Filed under: leadership
6 storiesThe archive, indexed. Every story carries its tags at the foot of the page.
Set the evidence threshold before you make the call
An Inc. column argues that leaders should decide in advance how much proof is enough, then structure the bet so it can be undone. The four questions behind it were not published in the summary available.
Zapier's CEO says AI agents save him two hours a day
Wade Foster has handed his briefings, his email drafts and part of his hiring process to software. The claimed return is two hours daily, on his own account.
94 search funds launched in a year as MBAs buy their way to CEO
Business school graduates in the US are borrowing to buy established small firms and appoint themselves boss. One doubled her company in two years. Another closed his and filed for personal bankruptcy.
Hastings: stop calling your company a family
Netflix's cofounder dropped the family framing after an early layoff. Two other founders of large companies have landed in the same place.
Stanley 1913 chief keeps five advisers who have never met
Matt Navarro tests hard decisions on three chief executives and a couple of former bosses, none of whom know each other. The separation is the point.
Half of founders lose the CEO job by year three
Noam Wasserman's study of more than 200 US startups found 50% of founders were no longer chief executive by the company's third birthday. Most did not go by choice. The practice below is about the three things that change first: the calendar, the bench and who gets to decide.