Sovos CTO John Landy has to get - and keep - employee attention in the work of tax compliance. He says you must respect individual motivators.
Researchers Jia (Jasmine) Hu, Berrin Erdogan, Kaifeng Jiang, and Talya N. Bauer collaborated in a field study to answer the question: Are humble leaders more effective? And are their teams more successful? They found that “when teams expected egalitarianism, having a humble leader increased knowledge and information sharing and helped those teams be more creative.” However, “On teams where members expected leaders to be dominant and powerful, humble leaders were met with doubt and team members felt unsafe to speak up and take risks.” So should you aim to be humble, or not? In this article, they offer three tips for striking the right balance of authority and humility.
Authors of the book "Prediction Machines: The Simple Economics of Artificial Intelligence" set out to help companies overcome one of the biggest hurdles to benefitting from the promise of AI – getting started. In this Harvard Business Review article, they introduce their simple decision-making tool: the AI Canvas. They explain how gaining clarity around seven critical factors will ease decision making and help bring to light the best AI opportunities for their organizations – the ones that will reduce costs or enhance performance. Download this article from Ajay Agrawal, Joshua Gans, and Avi Goldfarb to see the AI Canvas put to the test in a real-world scenario.
“When we’re inspired, our work hums. We have a sense of purpose, buoyed by the feeling that our talents are being put to good use. We’re doing what we should be doing,” writes Kristi Hedges in this Harvard Business Review article. That inspiration, however, can be fleeting. And when it’s lost, hard to get back. Hedges argues that while we can’t force ourselves to feel inspired, we can create more inspiring environments and situations at work that excite us. In this article, she offers up four suggestions for leaders who are feeling deflated in their careers. Whether you change up your routine or make new friends around the office, these ideas can help you get out of your slump.
Are you stuck in a brainstorming rut? Or does it often feel like “wading through oatmeal,” as Hal Gregersen puts it in this Harvard Business Review article? You might benefits from turning your brainstorming sessions upside down: Rather than look for solutions to a problem, try ideating around new questions to ask instead. Gregersen took this approach with his students and, based on the success of the technique, he started using it in consulting engagements with some of the largest companies in the world. In this article, he shares what he’s learned about how to make brainstorming better – more engaging and effective in surfacing solutions to problems. Any leader of teams can learn something valuable from this article.
Hard decisions for leaders often come with uncertainty about the implications of those decisions, and awareness that even the “best” decisions will ultimately harm some people. These two features can cause leaders to “dither, delay, and defer,” when they should be acting instead, writes David Maxfield in this Harvard Business Review article. In order to make the best decisions possible regardless of the circumstances, leaders must recognize the role that uncertainty plays and avoid the pitfalls that could cause them to make hasty or unfair choices. When leaders do have to make decisions that will negatively impact others, Maxfield offers tips to help them recognize and respect people who must bear the brunt of the decisions.
Not all IT leaders like the term DevOps: Some prefer to just call it the agile way of working. But however you describe it, this style of working – which prizes speed, experimentation, and collaboration, all happening on nimble, cross-functional teams – has taken the enterprise by storm. It has demanded new IT leadership strategies. Above all, it has demanded culture change, as teams ditch old processes, rip down rules between groups, and accept “failures” as quick lessons on how to iterate their way to better products and services. For this kind of change, you need the right people.
Whether you're a DevOps job seeker or you're hiring DevOps experts, this guide delivers peer-to-peer advice from IT leaders and DevOps practitioners, who know the challenges all too well, as well as insights from related experts such as recruiters.
Download the guide for practical advice, analysis, and statistics on the state of the DevOps hiring market.
Are you leading by an outdated rulebook? The future is being built on new technologies, data, and digitization. To transform and compete in the face of disruption, top chief information and digital officers – true transformation masters – are rewriting the rules of CIO leadership.
This new research from Harvard Business Review Analytic Services identifies seven new rules of leadership based on interviews with leading technology executives, including CIOs from Adobe, AT&T, Cardinal Health, Toyota, Vanguard, and Walmart.
Download this report to learn their secrets for breaking down walls, resetting expectations, and leading in a completely new model.
Get advice from your peers on how to get people to buy into your architectural vision and build a strong hybrid cloud security posture. Download our concise guide (PDF).
How do you please the CEO? Generate new revenue streams for the business. Abbie Lundberg interviews CIOs from organizations including CVS Health, GE, and Liberty Mutual, and explores their proven strategies. Get our Harvard Business Review Analytic Services study.
Download the full report: "Revenue-Generating CIOs: Smart Strategies to Grow the Business"