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Archive: Leadership weaknesses

What's your piece of the mess?

Hyperbolic politicians and the media and gun laws may or may not have contributed, Best as I can tell, we are already into heavy demonizing of "the other" in the aftermath of the tragedy...

By Marty Linsky | January 11, 2011; 07:29 PM ET | Comments (1)

Our role in this tragedy

Our pattern seems to be a brief awakening during a crisis, at which time we are startled and sickened by the horror of what happened, but then we soon return to a semi-conscious state that serves to distance us from...

By Katherine Tyler Scott | January 11, 2011; 07:10 PM ET | Comments (3)

May this be a wake-up call

Leaders set a tone. When leaders in public life speak about their opponents in hateful, over-the-top vitriol, it makes people more fearful of those they disagree with and what they are doing to our country. When "lock and load" and "second amendment remedies" are part of the discourse, it sets a tone that...

By Paul Schmitz | January 11, 2011; 06:59 PM ET | Comments (9)

We need more Joseph Welch moments

Some of the louder voices in our society these days seem to believe that extremely bitter criticism of the government equates with the deepest patriotism. That's not necessarily the case...

By Yash Gupta | January 11, 2011; 11:47 AM ET | Comments (2)

It will take responsible leaders

Provocative radio and TV commentators won't disappear as long as they draw a large audience. But unless responsible leaders reject followers in their own parties who preach lessons of hate, unstable listeners will continue to believe that destructiveness...

By Michael Maccoby | January 11, 2011; 11:42 AM ET | Comments (1)

This is about guns, not rhetoric

Anyone who thinks that "vitriolic political rhetoric" is what killed and wounded the people in Arizona is in desperate need of a crash course in ballistics. It wasn't words; it was a Glock...

By Alan M. Webber | January 11, 2011; 11:35 AM ET | Comments (6)

Sandbox rules for politicians

Thus far, this system of communication has worked on some level because we're tuning in; we're supporting networks, radio stations and publications that broadcast this rubbish; and on some level, the American public is buying in...

By Alaina Love | January 11, 2011; 10:47 AM ET | Comments (4)

It's hard to be hopeful

I am still waiting for a talk show host or politician of any political persuasion to say, "I think my rhetoric has been excessive and...

By Howard Gardner | January 11, 2011; 10:42 AM ET | Comments (3)

The dramatic decline in civility

The time has come for all elected officials and candidates for public office to pledge to refrain from personal attacks and gross distortions of facts for partisan political...

By David Walker | January 11, 2011; 10:14 AM ET | Comments (0)

Confronting our human fallacies

It often seems that, on an innate level, humans are ill equipped to organize effectively, whether it be in the private, public or not-for-profit sectors. Our technological capabilities to build and organize networks efficiently over the Internet have far outstripped our social capacities to...

By Sally Blount | January 4, 2011; 11:38 AM ET | Comments (1)

When what you do outweighs who you are

A cloud of allegations hovers over this year's Heisman recipient, and a shadow has been cast on his character and on the integrity of those who chose him. In his case, fact and fiction are somewhat muddled; but what is clear is...

By Katherine Tyler Scott | December 16, 2010; 09:26 AM ET | Comments (2)

Cam being Cam

Once in an interview in response to the question '"How do you manage all those newly rich, testosterone-rich, self-absorbed men on a professional football team?" Bill Parcells answered exactly the opposite...

By Marty Linsky | December 15, 2010; 01:47 PM ET | Comments (1)

Recruiting character and talent

When Joe Gibbs was building the Washington Redskins into Superbowl champions, his stated criteria for drafting players was...

By Michael Maccoby | December 14, 2010; 03:51 PM ET | Comments (0)

One strike and you're out

No exceptions, no matter how high your station, no matter how important you are to the organization. When you violate the fundamental rules of the institutional culture...

By Benjamin W. Heineman, Jr. | December 14, 2010; 12:46 PM ET | Comments (1)

The meaning of an asterisk

Add Cam Newton's reception of the Heisman Trophy to the long list of examples of athletic "excellence" coming before sports "integrity." Many names come to mind, but the quintessential example...

