Some people become more confident and decisive when they step into leadership roles. Others become louder, less receptive, and harder to reach. Over time, I’ve noticed how power can subtly reshape how people lead and not always for the better.

Many individuals struggle to find fulfillment in their work, often questioning whether jobs can provide meaning beyond financial stability.

From an early age, many of us are taught to view career success through the lens of pay and promotion. This perspective, which is deeply ingrained in our cultural fabric, positions financial gain and hierarchical advancement as the primary objectives of professional life. Society, media, and even educational narratives have long championed this view, painting a picture of success that emphasizes ascending the corporate ladder and achieving monetary wealth as the hallmarks of

One of my favorite books when I was a child was The Little Engine That Could . I still have the worn-out copy my mother read to me, and I...

Shortly after I arrived as a new faculty member at the Hotel School at Cornell University, I was welcomed by Giuseppe Pezzotti, a legendary faculty member known for his warm hospitality. He stopped by my office with a thoughtful gesture: he shared a copy of The Billionaire Who Wasn’t: How Chuck Feeney Made and Gave Away a Fortune Without Anyone Knowing  with me. This book not only introduced me to the remarkable story of Chuck Feeney but also offered lessons on philanthropy t

At about the midpoint of the last semester, a student enrolled in one of my classes stopped by my office. After a few minutes of small talk, she said, “I’m really stressed right now because I’m failing your class.” After suggesting there must be some mistake, I checked the gradebook and confirmed that her average was a B. Then it dawned on me that, to her, B-level work was the equivalent of failing. Perfectionism can be a double-edged sword. On the one hand, striving for exce

I recently met with a student who had a problem that most soon-to-be graduates would love to have: he had two job offers. He began by telling me a little bit about both opportunities. Offer A Offer B Well-known company Lesser-known company 80-90 hour workweek 50-60 hour workweek Above-average starting salary Average starting salary Competitive environment Supportive environment Four hours from hometown Close to hometown Unknown supervisor Supervisor known for mentorship

The uncertainty brought on by difficult experiences triggers fear in our brains. From an evolutionary perspective, this has helped our species survive. However, in modern times, the fear can lead to anxiety, panic, and poor decision making. Leading in difficult times requires leaders to have high self-awareness, regulate their emotions, and monitor their reactions. A leader’s behavior in these high-stakes situations can determine the fate of their organization. When others ar