#leadership

#leadership

I got the words I said there completely wrong, said a sheepish Stokes. Has-beens is a horrible word. It's the only thing that managed to come out of my mouth at that moment. God, I'm going to be one of those one day. But it's not at all what I meant by that. Talk of lessons being learned is a common refrain from defeated sides but Stokes preferring one-on-one debriefs rather than all in one room was happy to expand on a few.

When leaders assume "responsibility," they take ownership of a situation, managing it in as many dimensions as necessary so that problems are resolved and all the moving parts operate in sync. They may need to call on skills they didn't know they had -or develop new ones fast. But beyond skills, responsibility is an attitude. It implies attentiveness, and the will to make hard choices. It means that you can take the heat and stand up for what you think is right.

A few years ago, the head of business operations launched a startup, now operating as Cricket Wireless, a subsidiary of AT&T. Cricket Wireless is now worth over $6 billion and has more than 13 million customers, a spokesperson for AT&T said. During that process, she had the opportunity to build her dream team - and her goal was to find employees who were willing to think big. Through trial and error, Van Buskirk discovered two interview questions that she still uses to help her identify the right candidates.

As a daughter of the Mississippi Delta and Black woman in the South, so many narratives about me have been told without me. My body, as trauma specialist Bessel van der Kolk would say, keeps the score. Nevertheless, as a journalist, entrepreneur, mental health counselor, evaluator, and now foundation program officer, I have had the opportunity to combine and crystallize the importance of storytelling, leadership, healing, and lived expertise.

It's just one game, but the Toronto Marlies answered the call of their head coach and leadership group by delivering an overpowering performance against Iowa. Admittedly, the Wild are a young group missing some key pieces, but you can only beat the team in front of you. The Marlies did it with aplomb on Saturday, starting with a dominant first period.

"I try to instill this into the rest of the team, but certainly I feel that what we have right now is just a giant piece of shit," he told the MIT Technology Review in 2014. "Like, it's just terrible, and we should be humiliated that we offer this to the public. Not everyone finds that motivational, though."

How can you tell if someone is a great leader? They always want to know more. They're interested in mastery of a subject or skill. They ask great questions. And, as they find out more, they sometimes change their mind. They're a "learner." But these days, most CEOs and other leaders take the opposite approach. They think of themselves as "knowers." They appear to have all the answers. That's bad for them, their direct reports, and the organizations they lead.

Walking into the New England Patriots this offseason meant there was a lot of work to be done for Mike Vrabel and the new coaching staff. Besides the five years of dwindling relevancy straight to the bottom of the league, the franchise appeared to be in more trouble from a roster standpoint, as the team seemed disjointed in a way that would take a while to fix.

Jamie Dimon is the CEO of JPMorgan Chase and a great business icon from which to learn. No matter where you are in your career (an early 30-something seeking Jamie Dimon advice or an older professional looking for retirement wisdom), Jamie Dimon offers appropriate insights for everyone. If you're a 60-something reflecting on your career or heading toward retirement, here are five Jamie Dimon quotes every 60-year-old needs to hear.

If your team can't function without you in the room, you don't have a team, you have a dependency. Too many business owners confuse supporting their team with carrying them. Instead of learning how to coach team members, they do the work for them. They jump into every problem, solve every issue, and answer every question themselves. It feels like good leadership, but it's actually just bottlenecking in disguise.

This wasn't a struggling junior employee; this was a leader at the pinnacle of his career, shouldering the same gnawing doubt we often relegate to the inexperienced. For decades, we've called this "impostor syndrome," treating it as a personal flaw to be fixed. But groundbreaking research reveals we've been thinking about it all wrong-and in correcting our misunderstanding, we find not just relief but unexpected advantage.

It's shorthand for letting AI generate code from simple language prompts instead of writing it manually. In many ways, it's great. AI has lowered the barrier to entry for coding, and that's pulled in a wave of hobbyists, designers, and side-project tinkerers who might never have touched a codebase before. Tools like Warp, Cursor, and Claude Code uplevel even professional developers, making it possible to ship something working in hours instead of weeks.

For Michael Carrozzo, leadership isn't about titles or recognition, It's about showing up every day with purpose. "You don't wait for opportunity," he says. "You create it through consistency." From growing up in Southern California to serving as a Major in the U.S. Army, Carrozzo's story is about discipline, adaptability, and staying true to what matters. His approach to life blends focus and humility, forged through years of service and strengthened by hobbies that keep him grounded.