By Coro Fellows | December 13, 2010; 11:28 PM ET | Comments (0)

Strong character trumps perfection

As a veteran executive once told me, hire for character. Don't expect to develop something that is not there. If a person lacks a moral compass, don't think you...

By John Baldoni | December 13, 2010; 06:54 PM ET | Comments (0)

The road to ruin

Yes, Cam Newton is an incredible football player (I love watching him play), but we must care about the total person we hold up for emulation in our society. This is about repairing, not maintaining, the moral fiber of...

By Don Vandergriff | December 13, 2010; 03:35 PM ET | Comments (0)

Creating a Benedict Arnold

As with the Benedict Arnold example, star performers can move up the organization to positions of great responsibility, without a clear understanding of the value of ethical behavior and institutional rules and...

By Lt. Col. Todd Henshaw (Ret.) | December 13, 2010; 03:08 PM ET | Comments (0)

Don't care about values? At least stop pretending

it all depends on how important a culture of integrity is. If it is essential (as it is for many top organizations), then you must reward, penalize, hire and fire to that value. But if you aren't going to do that, at least have the courtesy and honesty to delete that...

By Carol Kinsey Goman | December 13, 2010; 02:47 PM ET | Comments (3)

Obama needs to take a stand

Obama looks like an individual without strong values for which he is willing to go to the mat--except for the value of mediation and compromise, which does not work when you occupy a role that requires decisions and the appearance of decisiveness...

By Howard Gardner | December 7, 2010; 10:02 AM ET | Comments (4)

Security isn't just a technical problem

The TSA put forth what was presumably the technically best set of procedures, one that would reduce the likelihood of a terrorist getting on an airplane to close to zero. That's their job. But in the broader picture, TSA's strategy, whatever it is, will not work unless...

By Marty Linsky | November 23, 2010; 09:18 AM ET | Comments (4)

Give us liberty (and, while you're at it, save us from death)!

the TSA should launch a public education campaign. Such an effort should be devoid of slick propaganda and clever slogans. Rather, I want statistics as well as evidence of nuanced thinking on the part of the decision-makers.

By Coro Fellows | November 23, 2010; 02:13 AM ET | Comments (10)

Let's end terrorism hysteria

Airport security should have been handled by contractors. If they did something really stupid--like groin-groping--they could be fired. Government folks can't. Plus, then government would be a step removed from glaring stupidity...

By Ken Adelman | November 22, 2010; 03:40 PM ET | Comments (11)

A problem of political correctness

The mistake is not so much in the technology, which is seemingly effective, as it is in the rigid political correctness that all travelers be treated as equally threatening...

By Slade Gorton | November 22, 2010; 02:14 PM ET | Comments (2)

Avoid backlash in the first place

Remember, no one likes change done to them; while most people willingly support change that they are involved in creating...

By Carol Kinsey Goman | November 22, 2010; 02:10 PM ET | Comments (2)

Get the messaging right

Placing the current, less-than-optional measures within a larger, rational context is the best way for leaders to proceed--whether they head airport security or the US government...

By Howard Gardner | November 22, 2010; 01:57 PM ET | Comments (1)

When culture eats strategy

There's a tendency in struggling organizations to focus on fixing systems and processes, as if structural repairs are all that stands between current problems and success. Certainly, GM did plenty of tinkering over the years, but it wasn't enough. That's because often it's the organizational culture--the day-to-day behaviors and beliefs and attitudes of employees at all levels--that needs changing...

By John R. Ryan | November 17, 2010; 02:35 PM ET | Comments (1)

How to save a company from demise

If culture is, as Terry Deal states, "the way we do things around here;" then corporate leadership must question the underlying assumptions that drive the behaviors of those within the company. Many assumptions are unconscious and have a dramatic effect on operations; surfacing them is critical to a company's ability to change. An integrated approach to leadership means...

