Most managers dread giving feedback. Offering a blend of praise and criticism is supposed to help your team members do more of what they’re good at and improve in areas where they’ve missed the mark. But research shows it rarely works that way.

If there’s anything the last decade has taught us—and the Covid-19 pandemic has punctuated in grand fashion—it’s that businesses must get digital or they may become invisible.

Medical laboratory professionals form the backbone of healthcare and the public health system.

Many tools and concepts can be applied when implementing a transformation in a business. But what makes the transformation meaningful? What is the thing that will drive the transformation’s success?

The importance of medical device cybersecurity is growing exponentially. As more devices become connected to the internet, threats to public safety mount.

‘Diversity means lots of things,” says Amir Goldberg, an associate professor of organizational behavior at Stanford Graduate School of Business. “These days, it evokes the idea of race or gender, but it’s also about how people think.”

A tall, thin man in his late 50s approached me after my closing keynote for a manufacturing association conference on how leaders can avoid business disasters. He looked distraught and agitated. I hoped he wasn’t angry with something I said.

For many organizations, the biggest challenge of innovation isn’t coming up with good ideas—it’s making sure those good ideas are noticed and acted upon.

People interact with machines in countless ways every day. In some cases, they actively control a device, like driving a car or using an app on a smartphone. Sometimes people passively interact with a device, like being imaged by an MRI machine.

For managers seeking to boost employee engagement, this is something that can only be earned, not enforced. If the past two years have shown us anything, it’s that genuine employee enthusiasm, motivation, and drive at work come from a passion for the work.