Leading Blog
JUNE 30, 2023
Podcast: @jamesstrock interviews Richard Norton Smith author of An Ordinary Man: The Surprising Life and Historic Presidency of Gerald R. Ford If AI Is Reading Your Mind, What Will It Learn?
Leading Blog
APRIL 1, 2023
Ford by Richard Norton Smith From the preeminent presidential scholar and acclaimed biographer of historical figures including George Washington, Herbert Hoover, and Nelson Rockefeller comes this eye-opening life of Gerald R. An Ordinary Man : The Surprising Life and Historic Presidency of Gerald R.
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Leading Blog
MAY 9, 2023
Richard Norton Smith’s extraordinary biography of Gerald Ford, An Ordinary Man , pulls together multiple perspectives to give essential insights into Ford’s thinking and leadership. G ERALD FORD was an inner-directed leader that gave him quiet strength. He didn’t indulge his ego. Ford had moral authority because he lived his values. .
Leading Blog
DECEMBER 12, 2023
Martin's Press, 2023) In The Art of Clear Thinking , Hasard Lee distills what he’s learned during his career flying some of the Air Force’s most advanced aircraft. The Leap to Leader is your trusted playbook for making the biggest jump of your career. Change is not the exception, it’s the rule.
Harvard Business Review
DECEMBER 18, 2018
I used to give a speech to new salespeople, earlier in my career, titled the “It’s your fault speech.” This area has been the hardest to coach in my career because it seems to be so deeply rooted in one’s personality. Regardless of where you are in your career, there is someone else you can help.
Harvard Business Review
JANUARY 10, 2017
Papi was known for his exceptional at-bats, hitting over 540 home runs in his career. In a series of experiments , I investigated this question with Juliana Schroeder, Jane Risen, Francesca Gino, Adam Galinsky, Michael Norton, and Maurice Schweitzer. But a zany, irrational ritual can’t actually improve performance, can it?
Harvard Business Review
JANUARY 24, 2017
The frequently cited research of Robert Kaplan and David Norton shows that more than 90% of employees don’t fully understand their company’s strategy or know what’s expected of them to help achieve company goals. The irony is, as we progress in our careers, things that were once in quadrant I now belong in quadrant IV.
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