"That cartoon is a great example of someone else defining what became the cultural narrative more so than reality," Nadella told Stripe cofounder John Collison.

Christian Pulisic is one of the first names on the team sheet for Massimiliano Allegri's AC Milan, and he will rely on him in Sunday's derby too. As La Gazzetta dello Sport (seen below) recall, Pulisic passed through Dortmund and London but he made his fortune in Italy. With Milan he has racked up 109 games, 38 goals and 25 assists. The American dream has become red and black, and he doesn't want to wake up soon.

He's a quality player and an absolute leader. For example he texts me after every game where I score a goal at Newcastle, that's just a small example. I think he's a very good captain and a great person," Woltemade said (as captured by @iMiaSanMia). The little things matter and Kimmich has fully embraced his role as a leader for both Bayern Munich and Germany.

FEMA employees have not necessarily been supportive of him atop the role as acting director of FEMA, Barron-Lopez said. She continued: He made news when, at the beginning, he came in and held an all-hands meeting with FEMA employees and essentially said that he and he alone spoke for FEMA. He said that that he was the one who was fully in charge, and that he wanted people to be paying attention to him directly.

In retrospect, I could have been smarter myself, and to be CEO is a lifetime of sacrifice,

More than two decades of research-from Harvard professor Amy Edmondson's pioneering studies to Google's landmark Project Aristotle-have found that the strongest predictor of high-performing teams isn't talent or strategy, but psychological safety. As Edmondson defines, it's "a shared belief held by team members that the team is safe for interpersonal risk-taking." It's what gives people the confidence to speak up, take creative risks, and learn from failure-and it's foundational to innovation.

Why do you think Leader Schumer is to blame, given that Republicans have control, as [Sen.] Jeanne Shaheen (D-NH) is saying, of the White House and both chambers of Congress? Host Kristen Welker asked. He said he agreed with Sen. Tim Kaine (D-VA) that Schumer was a good leader under President Joe Biden , and that he also agreed with Sen. Shaheen that President Donald Trump and House Speaker Mike Johnson (R-LA) deserved most of the blame for the shutdown.

As a professor of negotiation and influence, I've observed a fascinating consistency in my students: They instinctively value behavioral concepts-the art of rapport, the dynamics of power, and the science of persuasion. Yet, they often struggle with their practical application. It's the classic gap between knowing and doing. On the surface, the principles seem simple (e.g., engage in conversation, listen, be friendly), but applying them effectively in high-stakes environments is the true rigor of leadership.

It wasn't that they were superhuman. It's that they learned faster, they were more adaptable and they had structures ... institutionalized methods for being able to neutralize their excesses and capitalize on their strength and edge.

Raised in Ceres, a small town in Central California, he grew up in a large Sicilian family where hard work and community values shaped his outlook. Excelling in both academics and sport, he graduated as valedictorian of his high school and earned recognition as MVP on the football field while leading his baseball team as catcher. In 1984, Chipponeri graduated with honours from the University of California, Berkeley, with a degree in Mechanical and Petroleum Engineering.

One of the things I'm also passing on is, there's only so many hours in a day,

"My mom taught me English, and she doesn't speak English," Huang said. "And that kind of tells you all." Huang was born in Taiwan, and his family moved to Thailand before he and his older brother were sent to the US when he was nine for a better education. He has previously said that his mother, who spoke Taiwanese Hokkien, began teaching them English to prepare them for the move to the US.

Owing to a few bad penalties and giveaways early, the Bruins built a 4-1 lead in just over 20 minutes. As Toronto started to rally back, Max Domi took a penalty, and Boston put the game to bed. It was a frustrating watch for Leafs fans who continue to tune in nightly with the expectation that the team has learned some lessons from the last game, only to make the same mistakes.

Culture does not scale linearly with revenue or headcount -it requires intentionality the faster you grow. When I joined DPR Construction in the early 1990s, we were a small startup with a shared vision. Today, we have over 13,000 employees worldwide. Along the way, we've learned that sustaining culture through growth isn't automatic-it takes clarity, intention, and continual reinforcement. With growth, we faced a familiar challenge many companies do: