#leadership

#leadership

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:

Leaders aren't failing because they don't have a strategy or skill. They are stuck because of their internal battles-their self-talk-not because of the challenges happening with customers or in the market. Headamentals is about directing that inner voice so that it becomes a competitive advantage and helps you build great teams. Once you fix that conversation in your head, you fix how you lead, connect, and perform. Leading others starts with self-leadership.

When values are held too tightly, they can harden into rigidity, alienate others, or even undermine the very goals they were meant to advance. Applying values too strongly can create a paradox for leaders: how to hold onto values without them becoming vices and how to retain the "value" of values without undermining the service they exist to support.Every value has a shadow side. Empathy can morph into overaccommodation, integrity into inflexibility, and accountability into blame.

When you think of leaders you admire, you likely imagine them as authentic, at least in the sense of seeming genuine, real, and trustworthy. Science confirms this is usually the case. For example, data tells us that trustworthy leaders stand out for their "no thrills" patterns of behavior: They are, in other words, predictable, reliable, and unlikely to shock their employees or followers with erratic or excitable behavior that freaks them out.

I bet you remember when Nike first began using their catchphrase: "Just Do It!" It was 1988, and this tagline could be found everywhere. It was a challenge to act, to initiate, to take a risk, to move forward even if it's hard. After 37 years, Nike is reintroducing this iconic rallying cry to Generation Z, but they are tailoring their message to the Gen Z mindset: "Why Do It?" It is customized to meet young athletes where they are.

For Camille, a student in the Urban and Public Affairs program, USF is where policy meets purpose. This program has helped me really understand how cities work and how they can work better for everyone, she says. My grad degree will be a stepping stone as I gain new leadership skills and establish my career. It's opening doors for me as I keep my commitment to social justice and equity.

If they ask you a question, you've got to respond to me directly and not go up that chain of command. The chain of command starts to edit it and fine-tune it. The bureaucracy does want to control you, so you've got to kill the bureaucracy.

When we talk about leadership, the focus is almost always on what you do. Communication. Influence. Strategic thinking. Decision-making. Performance.But the foundation that holds all of those things together, and that determines how well you can actually show up for them, is often overlooked: Your energy.We see this every day in our coaching and Women Rising programs. Brilliant, capable women who know what's required of them but are too depleted to consistently deliver at the level they expect of themselves.

Recent research suggests that the influence of good mentoring goes way beyond improved vocational performance, although it certainly does that. Good mentors help mentees to feel safe, supported, and seen through feedback (both positive and critical) and other cues. This is how effective mentorship contributes to a sense of psychological safety. Mentees also enjoy a stronger sense of belonging and community, which is why having a good mentor is especially important early in our careers.

At Fortune's Most Powerful Women summit last month, he said he expects full attention from everyone in the room. "If you have an iPad in front of me and it looks like you're reading your email or getting notifications, I tell you to close the damn thing," he told Fortune Editor-in-Chief Alyson Shontell. It's disrespectful.

Managers are often spinning several plates: leading by example, setting and exceeding goals for your team, keeping workflow moving, providing support, and keeping employees motivated, engaged, and productive . . . all while adhering to your company's objectives. If you haven't done it before, it can be overwhelming. It's almost like having to activate an entirely new part of your brain. Luckily, experts say creating "boss brain" is within anyone's reach, regardless of leadership experience . . . or lack thereof.

"I know coaching matters. I just wish it didn't sound so... therapeutic."

Leaders are praised for "seeing around corners" and told to "skate to where the puck is going." But what if you can't even see your own feet, let alone a puck or a distant corner? Today's volatility and uncertainty obscure any clear path to the future, and the forecast isn't improving any time soon. In a recent World Economic Forum survey, 52% of experts expect an unsettled two-year horizon, 31% anticipate turbulence, and 5% foresee storms.

Leaders are frequently tasked with driving change and delivering outcomes-launching new initiatives, fixing broken processes, or reshaping culture-without formal authority over many of the people they need to influence. While it's been famously stated that "leadership is influence, nothing more, nothing less," success in these situations often depends not only on talent and skill, but also on visible backing from above. That air cover frequently isn't automatic.

When Iñaki Ereño assumed the role of Group CEO of Bupa in 2021, the global healthcare landscape was being rewritten in real time. At the helm of a company serving over 60 million customers worldwide, Ereño faces the challenge of transforming a large and established organization into a faster, more agile, and digitally enabled provider of care. Ereño's mission? To wake the sleeping giant.

I'm fascinated with moments of truth. In a lifetime, how many moments of truth might there be? It's probably less than 20, or maybe less than a dozen. There's just not that many of them. Learning to identify a moment of truth is an incredibly important skill-whether it's deciding where to live, who to marry, choosing a career, or what kind of company to start.