Nancy Pelosi’s long history of opposing BeijingBBC
Middle Class Sour Dough parody:
Queensland records more than 18,000 COVID-19 cases after software issue ABC Australia
An emotion is a bet your body makes
Ways of Living Aeon
Tour de France: Jasper Philipsen and Jonas Vingegaard Crowned in Paris Tour de France
‘Parentese’ Is Truly a Lingua Franca, Global Study Finds NY Times
The Rise and Fall of the Manufactured Home – Part II Construction Physics
It’s Okay To Compare Australia In 2016 With Nazi Germany, And Here’s Why New Matilda
Harvard Business Review: “For a long time, whenever companies wanted to hire a CEO or another key executive, they knew what to look for: somebody with technical expertise, superior administrative skills, and a track record of successfully managing financial resources. When courting outside candidates to fill those roles, they often favored executives from companies such as GE, IBM, and P&G and from professional-services giants such as McKinsey and Deloitte, which had a reputation for cultivating those skills in their managers.
That practice now feels like ancient history. So much has changed during the past two decades that companies can no longer assume that leaders with traditional managerial pedigrees will succeed in the C-suite. Today firms need to hire executives who are able to motivate diverse, technologically savvy, and global workforces; who can play the role of corporate statesperson, dealing effectively with constituents ranging from sovereign governments to influential NGOs; and who can rapidly and effectively apply their skills in a new company, in what may be an unfamiliar industry, and often with colleagues in the C-suite whom they didn’t previously know.
These changes present a phenomenal challenge for executive recruitment, because the capabilities required of top leaders include new and often “softer” skills that are rarely explicitly recognized or fostered in the corporate world. Simply put, it’s getting harder and less prudent to rely on traditional indicators of managerial potential….”
See also Fast Company – 7 reasons why emotional leaders are the future “Emotional, sensitive, intuitive leaders will be vital to any organization that hopes to achieve success in the next decade.”
A Story of Gold Bullions and the Missing Trader
