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17 GoKawiil briefs on this topic

Entrepreneur op-ed warns undocumented succession plans risk family business breakups

A contributor writing for Entrepreneur argues that most business owners fail to formally document their exit and succession wishes, leaving families to guess at intentions during crises like death, disability, divorce or disagreement. The piece cites the statistic that half of all owners will eventually exit due to one of these 'five Ds,' often without written guidance in place.

United CEO Scott Kirby Caps Meetings at Four Hours, Reads Three Hours Daily

United Airlines CEO Scott Kirby says he limits his daily meeting load to a maximum of four hours and insists sessions be conversational rather than PowerPoint presentations read aloud. He instead dedicates roughly three hours each day to reading books, newspapers and magazines, after waking around 5:30 a.m. and exercising.

Study Links Meeting Frequency to Faster Wage Growth, Harvard Economist Finds

A new NBER working paper from researchers at Harvard and the Norwegian School of Economics surveyed over 9,000 workers and found that time spent in meetings was the strongest predictor of wage growth among all workplace activities studied. Meetings consume about 12% of work hours on average, and the study found firms with more meetings tend to be more successful overall, while employees attending more meetings saw greater pay and career progress.

Study challenges assumption that longer workdays mean more meaningful output

New research and workplace analysis argue that the standard eight-hour workday does not translate into eight hours of genuinely productive effort, as constant notifications, emails and meetings crowd out meaningful tasks. The piece contends that not all work hours carry equal value, and that rising expectations for output—now amplified by AI tools—mask how little of the workday is actually spent on high-value activity.

Framework Offers Science-Based Method to Avoid Dumb Meeting Questions

A new science-based model proposes ways to identify and steer clear of unhelpful or poorly framed questions during meetings. It challenges the popular workplace mantra that 'there are no stupid questions,' suggesting instead that some interventions genuinely waste time or derail discussions.