There’s a growing paradox at the heart of the modern workplace. Artificial intelligence is advancing at an unprecedented rate, capable of generating pitch decks, summarizing meetings, writing RFPs, analyzing spreadsheets, and even sending our avatars …
I’ve been through so many of these calls that they’re more predictable than a Tyler Perry plot. They start with small talk about the weather or “exciting” weekend activities. I recite my 90-second mini bio, walk through my resumé bullets, and listen f…
What’s the best way to connect with others during a conversation — especially if you need to discuss a difficult subject, or the person you’re speaking with may disagree with you? A few simple changes to your approach can make a huge…
The brain is wired for shortcuts and speed, not always for accuracy. It’s not a flaw. It’s just nature’s way of helping us survive. However, the errors in our thinking, also known as cognitive biases, can interfere with how we perceive others or make …
Respect isn’t a buzzword or a line in a mission statement. It’s a strategy, and one that I used to build an empire during my time leading Syms, the first truly off-price retail chain in America.
When my father, Sy Syms, and I grew our business from…
As I illustrate in my forthcoming book, we live in an age of authenticity worship. From corporate mission statements urging employees to “bring their whole selves to work” to self-help gurus insisting that “being real” is the only path to fulfillment,…
If you’re Gen Z, you probably grew up on algorithms that whisper “monetize it” the moment anything feels fun. The importance of personal brands is constantly drilled into you, along with a side of LinkedIn wins, Etsy grinds, and side hu…
My first job as an opinion columnist was here at Fast Company, writing the back page column for the magazine, circa 2006 or so. The column was about the absurdities of the innovation industry and over-the-top marketing stunts, and anything that could …
Your emotions at work aren’t fixed, even when they feel completely overwhelming during high-pressure situations. We can change them (with some effort and practice) to improve our performance, enhance our leadership effectiveness, and achieve our…
When Peter Drucker first met IBM CEO Thomas J. Watson in the 1930s, the legendary management thinker and journalist was somewhat baffled. “He began talking about something called data processing,” Drucker recalled, “and it made absolutely no sense to …
