Eric Jacobson

FEBRUARY 8, 2021

And trust is the most important ingredient to leadership success.” -- Walt Rakowich, former CEO of Prologis and author of, Transfluence: How to Lead with Transformative Influence in Today’s Climates of Change. “Be Continue to think boldly and innovatively about your company or team’s mission, strategy, and priorities.

How To 65

How To Leadership Uncertainty Long-term 65

Eric Jacobson

DECEMBER 29, 2020

And trust is the most important ingredient to leadership success.” -- Walt Rakowich, former CEO of Prologis and author of, Transfluence: How to Lead with Transformative Influence in Today’s Climates of Change. “Be Continue to think boldly and innovatively about your company or team’s mission, strategy, and priorities.

Leadership 65

Leadership Uncertainty Long-term Supply Chain 65

Strategy Driven

JANUARY 17, 2014

However, innovations in the neurosciences to developments in social media have revealed that profitability should no longer be relegated to sales figures and profit margins alone. Control, one of the six core emotional needs I discuss in Empathetic Marketing , fuels our motivations in every aspect of our lives.

ROE 50

ROE ROI Letter Airlines 50

Skip Prichard

JUNE 1, 2020

As adults, we don’t need to spend time digging in deeper to what we already know—we need to learn something new. It’s in the new that insights, ideas, and innovation comes from. With this increased influence, you’ll reap the benefits of increased commitment and loyalty. As a leader, you work in the influence business.

Leadership 105

Leadership Open-book Learning-by-Doing Quality 105

Harvard Business Review

APRIL 7, 2011

As much as the business world seems to admire design innovation these days, very few companies are doing it well. As the founder of a firm that helps businesses innovate, I've watched approvingly as design has gone from a niche topic to the covers of mainstream publications and the keynotes at business conferences.

Innovation 15

Innovation Consultative Brand Magazine 15

Strategy Driven

MAY 25, 2011

And when they don’t feel safe, they don’t take risks – and where there is no risk taken, there is less innovation, less ‘going the extra mile,’ and therefore, very little unexpected upside. Feeling safe is a primal human need. They know this does not threaten their power, but, rather, increases their influence.

Company 62

Company Venture Capitalist Film Reputation 62

Strategy Driven

MAY 25, 2011

And when they don’t feel safe, they don’t take risks – and where there is no risk taken, there is less innovation, less ‘going the extra mile,’ and therefore, very little unexpected upside. Feeling safe is a primal human need. They know this does not threaten their power, but, rather, increases their influence.

Company 50

Company Venture Capitalist Film Reputation 50

Harvard Business Review

DECEMBER 27, 2016

Even more striking, research in our labs has found that the simple act of joining a group can produce a dramatic influence on brain function and behavior. Organizations traditionally use financial rewards to motivate employees, but great leaders also fulfill the social needs of their employees.

Cooper 12

Cooper Sports Groupthink Construction 12

Harvard Business Review

DECEMBER 1, 2016

Desire for control is the innate motive or need to personally exert control over one’s surrounding environment. Psychologists have long recognized it as one the most fundamental human needs, and have therefore developed personality scales to measure its strength across individuals.

Productivity 8

Productivity Products Participative Marketing 8

Harvard Business Review

SEPTEMBER 24, 2015

This plan not only controls wealth gaps and allows employees to earn more, but also allocates more influence and authority to those who show strong skills. Huawei’s ESOP can satisfy both human needs. Huawei’s example helps us understand two things about how profit-sharing schemes work at scale.

Case Study 8

Case Study ESOP Incentives Long-term 8