Brains aren't inexhaustible; like any piece of sophisticated equipment, they're delicate and can break. Read story
Margaret Heffernan is an entrepreneur and author. Born in Texas, raised in Holland, and educated at Cambridge, she worked at BBC Radio for five years where she wrote, directed, and produced. She has been chief executive of InfoMation Corporation, ZineZone Corporation, and iCAST Corporation. In 2011, she published her third book, Willful Blindness. @M_Heffernan
Most start-up founders accurately predict how they'll make money, and how much it will cost. But there's one thing they almost always get wrong. Read story
Marissa Mayer wants everyone at the office. Other companies don't even have offices. Where do you fit? Read story
The real entrepreneurial challenge is launching a business idea and steering it all the way through to growth and profitability. Read story
Don't just go with the majority opinion. Here's why. Read story
Margaret Thatcher's leadership style was distinct and dazzling--and is now obsolete. Read story
Do you think of manufacturing as dirty, noisy assembly lines? You have a lot of catching up to do. I recently visited two bright, innovative, efficient shops. Read story
You may be tempted to view negative feedback as a nuisance. But, if you respond the right way, it's a gift. Read story
Do more than give everyone on your team a warm, fuzzy feeling. Feed their brains. Read story
Politics are the bane of company life. But eliminating them is a lot less complicated than you think. Here's how. Read story
Naturally, when you seek to grow, you plan new products or marketing campaigns. Why not consider other companies who could help? Read story
You should strive to be your best, of course. There's just so much to learn from other people. Read story
Sometimes employees who leave or take a break return more qualified than before. In Yahoo's case, it smacks of desperation. Read story
As Dell becomes only the most recent company trying to flee the public markets, you have to wonder why. Read story
Every year I make mistakes. But since mistakes are learning, it's worth reviewing them to find out what you learned this year. Read story
The conventional view of leadership is of something done by heroic soloists. Nothing could be further from the truth. Read story
Great organizations aren't devoid of conflict; they embrace it. Read story
You can easily get coached in talking, presenting, and speech-making. What about listening? Read story
If you never fail, you come to believe you are invincible. And that, of course, is the problem. Read story
If employees and managers have different perspectives, who's right, and how do you know? Read story
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