By Katherine Tyler Scott | November 17, 2010; 10:55 AM ET | Comments (1)

The danger of complacency

In the army, leadership is continuously cycled. Lieutenants tend to only be a platoon leader for 15 months and then become an executive officer or take another staff position. Captains command companies for no longer than 24 months. Further, any military family can relate to the saying, "Home is where the Army sends you." This consistent leadership change keeps unit atmosphere continuously fresh, preventing complacency issues like GM had...

By West Point Cadets | November 16, 2010; 10:31 AM ET | Comments (3)

Combat insularity, confront reality

Failure to confront reality doomed General Motors, as it has many other companies. When you are really big, you tend to lose the hunger for excellence that many smaller companies have. In its early days, General Motors was a formidable competitor. It understood its customers and...

By John Baldoni | November 16, 2010; 10:18 AM ET | Comments (1)

Mapping GM's decline

It was a failure of leadership as astounding and momentous as the company's early achievement. Time will tell if the newly profitable automaker has truly overcome the last three decades of its own history and created an organization as committed to brave, effective and conscientious stewardship as the one that grabbed the industry gauntlet...

By Nancy Koehn | November 16, 2010; 10:08 AM ET | Comments (2)

Prior success is a powerful narcotic

Sometimes it takes a clear threat to organizational survival to prompt a new way of doing business that is responsive to changes outside of the company. As we have seen with General Motors before the bankruptcy, sometimes even that is not enough...

By George Reed | November 16, 2010; 10:02 AM ET | Comments (1)

The 'mechanics' of leadership

Remember when Rick Wagoner flew by private jet to DC to ask for a bailout? GM's executives ignored the seemingly obvious cost-cutting measure of reducing executive pay--something Toyota enacted without government instruction. A sense of "just" compensation--legitimate or not--prevents both union leaders and executives from making the obvious decision to cut costs...

By Coro Fellows | November 16, 2010; 12:34 AM ET | Comments (1)

GM's 'arrogance' virus

They arrogantly believed that foreign manufacturers were likely to produce lesser products that the American public wouldn't purchase. That is until Toyota came along and ate GM's lunch, Honda their breakfast and European manufacturers their dinner. By the way, GM would be wise to watch out for both Subaru and Hyundai, who are as we speak nibbling on pre-dinner hors d'oeuvres...

By Alaina Love | November 15, 2010; 05:37 PM ET | Comments (3)

Too big to U-turn

A company is asking for trouble when it becomes so big, when its profits are so great, that it believes it can do no wrong. GM's woes are the woes of a company that stopped scanning the landscape to see how the industry could be changing, a company that stuck to the same old formula for success and neglected true innovation, a company that forgot that what worked yesterday won't necessarily work today...

By Yash Gupta | November 15, 2010; 03:57 PM ET | Comments (0)

Reviving a boiled frog

It is so much easier for leaders to rally the troops in response to crisis, because the rationale for change--the "burning bridge"--is evident. But today our organizations are dealing with forces that are so dynamic and fast moving that to wait until there is proof of crisis is to respond far too late. The way that the accelerated pace of change drastically shortens response time was once explained to me in the following manner...

By Carol Kinsey Goman | November 15, 2010; 01:11 PM ET | Comments (0)

Know when to let your members off the hook

She has become the issue, rather than keeping front and center the issues she says she cares about--such as restoring the Democratic majority and keeping the White House in 2012. Her seeking re-election to the post is another example of her putting herself above her party and, once again, doing what no legislative party leader should ever do: forcing her members to make a bad vote that is likely to haunt them two years from now. It is as if she has learned nothing at all from...

By Marty Linsky | November 11, 2010; 05:26 PM ET | Comments (4)

Things fall apart

How can Congress make the best use of the next two years? To answer that question it is important to note that the interests of the Democratic Party should not supersede the interests of our nation. Rather, our next minority leader must further bipartisan decision-making. As such, there is no need to look at whether Speaker Pelosi is the best person for the...

By Coro Fellows | November 9, 2010; 04:10 PM ET | Comments (3)

Dems need new blood

If the Democrats' congressional leadership is unchanged after the party has taken such a hit, it might well create the additional problem of discouraging frank and open conversation about the necessary changes that the Democrats must consider. They just can't stick to the same old recipe...

