Women on Business

JULY 20, 2012

Marissa Mayer is a 37 year old executive of a technology firm that alone should create energy and excitement around leadership potential. Innovation. The most important thing that I see for this change is the opportunity to create an organization focused on innovation. That’s up to Mayer.

Strategic Planning 209

Strategic Planning Long-term CEO Technology 209

The Idolbuster

FEBRUARY 27, 2013

From her first weeks at Yahoo, Meyer has worked to change the culture, to become a place where people work with energy to create synergy for innovation. It’s the reality of the corporate world that strategies change, and benefits change even faster. My advice is to embrace reality, and plan your life accordingly.

Meyer 36

Meyer Advice Policies Energy 36

Marshall Goldsmith

FEBRUARY 8, 2018

Co-founder of Rose Park Advisors—Disruptive Innovation Fund. A leading thinker on strategy and breakthrough innovation. Formerly a leader in the automotive, retail, restaurant, media innovation and consulting industries. Leads Tuck’s incredibly innovative coaching program. Leading innovator in HR for over 25 years.

Executive Coaching 70

Executive Coaching CEO Magazine Banking 70

Harvard Business Review

NOVEMBER 1, 2011

On average, according to researcher David Meyer, switching time increases the amount of time it takes to finish the primary task you were working on by an average of 25 percent. Anxiety may be a source of energy, and even motivation, but it comes with significant costs. In short, juggling activities is incredibly inefficient.

Company 17

Company Meyer Energy Creativity 17

Harvard Business Review

JANUARY 24, 2012

Nine years ago, when I launched The Energy Project during an economic boom, it was nearly impossible to find senior leaders open to the idea that demand was exceeding people's capacity, and that it was critical to the bottom line to teach employees new ways to manage their energy more skillfully. The way we're working isn't working.

Meyer 14

Meyer Goleman Emotional Intelligence Pharmaceuticals 14

Harvard Business Review

JULY 27, 2012

The root problem from Christensen's perspective is that "they didn't keep the purpose of their lives front and center as they decided how to spend their time, talents, and energy." A steady stream of incremental decisions without a clear focus on purpose too often led to unanticipated outcomes.

Christensen 13

Christensen Company Consensus Gilbert 13