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A founder shifted from making decisions alone to engaging team input through targeted questions, revealing risks and gaps previously unnoticed. This change involved asking four key types of questions—foundation, practical, perspective, and alignment—to enhance clarity and decision quality. The new approach led to better outcomes and stronger team collaboration.
United Airlines CEO Scott Kirby described two early jobs, including work as a Texas trucker, that shaped his leadership approach. He said these experiences taught him that giving people your time is one of the most valuable gifts a leader can offer, and that how you make people feel is what they remember most.
A leadership coaching column describes the case of a manager named Clara who felt exhausted and uncertain after her boss repeatedly changed strategic direction. The coach recommends employees use targeted questions to clarify priorities rather than confronting a boss about team morale directly.
Joe Jordan became Domino's CEO on October 1 after nearly 15 years at the company, having joined in 2011 as vice president of innovation and worked through marketing, operations and technology roles. He told the Wall Street Journal he plans to have top executives report directly to him rather than naming a successor to his former chief operating officer post, and wants to push more product experimentation like the single-serving pizza launched in August.
Joanna Gaines said she and husband Chip had drifted from Magnolia's original purpose after nearly 25 years building the lifestyle, retail and media brand. She said a specific decision helped them refocus, though the exact change was not detailed. Leadership experts cited in the report said the move was the right one for the founders.
An advisor recounts working with leaders at major companies, including a CEO of a $2 billion-revenue firm, who privately admitted deep uncertainty about their AI investments despite projecting public confidence. The piece argues that executives across industries are making AI decisions with incomplete information, and that unspoken fear often drives delays disguised as caution.
A leadership commentary argues that how employees interpret change—such as an AI tool announcement—depends heavily on framing rather than the facts themselves. It uses the example of a company memo about a new AI coding assistant, showing one engineer fears job loss while another sees relief from tedious work, to illustrate how identical information can produce opposite reactions. The piece then proposes five mindset shifts leaders can use to help teams reframe uncertainty more constructively.
Jotform founder Aytekin Tank reflects on building his leadership approach after launching the company in 2006 without prior management experience. He says he eventually rejected both authoritarian and hands-off models, instead developing a style rooted in hiring good people, vulnerability, and quiet empathy rather than charisma.
A commentary piece recounts a personal family story involving polio to argue that business leaders have a role to play in creating opportunities for young people. The author uses this history to frame a broader argument about corporate responsibility toward the next generation.
An Entrepreneur contributor argues that many organizations treat every setback as a crisis and every win as cause for celebration, with no steady middle ground. The piece says high performers are hit hardest because they're repeatedly given extra work as 'sure bets,' and outlines a five-step leadership approach: calm, clarify, choose, support and recognize.
An Entrepreneur contributor argues that many workplace failures stem from an 'expectation gap' — the difference between what a leader means and what a team understands. The piece proposes a four-step method: state the desired outcome, demonstrate what success looks like, confirm understanding, and recap the agreement in writing.
An Entrepreneur opinion column argues that new CEOs should use their first 60 days to build relationships beyond the obvious stakeholders like the board and investors. It cites Equilar data showing 12-13% of CEOs are new each year, with about 28% hired externally, and recommends also speaking with predecessors, partners, recently departed clients and frontline staff. The piece offers tactics such as building a KPI-based scorecard, watching for cross-functional friction, and delaying restructuring.