Many corporate leaders are overcoming their hesitancy about wading into divisive social issues. Prof. Jeffrey Sonnenfeld offers some guidelines for when and how business leaders should weigh in.
At a virtual meeting convened by Yale SOM leadership expert Jeffrey Sonnenfeld in the wake of the attack on the Capitol, CEOs voiced worries and brainstormed ideas for how business can help strengthen democracy.
Joe Biden and Kamala Harris will take on an array of monumental challenges, including controlling COVID-19, making progress on the climate crisis, and confronting racial injustice. We asked faculty members who specialize in these and other subjects what research-based counsel they would give to America’s new leaders.
We asked faculty with expertise in psychology, entrepreneurship, healthcare, economics, and more for their best ideas to bring the lessons of the last year to the next.
In the final act of Donald Trump‘s presidency, Yale SOM's Jeffrey Sonnenfeld sees echoes of “monarchical” CEOs who purge truth-tellers and surround themselves with sycophants—and invariably make an involuntary exit from the C-suite.
In a hastily assembled call on November 6, corporate leaders agreed on the importance of smooth transition process and encouraged GOP leaders to endorse the integrity of the election.
We talked to Judith Scimone ’00, chief talent officer at MetLife, about her path into workforce management and what she has learned in a year shaped by the COVID-19 pandemic and the Black Lives Matter movement.
As the U.S. approaches a divisive election, writes Yale SOM leadership expert Jeffrey Sonnenfeld, business leaders are calling for patience while ballots are counted and a peaceful transfer of power.
We asked Heidi Brooks, who studies organizational behavior and pioneered the course Everyday Leadership, for her advice on how organizations can respond positively to strong opinions and emotions around political issues—both during election season and after the votes have been cast.
Yale SOM leadership expert Jeffrey Sonnenfeld, who studied a previous wave of diversity initiatives, describes how such well-intentioned initiatives can go awry—and how to get them back on track.
A year into his term as governor of Connecticut, Ned Lamont ’80 found himself with a new agenda: responding to the state’s outbreak of COVID-19, one of the first and most severe in the country. We talked with him about the partnerships he formed to bring down Connecticut’s infection rate and the risks that lie ahead.