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OnlyFans CEO Keily Blair said working mothers often feel pressure to apologize for wanting to succeed and enjoy their careers. She argued that women can be effective leaders, devoted mothers, and complete individuals simultaneously, rejecting the idea that ambition must come at personal sacrifice.
A Fast Company opinion piece argues that employee well-being should be managed with the same rigor as other core business objectives, requiring a senior executive to take explicit ownership of it. The author, who earlier this year predicted 2026 could be a turning point for workplace well-being, says HR leaders must drive this cultural shift, citing low trust in HR departments as a key obstacle.
A career advice piece outlines considerations managers should weigh before asking direct reports to take on additional work beyond their usual duties. It notes that while supervisors can generally direct assignments under broad job-description clauses like 'other duties as assigned,' they should think through the burden this places on employees and what they can offer in exchange.
Emma Grede, cofounder of Skims, said in a podcast interview this week that treating employees like family is not part of a boss's job. She argued that many business leaders are too friendly with their staff.
A new Entrepreneur opinion piece cites iHire's 2026 Toxic Workplace Trends Report, which found 79% of employees who experienced a toxic workplace blamed poor leadership and management rather than vague cultural issues. The author, drawing on nearly 20 years of corporate observation and an interview with Intero Digital's Jana Boone, argues executives often default to blaming 'culture' because it spreads responsibility rather than naming specific leadership decisions.
Starbucks CEO Brian Niccol said the coffee chain's recovery is taking hold, attributing the progress to a leadership focus on returning to core operational fundamentals. He framed the strategy as less about product innovation and more about disciplined execution of basics.
An opinion column argues that AI notetaking tools, which transcribe and archive meetings and discussions in full, are changing how leaders behave in decision-making settings. The author contends that because every remark, hesitation and deleted comment is now recorded, executives are shifting their attention toward managing this permanent record rather than focusing on making sound decisions.
A published opinion column argues that OpenAI CEO Sam Altman, who is not a trained scientist or scholar, is unfit to hold significant influence over the trajectory of artificial intelligence and its impact on humanity. The piece draws a contrast with J. Robert Oppenheimer, the physicist who led the Manhattan Project, to question Altman's qualifications for the outsized role he plays in AI development.
An executive in the cotton industry describes spending close to 200 days annually traveling to farms, mills, factories, brand headquarters and trade meetings worldwide. The executive says this constant in-person contact with people across the supply chain has shaped how they lead and make decisions.
An Entrepreneur contributor opinion piece warns that pressure to 'move fast' on AI adoption is pushing leaders into hasty decisions on technology, talent and investment. The author cites a finding that nearly one-third of U.S. hiring managers whose companies cut jobs due to AI have since rehired for some of those roles, and notes a survey showing only two in five leaders reflect on decisions weekly.
In an interview with The Independent, former Apple CEO Tim Cook said he is not meddling in successor John Ternus's work, now focusing instead on global policy and government relations. Cook, who became executive chairman after stepping down in September, said he and Ternus maintain trust and frequent communication, and that he's told Ternus to forge his own leadership style rather than copy him.
A pattern of disengagement among top employees often appears months before they formally resign, with reduced participation in meetings and less initiative. Leaders are encouraged to monitor these subtle behavioral shifts regularly, rather than relying solely on annual surveys or exit interviews. Tracking such signals can help organizations address potential departures proactively.