#leadership

#leadership

At the time the company's woes seemed intractable. How could it claw its way back in a world in which it lost out on the internet, social media, and mobile computing? Somehow, Nadella managed to do it. He ended Microsoft's ill-advised foray into building a mobile Windows OS, ended the corporate infighting and sniping, and recognized that Windows was no longer the company's future. Instead, he bet big on cloud computing - and the bet paid off.

I mean, it's incredibly tricky to know what to do. And I don't even know how you're going to answer this question. I don't know either, actually. So let's see. Silicon Valley's gotten more political. And when I came to Silicon Valley, maybe it was more left, but it kind of felt more moderate. And it didn't feel as much like it was as political.

I've noticed an uncomfortable trend where I feel like the partnership between employer and employee, in some instances, is skewing so heavily toward an employee that the obligation of our colleagues as employees is sometimes being left on the floor,

Dell Technologies founder and CEO Michael Dell said that good leaders act as if in a crisis - even if the going is good. "You get people excited, motivated, and to drive the necessary change," Dell said on the "Founders" podcast. Dell said that companies need to adapt to new technology. Dell recently laid out a top-secret AI plan, "Project Maverick." People work best under pressure. A good leader applies it.

"It is extraordinarily difficult to be brave right now for a lot of different reasons," Brown said. "Politics is one, but [also] radically changing markets. A workforce that is-I'm going to tell you right now, people are not okay. If you're leading people, you probably know people are not okay."

At Fortune, we've spent almost a century studying what separates the good leaders from the great ones; the ones who don't just survive disruption, but shape it. The next wave of corporate chiefs is emerging from a radically different playbook. They're products of an economy defined by technological acceleration, and operate with fluency across disciplines that didn't even exist in the CEO vocabulary a decade ago: data science, AI governance, cybersecurity, social trust, geopolitical volatility, and shifting expectations of what leadership should look like.

In July 2006, I accepted a job offer at Google that brought me into tech after an arts and humanities education. I climbed the ladder at Google to found Google's Open Research Group, working on issues related to measurement, privacy, and AI. In 2016, I cofounded the AI Now Research Institute at NYU, the first university-based research institute to examine broader social and political economic considerations surrounding AI.

Events and facts in the news inform the framework of my next show and the discussion with my next guest. I develop a clear picture of how the topics of the day fit into my own leadership philosophy and practice and what my audience is likely to be thinking about. Understanding the news allows me to adjust the closing remarks of every show, helping each of my listeners to unlock the resilient leader they already are.

A new paper by Mei Kei Leong and colleagues (2025), from Taylor's University in Malaysia, provides important perspectives on narcissism's facets and its connection to toxicity in leaders. Noting that "the desire for admiration and power" drives them to "engage in more self-promotion and seek recognition than less narcissistic leaders," the literature is less clear on whether these strategies work or not.

"It was on my heart. Something that was on my heart," Burns said. "I wanted to lead and show the guys how much I care and that meant a lot for me. . . .And they responded positively."

So, I am a mother. I'm a psychologist. I'm co-founder of Bravely. I'm a wife. I'm an enthusiastic marathon and high rocks athletes. I'm a friend to an awesome bunch of people and I'm very passionate about making people more aware of how they can communicate more easily and make their life in the lives of those around them much more easy.

IPWatchdog is excited to announce that our Chief Operating Officer, Renée Quinn, has been included in Marquis Who's Who, a 120+-year old publication that features and profiles individuals at the top of their fields. As the heart and soul of IPWatchdog for more than 25 years now, we have always known how deserving Renee is of this recognition, but we're thrilled that she's being celebrated publicly.

Kidan's nomination highlights his exceptional leadership and strategic vision, which have driven Empire Workforce's significant growth and success. Under his guidance, the company has expanded its reach and service offerings, becoming one of the largest and most respected staffing firms in the United States. His commitment to innovation and client satisfaction has positioned Empire Workforce as a leader in connecting top talent with leading organizations.

