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Tech News
An Entrepreneur contributor argues that franchise brands often struggle with recruiting new franchisees not because of weak marketing, but because senior leaders fail to stay engaged as 'Executive Sponsors' of the effort. The role involves clearing obstacles, allocating resources, managing risk, and communicating the purpose behind recruitment goals rather than simply delegating the task to a team.
The article revisits Steve Jobs' view that effective leaders push people to improve by setting demanding standards and giving honest feedback rather than shielding them from discomfort. It challenges the common workplace notion that caring for employees means avoiding friction or difficult conversations.
A workplace advice piece outlines four steps leaders can take when their organization's decisions or mission clash with their personal values. It builds on prior discussion of how values conflicts affect job satisfaction generally, but focuses on the distinct pressures leaders face when they must both represent and object to company direction.
A veteran entrepreneur reflects on more than two decades of running a business by personally handling every crisis, from vendor problems to client calls, believing that constant involvement equaled strong leadership. He describes realizing that this reliance on him personally was actually a sign of poor systems and an inability to delegate, rather than a badge of competence.
An analysis explores why so few executives display genuine courage in their roles, pointing to a pattern where leaders default to cautious, low-risk behavior rather than taking bold stances. It draws on the example of a senior leader who became skilled at avoiding risk rather than confronting it.
Research on leadership psychology finds that many leaders struggle to deliver constructive criticism, even though guiding people toward better performance often requires telling them things they don't want to hear. The pattern shows up across organizations, where leaders prioritize comfort and likability over honest, corrective feedback.
A veteran executive coach with 25 years of experience reports a recurring pattern among leaders: traits that once fueled their rise can start to undercut their authority and influence when leaned on too heavily. The observation stems from direct coaching work aimed at building executive presence across many clients.
New survey data shows AI and automation use has surged in workplaces, with Bain & Company reporting 95% of U.S. companies now using generative AI and Intapp finding 72% of professionals using AI at work, up from 48% a year earlier. Despite these productivity gains, PwC's 2025 workforce survey found many employees remain anxious about how AI will reshape their jobs, revealing a widening gap between operational efficiency and employee confidence.
An Entrepreneur contributor column describes coaching a founder who had crossed seven figures in revenue and had a five-person team, yet still personally approved every decision and monitored every team chat message. The founder believed constant micromanagement was simply required to run a business, a belief the writer traces to an outdated subconscious 'operational identity' left over from her solopreneur days.
A leadership guidance piece argues that the toughest calls executives face aren't really about missing information but about competing values pulling in different directions. It recommends leaders conduct a personal 'values inventory'—systematically identifying and ranking their core priorities—to clarify decision-making when facts alone don't point to an answer.
Apple's leadership page now lists John Ternus as CEO, with Tim Cook moving into a newly created Executive Chair role on the Board of Directors. The board section has also been redesigned to include headshots for all members, including Cook and Ternus, who joins as a director in his new capacity.
An executive coach reports a recurring pattern among senior-level clients: they project polish, strong results and confidence publicly, while privately experiencing exhaustion and strain. Colleagues and even close associates rarely notice, or don't feel comfortable raising concerns, allowing the strain to persist unaddressed.