“You don’t know everything. And because you don’t know everything, you can’t be expected to have all the answers,” Li, a San Francisco-based executive coach, recently told LinkedIn’s “The Path” podcast. “When you can practice humility on a daily basis ... you can be open to a learner’s mindset and that is absolutely crucial.”

At its launch in October 1983, this influential software was known as Multi-Tool Word, and not long after, changed to Microsoft Word for Dos. Back then, there were more than 300 word-processing programs across multiple platforms. People of a certain age will remember WordStar or WordPerfect, yet in a little over a decade, Word eclipsed these rivals. By 1994.

The employee’s job recommendations were impeccable: glowing write-ups from former managers, and a handwritten note from a well-known CEO. And yet he applied for job after job and did not receive interview offers. Was it because he was 61 years old?

Leadership is no Sunday stroll in the park. It's more like a hike up a steep, rocky mountain, often in unpredictable weather. You'll face challenges that'll test you and moments that'll have you questioning if you're cut out for it. Whenever I deliver keynotes on leadership topics, I touch on the most critical aspect leaders need to become exceptional: You have to value your people.

A good leader will question everything. They will look at things from all angles and won't be afraid to ask tough questions in order to make better decisions. So today, I wanted to share some tips on how to ask better questions to grow your business faster and smarter. Asking questions is a great first step, but if you want to get ahead, you have to ask the right questions.

If we reward people for speaking their truth, we can create better and more productive workplaces. When people are afraid that something bad will happen to them because of their decision to speak up, in most cases, they won’t do it. And can we really blame them? This is, seemingly, leadership’s failure to foster the type of culture that encourages and rewards people for speaking up.

Managing emotions at the workplace can be a nightmare for leaders. When problems arise and tensions are at an all-time high, emotional outbursts cannot be avoided. It is essential that leaders and managers be aware of and able to deal with different emotions and the underlying reasons behind them. By understanding and acknowledging the role emotions play in the workplace, you can create a positive environment for your team and help them to excel at what they do.

Have you ever had to work or interact with someone who just sucked all your energy? Maybe you can't put your finger on exactly why, but just being in the same room as this person made you feel tired, irked, or uninspired? I think most of us would answer yes to this question (with a specific example or two leaping instantly to mind), and that apparently includes scientists, too.

In order to trust you as an organization, your stakeholders need to believe three things: that you care about them (empathy), that you’re capable of meeting their needs (logic), and that you can be expected to do what you say you’ll do (authenticity). Just like when people lose trust, organizations that are losing trust — or failing to build as much trust as they could — tend to get shaky or wobble on one of these three dimensions.

Companies have been bracing for a recession all year. Although GDP continues to grow, most firms are still anticipating an economic downtown, and many have made talent changes already. With so much economic concern, experts say, it’s essential that employees continue to show their value, particularly as managers begin preparing for year-end performance reviews.

You can be a manager without being a leader. Management is a position bestowed upon you, which sets out roles and responsibilities, in relation to yourself and your team. But you cannot be a truly successful and highly competent manager without learning and integrating key leadership qualities. And in today’s fast-changing and increasingly remote business world, managers need to be effective leaders.

We all thought we knew what he wanted to hear—“semantic memory”—which was what he was studying. There were five guys there, all of us first-year students (and all male). The first one got up and he said, as you would predict, “semantic memory.” The second and third guys said the same. I knew at least two of them were lying and just sucking up.

Looking holistically at talent is crucial for recognizing the full range of an individual's abilities. Enhancing adaptability, fostering diversity and psychological safety, and creating more inclusive environments whereby everybody has the opportunity to thrive shows that the uniqueness of each individual is valued. Not to mention, it harnesses their potential for the benefit of the individual and, ultimately, the organization.

Taking things personally at work is not a sign of weakness, but a reflection of your passion, commitment, and deep sense of responsibility. But what if your professional role has become too intertwined with your sense of self. While equating your value as a person with your performance at work is common, it’s also possible to break free from the pattern. In this article, the author offers five strategies for how to approach situations with more objectivity so that you can navigate your professional journey with greater clarity, balance, and effectiveness.

In 1968, Charles Portis’ book True Grit was released. The book and two subsequent movies told the story of a young woman’s pursuit of justice in the American West circa the 1870s. But that plot was more window dressing for a far more interesting story of an aging, curmudgeonly U.S. marshal who went by the moniker Rooster Cogburn. Cogburn was the agent through whom Mattie Ross would seek justice for her father's death.

Times of crisis and terror bring out the worst in some and the best in others. The latter are the stories that need telling. No one could reasonably expect these kinds of largess. Most of us might reasonably wonder whether we could summon the generosity and creativity to emulate such acts of generosity. But a word describing this sort of expansive impulse is this week’s addition to the Ethical Lexicon

I once interviewed Karl Pillemer, the Cornell sociologist and author of “30 Lessons for Living: Tired and True Advice from the Wisest Americans.” He’d seen numerous studies showing that people in their 70s, 80s, and beyond were far happier than younger people. He was intrigued: “I keep meeting older people — many of whom had lost loved ones, been through tremendous difficulties, and had serious health problems —

The pandemic has forced major changes in how, when, and where people work. It has also bedeviled employers. Due in part to new hybrid and remote-working models, companies are struggling to find objective ways to gauge employee effectiveness—a critical challenge as labor costs have increased and worker productivity has declined.

The future of work will not be determined by technology, but by creating the right mix of education, exposure, and experience needed to develop skills and put them to work, creating a vastly more productive workplace and economy. In this article, the authors recommend a “70/20/10” learning model, in which only 10% of learning comes from formal instruction (education), 20% from social learning or mentorship (exposure), and 70% from hands-on, experiential practice with feedback (experience).

Back in the early years of this century, the U.K. had gone years without any real success in the sport of track cycling. Then, along came David Brailsford, a former professional cyclist who happened to have an MBA. As an article in the Harvard Business Review recounts, he transformed a team that had won a single gold medal in 76 years of trying into a superpower that won seven of the 10 gold medals available at the 2008 Beijing Olympics and then matched it four years later in London.