Rarely are managers, in any field, well prepared to deal with employees who need corrective input. In fact, we’ve heard all too often how the whole idea of being critical strikes a note of "being mean," "acting arrogant," or "hurting someone’s feelings."

It’s high on the wish list of leaders: They want their employees to focus intensely on their specific roles, but also have a good grasp of the overall strategy. That way, they can see the big picture and appreciate how their work contributes to the broader goals, making them more likely to...

Do you hit the wall at work? You know, that feeling at maybe 3pm where you feel almost frozen from your head to your toes, unable to focus, mind and body wanting to stop or scurry to a diversion of any kind. From art to athletics, from the studio to the office, hitting the wall happens to all of...

First things first: Confidence is not bravado, or swagger, or an overt pretense of bravery. Confidence is not some bold or brash air of self-belief directed at others.

When I think about the past, present and future of the aerospace industry, I keep coming back to innovation as the common thread. And while we all know about the great innovations of the past, the crucial question to answer for tomorrow is: How do we inspire continued innovation into the future?

I was at a conference with 50 or so chief learning officers last week and we had a number of discussions about leadership.

Dale Carnegie wrote a fantastic book back in 1936 that really spelled out How to Win Friends and Influence People, and in my view it was so successful and continues to be successful because it contains such a lot of common sense about treating others how we ourselves like to be treated.

That’s a rather audacious claim, right? But it’s true. You can make your communications compelling. How? By understanding the difference between “features” and “benefits.”

First impressions count. No matter what the circumstances are. Business, personal or even just a casual informal introduction.