| Plus: An adaptable skill that can help you harness the potential of generative AI. |
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 | | How New CEOs Establish Legitimacy | | A greater level of executive influence comes from a new leader's competence—that is, credibility that comes from displaying intelligence, poise, or performance. CEOs are given the authority to lead by the rules of corporate governance. They gain additional influence and credibility by demonstrating competence. CEOs who achieve legitimacy have a higher level of trust and influence. This legitimacy will be gained by consistently demonstrating specific behaviors. | | | | | | |  | | AI Prompt Engineering Isn't the Future | | Prompt engineering has taken the generative AI world by storm. Despite the buzz surrounding it, the prominence of prompt engineering may be fleeting. A more enduring and adaptable skill will keep enabling us to harness the potential of generative AI problem formulation—the ability to identify, analyze, and delineate problems. Here are problem formulation's four key components. | | | | | | |  | | You're Not Powerless in the Face of Imposter Syndrome | | Research shows that high achievers from underrepresented backgrounds often find themselves confronting imposter syndrome or feeling they don't fit in, are not welcome, or don't belong. But understanding imposter syndrome does little to end it. Studies on underrepresented board members found that attributes of moxie—strength of will, self-discipline, and the ability to persist despite challenges—were vital to underrepresented directors' success. | | | | | | |  | | 3 Strategies to Boost Sales and Marketing Productivity | | A study of B2B companies found that just one in 20 was able to consistently grow sales faster than sales and marketing expenses. As companies seek to cut costs in an uncertain economy, increasing this commercial productivity is a smart strategy. Research points to three ways companies can do this. | | | | | | |  | | To Build a Top Performing Team, Ask for 85% Effort | | An outdated way of thinking about peak performance is: "maximum effort = maximum results." But research shows that it doesn't actually work that way in reality. Here's what actually works: The 85% rule, which counterintuitively suggests that to reach maximum output, you need to refrain from giving maximum effort. Here's why. | | | | | | | | |
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| | FEATURED PRODUCT  By Zeynep Ton Workers want good jobs, and many leaders want to provide them. But they don't think they can offer higher pay and more motivating work without hurting the bottom line. With expertise drawn from spending time on the front lines with workers and their managers, Zeynep Ton knows how implementing a good jobs system makes companies more competitive, more resilient, and more likely to attract and retain loyal customers and dedicated employees.
Practical, prescriptive, and often provocative, The Case for Good Jobs is essential reading for company leaders. $32.00 Learn more | |
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| | FEATURED PRODUCT  By Harvard Business Review, Daniel Goleman, John P. Kotter, Marcus Buckingham, Rita Gunther McGrath As part of an executive team, you wear many hats. Not only are you responsible for working with other senior leaders to establish strategic goals and ensure their execution, you're also making tough decisions, shaping organizational culture, and communicating regularly with employees. If you read nothing else on working effectively as an executive team member, read these 10 articles. $34.95 Learn more | |
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