Performance

Jeff Webb has guided Varsity Brands from a startup cheerleading operation out of his apartment to a primetime special on NBC and an eventual $2.5 billion sale. He talks with us about the growth of the company and knowing when it was time to step down as CEO.

The board chair and the CEO are critical to the success of D&I strategy, both in their individual roles and in their joint work. Here are five things to do when embarking on the D&I journey

Eddie Lampert understood the need to transform Sears into an e-commerce powerhouse—and that was a key investment thesis of his. Yet somehow it just didn’t materialize. In business, you don't get partial credit for a good idea poorly implemented.

To meet potential and avoid the traps of inertia caused by overthinking and myopia, pragmatic leaders must support robust discovery and focused delivery.

John Carreyrou was one of the few people that saw through Elizabeth Holmes and Theranos when the world was fawning over the Silicon Valley-based health tech company and its enigmatic CEO. The bestselling author of the Theranos expose talks with us about a wide range of topics.

For all their promise, two decades of overblown hype and expensive false starts have clearly demonstrated that robots will not replace humans any time soon. Just ask Elon Musk.

To be a successful CEO or senior business leader, you have to present well. The ability to craft a compelling presentation and deliver it with conviction is perhaps the most important skill for a successful leader.

In America, we clean our teeth every six months and report our public company financials every three. Now, to root out short-term thinking in the C-Suite, President Trump has tweeted that what’s right for dentists is good for American business.

What are the defining attributes of a successful CEO? Everyone is different, but there are a few shared qualities that seem to come up, time and time again.

Sergio Marchionne had to leave the top spot at Fiat Chrysler without ensuring the long-term viability of the company’s brands, products and workforce. Even still, his failings won’t tarnish the remarkable legacy of Marchionne’s nine years at the helm of America’s No. 3 automaker