My husband and I look at the world somewhat differently and, because of that, there are many topics that we have almost unconsciously agreed not to talk about.  Yankees vs. Mets to give but one example.  We are both smart enough to know that you don’t change someone’s mind by arguing and we share so many core values that we’ve been happily married for a very long time with just a handful of topics off-limits. When I stumble onto a new, off-limits topic I am always surprised.  Many, many years ago he was in a rare, down mood and asked me, “What is the meaning of life?” I quickly answered without thinking about it, “Life is short and then you die,”…

A while ago I wrote about how grateful I was that a valued employee was brave enough to tell me that he didn’t think I was doing a very good job (The Crone in the Corner Office, July 14, 2016: “Hearing Loss at the Top of the Mountain.”).  Many readers wrote to me privately since that essay appeared, asking for advice on giving their boss feedback.  Oh, the awful boss stories I’ve heard, leading me to write again about how we must take responsibility for ourselves and our own issues (The Crone in the Corner Office, September 8, 2016: “Does Your Boss Need Therapy, Coaching, Miss Manners or Meds? How About You?”). Clearly, I have grossly underestimated the degree of hearing…

If you do an Internet search on leadership and change management the results might surprise you. First of all, you’ll find thousands of citations returned but perhaps that’s to be expected.  I was a bit taken aback by the sheer number of academic programs, institutes and centers that are researching and instructing on leadership and change management.  But what really surprised me was the fact that you could get a PhD in Leadership and Change Management from a number of institutions.  I made a note to go back and see which programs “transfer” real world credit. Change is hard.  But before we even get to the hard part we have to acknowledge that change is necessary.  Sometimes the necessary part smacks…

The day I announced I was leaving my company I was teary and euphoric. If I had any reservations about my decision, the die was cast. I asked my son to have lunch with me and I drank too much. I pouted out loud a bit as one of the regional executives who attended my announcement meeting in case any staff member had questions about the transition just walked out afterwards, not thinking it was important to note that people were actually crying as I said goodbye. The day after my last day – or the first day of the rest of my life – I bought a new iMac, met with my accountant, met with my attorney, filed papers to register…

When I was being interviewed for the top job at MRI, the process was long and arduous.  United Information Group owned the company at that time, and, toward the end, I was flown to London to undergo a series of interviews and assessments with the UIG consultant.   I was offered the job and up to my neck in problems when I received a packet with my “results” in the mail.  The assessments and interviewer had scored me on a number of dimensions: intellectual ability, thinking style, relationship management, drive and resilience, change capability, risk management, teamwork, commercial and customer skills and international potential.   But it was the assessor’s comments that left me fascinated and disturbed.  I won’t bore you with all…

Today is my birthday and on my birthday I wear a tiara.  No kidding. I wear it on the subway and the bus and to client meetings.  Last year I wore it to the mall, much to the delight of the sales staff in Sephora where boys and girls took turns trying it on and taking selfies (no fear – I carry a spare just for sanitary reasons when the occasion requires sharing). Over the years it’s become an amusing joke among my staff and my friends in the industry.   Why do I do it – other than the fact that I am an attention-seeking extravert who is an only child and grew up listening to Sally Starr sing that your…