Exercise Your Ethical Muscles

Exercise Your Ethical Muscles: Here are 4 Keys to Being a Better Boss September 8, 2017 By Dov Seidman The animating spirit of business has always been an ambition to do big things—to build something valuable, to solve a difficult problem, to provide a useful service, to explore the frontiers of human possibility.

Thinking Higher, Feeling Deeper

Thinking Higher, Feeling Deeper: Honoring Elie Wiesel July 2, 2017 By Dov Seidman Today marks one year since the passing of Professor Elie Wiesel. To me, and certainly to countless others, Elie Wiesel was a, if not the moral conscience of our world. Professor Wiesel said that “words can sometimes, in moments of

New Metrics for a New Reality

New Metics for a New Reality July 19th, 2016 By Dov Seidman In modern business, perhaps the most sacred management adage is that what you measure is what you get. Therefore, it follows, you must manage what you measure. At the same time, Albert Einstein cautioned that, “Not everything that can be

Capitalism for Everyone or No One

Capitalism is for Everyone for No One May 26, 2014 By Dov Seidman Today, I will be joining a group of business and nonprofit leaders, media strategists, and policy makers at a Conference on Inclusive Capitalism admirably catalyzed and guided by Lady de Rothschild. The Inclusive Capitalism movement is one of a number of laudatory initiatives

Humanity is Job #1

Humanity is Job #1 September 19, 2011 By Dov Seidman As we continue to frequently lurch from one crisis to another, forging a sustainable path forward requires business leaders to rethink the very nature of how their organizations conduct business. The “New Normal” – defined by hypertransparency, hyperconnectivity, and ever- deepening interdependencies --demands new governance structures, organization models

‘How’, Not ‘How Much’

'How', Not 'How Much' August 12, 2011 By Dov Seidman The Dallas Mavericks won the 2011 National Basketball Association (NBA) championship because its leadership team understood that measuring “how” matters more than measuring “how much.” Boards of directors and executive teams should take note. Measuring how individuals and organizations behave concentrates attention and resources

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