Yet again, another paper on empathy only associates it with emotions we don’t like—sadness, loss, etc. Almost never laughter, joy, fun, and feelings we like. I wrote about this before and how catastrophically it impedes people from developing what is otherwise an important tool for relationships, leadership, your own health, and more. I’m not even going to mention the paper because it’s so counterproductive. Wikipedia describes empathy like: discerning what[…] Keep reading →

If you think you could learn from a leader with over 200,000 people reporting to him, operating in over 150 countries, and producing over $30 billion in revenue, I recommend meeting Barry Salzberg, Global CEO of Deloitte. Most of us wish for leaders like him. He rose through one firm over 38 years, retiring to teach leadership at Columbia Business School. His legacy includes championing Deloitte University, a $300 million[…] Keep reading →

How do you think when someone acts unexpectedly, especially a way you don’t like. That result is usually the opposite of leadership, where you want people behaving the way you lead them. I used to think something like They did something wrong. Why would they do that?!? What’s their problem? I know how to do this right. I have to change them. What should I do to get them to[…] Keep reading →

Continuing my series of alternative responses to the New York Times column, The Ethicist, looking at the consequences of one’s actions instead of imposing values on others, here is a take on today’s post,”Can I Stay Out of an Estate Dispute?” In order to decrease his net worth before beginning divorce proceedings, my brother invested $600,000 in an apartment in my father’s name. Years later, he had our mother co-sign[…] Keep reading →