We're living through an era of accelerated change, and leaders feel it every day. In five years, we've experienced the impacts of Covid and how it rebooted the norms we took for granted in how we work; the advent of gen AI and the reckoning with its massive impact on business as usual; and high geopolitical instability and its paralyzing effects on business decisions.

If Spotify felt like a startup - fast, scrappy, chaotic but exciting - Microsoft is the opposite end of the spectrum: a super organization with layers, systems, and processes that can feel simultaneously awe-inspiring and overwhelming. Every day in the AI team feels like a video game boss fight. Tasks that might take a day elsewhere sometimes stretch into three days here, but somehow, I've grown faster than ever.

David T. Scott has spent his career blending corporate expertise with entrepreneurial drive. Now, as the CEO of Evil Genius Games, he is focused on a bold mission: positioning tabletop role-playing games as a major force in mainstream culture. For David T. Scott, TTRPGs are more than a niche hobby. They are the future of interactive entertainment, and his vision is to help elevate them to the same cultural prominence as film, streaming, and video games.

I'm where I am today because I stand on the shoulders of those who came before me, and I strongly believe in paying it forward. A good mentor listens, provides honest feedback, and helps you see opportunities beyond your current path. In security, mentorship is especially vital because so much of the profession is shaped by experience, judgment and context.

There's many times in my life that I got the job, and it was not the right fit for me. I can assure you that I was almost fired probably so many times in my career, and now I'm so humbled by it and I'm actually thankful. I feel that over time I became more intentional and also more aware of my strengths to apply to the right jobs.

Remote options became ubiquitous, and many employees, when possible, were given the tools they needed to do their jobs from anywhere. Now, even as other financial services companies and banks have issued return-to-office mandates, Doubles is making a different bet: Stamford, Connecticut-based Synchrony allows its more than 20,000 employees to work from home or in a company facility (or a mix of both) with in-person gatherings for training, leadership meetings, innovation sessions, and culture-building events.

For many of us, the workplace in recent years has been dominated by anxiety. How will we keep our people safe? How will we adjust and adapt to hybrid work? How will we continue to be productive and profitable? How will I prove myself indispensable in the age of AI and keep my job? In this high- stress and high-stakes environment, some of this worry is a positive motivator, encouraging us to anticipate and prepare for future challenges.

Among the myriad perplexities of Trump's second term is the question of how his appeal has managed to survive his knack for bending and breaking rules, laws, and social mores and traditions. By common sense and experience, we would expect that people who disobey the rules will tend to experience negative consequences-this, after all, is one reason rules are established in the first place, to guide people's behavior toward cooperation and fairness, thus enabling social functioning.

Of course, you and your direct reports may both fear that more cuts are on the horizon. And yet, there's work to be done. How do you support your team, keep them productive and also find the opportunities in the middle of such a big disruption, especially when you may face the need to ' do more with less '?

People hunt for shortcuts - some podcast episode that dials in confidence and charisma overnight. Spoiler: not happening. What actually works are the small, compounding habits any of us can pick up if we pause long enough to listen and apply. I've made rent hustling side projects, missed on others, and learned the same lesson every time: leadership doesn't come as inspiration; it comes as repetition.

Althoff left Oracle nearly 13 years ago to join Microsoft as its executive VP and chief commercial officer. He set up the Microsoft Customer and Partner Solutions (MCAPS) division to handle enterprise and partner sales, which Nadella called the company's "most important growth engine." He will now oversee all of Microsoft's commercial operations, including sales, marketing, and operations. Nadella will keep his focus on engineering, including AI strategy, future technologies, and the datacenters that will support them.

Ever since he helped avert a government shutdown in March-citing WIRED's reporting on Elon Musk's desire for one as part of his rationale -Senate minority leader Chuck Schumer has been waiting for this moment to redeem himself. The problem is that Schumer may have already blown his chance. With a government shutdown now here, frustrations over Schumer's leadership have been bubbling up behind the scenes.

"We're abolishing this product line. We're going to move 2,000 engineers off of project X onto project Y," said Haas, adding that the company had only about 6,000 people at the time.