specifically exceptional powers or qualities”

Stop hiding your leadership light under a bushel. Achieving the legitimacy you deserve in your organisation entails a sequential process.

Four Steps to Securing Your Leadership Mandate

By: EBR | Wednesday, May 19, 2021

Unlikely though it may seem, an episode of the reality show Survivor from 2001 provides a salutary lesson for leaders everywhere

A novel management theory looks past individual leaders to constraints that might limit their effectiveness.

The Competencies and Constraints That Determine Leadership Success

By: EBR | Wednesday, May 19, 2021

As a leader, you may sense the heavy mantle of work to be done, employees to motivate, bosses to impress, organisational culture to manoeuvre

“CEOs are expected to be more optimistic and open to risks, like Jack Ma and Elon Musk. In the mergers acquisition context, the firm also needs a ’Mr. No’ or a pessimistic CFO who seeks to minimise the risk and ensure an adequate return on the capital allocation and the investment.”

Do CEOs Matter?

By: EBR | Thursday, April 15, 2021

Conditions that underpin the power and impact of chief executives vary widely, with remarkable results

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EU Actually

Ukraine may buy for 6 billion euros Chinese drones with EU money

By: N. Peter Kramer

In his weekly column, N. Peter Kramer writes about the Ukraine buying for 6 billion euros drones in China with EU money. Is it a threat for Taiwan?

Europe

Diplomacy intensifies over Cyprus

United Nations secretary-general envoy Maria Angela Holguin will be in Brussels on Wednesday for meetings seen as important to European Union preparations for a possible revival of Cyprus reunification talks ahead of an expected visit by Secretary-General Antonio Guterres to Cyprus next week.

Business

How Much Pressure Can European CEOs Take?

There was a time when the job of the CEO was difficult but relatively clear: grow the business, beat the competition, manage costs, satisfy shareholders, inspire employees and avoid major reputational mistakes. That world has disappeared.