By John Moore
Published April 5, 2007 - In response to Howard Schulz’s memo citing his concern over the direction Starbucks is headed, John Moore, a former long-time marketer at Starbucks, enlists the ‘Starbucks Board of Customers’ (i.e. readers of Moore’s blog and Starbucks customers) to propose which changes the company must make to maintain (reclaim?) its integrity.
By Erika Andersen
Published April 5, 2007 - We’ve all seen it: a successful employee promoted to manager is given no training and essentially pushed into the deep end and told to swim? According to Andersen, this approach to creating new managers is epidemic. Using an accessible gardening metaphor, Andersen, founder of Proteus International, contends that new managers must have a support system avail
By Dan Coughlin
Published April 5, 2007 - Executive coach, Dan Coughlin, asserts that great businesses are defined by their ability to accelerate, which he defines as the ability to increase the rate of achieving desired outcomes in a sustainable manner. These 15 applicable truths will enable you to take your company or career from 0 to 60 while optimizing your passion for your work.
By Nassim Nicholas Taleb
Published April 5, 2007 - Taleb, author of The Black Swan, contributes this thought-provoking essay on what we know about what we don’t know. A ‘black swan’ is an improbable, dynamic event that, once it occurs, we rationalize to make it seem predictable (e.g. 9/11). Taleb discusses that while these black swans are actually impossi
By Vince Thompson
Published April 5, 2007 - Managers are under an extreme amount of stress and often their success is dependent upon the work of others. This pressure is driving managers to leave their jobs, or at least keep their options open. Vince Thompson advises: not so fast—there are ways to ignite your power as a manager and take your job
By Mathew Hayward
Published April 5, 2007 - Hayward lays it out plainly: “If you are going to have a successful career and life, you are going to have to learn to check your ego.” Using examples such as Buffett and Welch to show that CEOs don’t have to have huge egos to succeed (and Dean Kamen of Segway as an example of hubris at work),