#leadership

#leadership

After graduating from Abilene Wylie High School, Campbell studied at Texas Tech University and later earned his degree in Interdisciplinary Studies from the University of Texas at Arlington. His coaching career began at Texas Tech, where he worked with wide receivers and developed a sharp eye for player development. He went on to coach at Texas A&M-Commerce and the College of the Sequoias, where his offensive strategy broke three school records and helped elevate the programme's success.

He's been with the company ever since, having worked in nearly every role aside from shoe design during his 27-plus years with the company. "It's really a strange thing, the CEO title," Sheridan said. "Because I think of myself as one of the teammates on Brooks - because I grew up here." The CEO said the company is on track to hit $1.6 billion in global sales by the end of this year, after surpassing a billion dollars in global revenue in 2024.

After a 3.5 WAR season with 18 home runs in 114 games, Bregman indeed chose to opt out, placing himself back in the free agent market entering his age 32 season. In spite of his relatively advanced age, he will be one of the better hitters available for the rest of the league to acquire this offseason, particularly due to his high-leverage and leadership experience.

That, however, prompted concerns about his return, along with what kind of attitude he might bring to the locker room. Those were certainly valid, considering how he went about getting traded from the Vikings and the Bills. But none of that has been an issue so far since he arrived in Foxboro, and he continues to prove his value to the team beyond his impressive performances, particularly with his leadership.

And while it is true that Jobs was as charismatic as Clooney and as manipulative as Machiavelli, the legend we helped him construct served many purposes beyond pumping up his own ego. He was an irresistible force who knew that in order to bring to market the amazing technological wonders that bubbled in his imagination, he also had to become the Svengali of the digital revolution that was to be the hallmark of his generation.

The takeaway for leaders? Empathy and adaptability aren't soft skills; they're strategic imperatives. There is a growing recognition among leaders that stress triggered by external events is no longer peripheral. In today's world, it's a central management challenge. To explore these dynamics, we conducted a cross-national study to understand how leaders respond when external unrest threatens to destabilize the emotional and operational rhythm of their teams.

Negotiation is one of the most consequential yet misunderstood leadership skills. It shapes deals, partnerships, and careers, yet even seasoned professionals still debate what truly defines a good negotiator. Remigiusz Smolinski is a professor at HHL Leipzig Graduate School of Management. He is the founder of The Negotiation Challenge and cofounder of Discurso.AI. His research explores negotiation, leadership, and innovation.

In today's evolving workplace, leaders have a powerful opportunity to attract and inspire the next generation of talent by embracing a strategy that's both timeless and essential: mentorship. Once relegated to the realm of "nice-to-have" Corporate Social Responsibility initiatives, mentorship has emerged as a core business strategy and a lever for growth, employee retention, and technological innovation. When done right, it doesn't just change lives, it drives organizational ROI.

What is the concern level after a 3-3-1 start for the Maple Leafs? (0:50) The team's issues in the second period through seven games, and Craig Berube's messy/disjointed lineup situation up front (7:00) The team's poor response in the third period after the terrible second period vs. New Jersey, and the lack of accountability so far (19:00) Anthony Stolarz's fiery comments after the loss to Seattle (23:30) The Leafs' lack of an emotional leader (38:30)

It wasn't until the 1930s that the idea of worker satisfaction entered the working world's psyche. Before then, the prevailing attitude was simple: "You work for us, we pay you." Worker dissatisfaction was the norm, and many industries rose and thrived on taking advantage of the working poor. It wasn't until the realization dawned that a healthy worker is a productive worker-thereby impacting the company's bottom line-that the focus on worker satisfaction began to gain traction through industrial psychology and early management theories that recognized the importance of employee well-being for productivity.

Somewhere through their dueling analysis and misguided words is the hope Dolphins coach Mike McDaniel and quarterback Tua Tagovailoa keep their relationship intact. It won't be easy while walking the plank the rest of this season. But their bond has been one of the few good aspects of the past few, disappointing seasons. Neither is having a good year, the coach or the quarterback. But they said Wednesday everything is fine between them, too.

