I have had the opportunity to coach a number of different leaders. Sometimes I’m asked to observe how a leader interacts with team members and then provide him with feedback about the effect of his behavior on the team.

Often in coaching, managers work on changing their behaviors. But there’s another area you need to pay attention to also—other’s perceptions of you.

Let’s say a store has been selling large snow shovels for $15. The morning after a major snowstorm, the store raises its price to $20. Is this acceptable?

Ihave been thinking a lot lately about innovation and how we may have emphasized one component at the expense of another. Here I’m talking about something that should appear obvious—the focus of innovation in building new things.

A recent interview with Tadashi Nakayama, Nikon’s corporate vice president, provides insight into the strategy of the firm’s Industrial Metrology Business Unit, of which he is deputy general manager.

Leadership is not about telling people what to do. A true leader is one who knows how to serve.

When I am too hot at work, I like to open a window, retrieve an ice lolly from the kitchen, and kick off my shoes. But for many people, this is not an option. Finding the right temperature can make a big difference to how happy—and productive—we are at work.

The world of work shares a single basic transaction, used millions of times a day: translating vital information into human behavior. But operationalizing this formula is not that simple.

If asked whether you guard your company’s secrets, most of us would say, “Well, of course I do.” But I’m guessing that if you are a remote worker, or do any work while on the road, you are blithely handing out company secrets and don’t even know it.

Some of the most celebrated education reform efforts today serve to make instruction more difficult. Personalized learning, project-based learning, mastery-based learning—they all require more work of teachers and more work of students.