#leadership

#leadership

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.

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.

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.

I spent over 30 years in hospitality, and after leading three different hotel companies, I became CEO of Equinox. Then I went through some personal turbulence. Business Insider's Power Hours series gives readers an inside look at how powerful leaders in business structure their workday. See more stories from the series here, or reach out to editor Lauryn Haas to share your daily routine. In 2017, my home burned to the ground from the California wildfires.

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:

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.

Choose your heroes very carefully and then emulate them. You will never be perfect, but you can always be better.

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.