While Scherzer may have put up some of the worst numbers of his Hall of Fame career during the regular season with the Blue Jays, he was an integral part of this teams success. A two-time World Series champion, Scherzer came into Spring Training with the Blue Jays and it felt like he set the tone right away.

In November, The Boston Globe's fifth annual Globe Summit will bring together researchers, entrepreneurs, executives, politicians, and change-makers from New England and beyond in conversations led by Globe journalists focused on this year's theme, "Revolutionary Ideas." The Globe Summit takes place Tuesday, Nov. 18, and Wednesday, Nov. 19, at the House of Blues in Boston, with the first day's programming focused on health care and leadership, followed on day 2 by discussions on innovation, community, and commerce.

Navratil isn't some parachuted consultant or a rebuffed senior executive from one of the company's rivals. He's a Nestlé lifer with 25 years across the Anglo-Swiss giant's operations. He speaks multiple languages, holds an MBA, and has the steely look of someone who isn't here to fuck about. More importantly, he's done both the country GM path, successfully running Honduras, and then the HQ role, eventually leading Nespresso. He knows how the machine works.

The extraordinary success achieved by some of the world's greatest leaders often traces back to formative, and sometimes complicated, childhood environments. For Jurgen Klopp, one of the most celebrated soccer managers of the modern era, the drive that fueled his relentless career was rooted in the silent pride and unwavering expectations of his father.

I don't play golf, but I watched the recent Ryder Cup unfold and was struck by how Europe's team appeared more supportive and united than America's. Were there lessons that I as a business owner could take from this, or is sport just different?

Discipline over flash: Trained for toughly two decades under now-JPMorgan CEO Jamie Dimon, Scharf learned to make hard calls with steadiness, not showmanship. That discipline has driven cost cuts, a flatter structure, and operational fixes that pared headcount by nearly a quarter and reduced Wells Fargo's vast real estate footprint. Calm over charisma: Scharf leads quietly but firmly, those who know him say, lowering the temperature in tense moments while remaining uncompromising on performance.

Most CDs don't have any management training. As creatives work their way up through the ranks, the focus is on honing your skill. Your eye for finding and making brilliant work. Even as a design director, you're very rarely the person the team reports to. For most people, the first time they truly experience leading a team is once they're sat in that seat.

We are in an era of strategic silence-no longer in the age of the activist CEO. Instead, business leaders are being told to lie low and stay in their lane to avoid unwanted attention, including from the White House. In the wake of Jimmy Kimmel's removal from ABC, CEOs are reportedly turning down press and speaking opportunities. Today, leaders are faced with the question of when to speak up . . . and when to stay strategically silent in order to protect their constituents.

In a world obsessed with titles, deadlines and success metrics, it's easy to lose sight of who we are and why we work. After 25 years as a lawyer, mentor and leader, I've seen how small acts of courage, kindness and self-belief can be far more "legendary" than any promotion. Here are five lessons I've learned along the way - all inspired by the legends, lessons and light-bulb moments shared in my book.

"If you only sell to the U.S., you have to diversify," Tan said at the Fortune Most Powerful Women Summit on Tuesday.

Nathan Ballentine Nathan brings a wealth of experience and a passion for excellence that will undoubtedly drive our regional growth and success, said Andy Pettola, an executive vice president and East retail sales leader. His leadership skills, combined with his deep understanding of the mortgage industry, make him the perfect fit to lead our team to new heights. Ballentine began his career as a loan originator before moving into leadership roles at Wachovia/Wells Fargo and Movement Mortgage.

Relationships define success: not just between real estate agent and client, but among colleagues and across teams. At The Agency, where I lead a team spanning numerous generations from Baby Boomers and Gen X to Millennials and Gen Z, I've learned that generational diversity can be a powerful competitive advantage, especially when managed intentionally. Each generation is shaped by unique cultural and economic moments, which brings both invaluable advantages and distinct life experiences to the table.

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.

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."