By Yash Gupta | November 9, 2010; 02:58 PM ET | Comments (3)

'A wish for leaders'

There are some key questions that should be considered by both, even though Senator Reid has retained his formal position and Speaker Pelosi's fate is now dependent on the votes of her peers. In the final analysis, both will have to be authorized by those they want to influence. Can they present and represent their positions...

By Katherine Tyler Scott | November 9, 2010; 02:49 PM ET | Comments (0)

Acceptable vs unacceptable failures

If your personal values are aligned with those of your organization, you will know how much and what type of failure is too much. If you hold true to your values and have the courage to accept responsibility for your actions, you'll know when you need to step aside. At the end of the day, we must act...

By West Point Cadets | November 9, 2010; 02:41 PM ET | Comments (1)

It's a problem of peer judgment

From an "electoral" perspective, Pelosi's performance could, of course, hardly have been worse: Democrats suffered a historic loss of more than 60 seats and Pelosi herself became the poster child for alleged Democratic "wrong track" ideas. But from a "legislative" perspective, Pelosi's performance was also historic in...

By Benjamin W. Heineman, Jr. | November 9, 2010; 02:30 PM ET | Comments (0)

How Pelosi is like KU's Coach Gill

House Speaker Nancy Pelosi faces a situation many authority figures face when they are linked to poor results. But Pelosi can take heart, she has a kindred spirit here in the Heartland. University of Kansas head football coach, Turner Gill, isn't a politician, but his job is political. As does Pelosi, Gill makes his living in a full-contact activity. Each also faces a growing chorus of detractors wanting...

By Ed O'Malley | November 9, 2010; 07:53 AM ET | Comments (1)

Good leaders never give up? Nonsense

Forget the myth nurtured on the football field that leaders never give up. Nonsense. True leaders are smart enough to know when to stop bashing their heads against opposition stronger than themselves. Even smarter ones, and may I add more courageous ones, know that the bravest thing to do is to give up...

By John Baldoni | November 8, 2010; 06:02 PM ET | Comments (0)

There is no dilemma

Thoughtful leaders should and do resign after losses far more modest than Nancy Pelosi's of last week. But Republicans, of course, are delighted at her candidacy, delighted at the prospect of her symbolizing Congressional Democrats for two more years. And House Democrats are in disarray, most of them privately wanting to see her back but afraid to say. At least for the moment...

By Slade Gorton | November 8, 2010; 05:56 PM ET | Comments (1)

Democrats should stick with Pelosi and Reid

Both Obama and Pelosi have been effective leaders for the Democrat constituency. Neither has connected with the Republican constituency. Would other Democrats do better? Should Pelosi be replaced by a Democrat considered more centrist? The danger is that this would alienate...

By Michael Maccoby | November 8, 2010; 05:51 PM ET | Comments (10)

'How sweet it is to wear the crown'

We Republicans are delighted that the Democratic faces in Congress remain those of Pelosi and Reid. Their decisions to remain leaders is bad news for Democrats. Yet it's surprisingly unsurprising. Even great historic leaders like Winston Churchill, Charles de Gaulle, Maggie Thatcher, and many others simply hung on too long. Why do they, even after achieving great feats? Shakespeare puts the reason simply: "How sweet it is to wear the crown"...

By Ken Adelman | November 8, 2010; 05:44 PM ET | Comments (2)

Some force-fed humility

Congresswoman Pelosi has lost credibility by insisting on remaining the head of the Democratic caucus in the wake of the recent elections. By 'fighting' to stay in the limelight, she leaves the impression that her agenda is more about her than about the things she claims to believe in. A more credible and humble approach would be...

By Bob Schoultz | November 8, 2010; 05:39 PM ET | Comments (7)

On being a 'net negative'

Pelosi has become an anchor around the neck of the once hopeful Democratic Party, and the election should have been signal enough for her to move on. Any attempt on her part to linger, to continue to represent Democratic ideals and intentions, will further set the party back. She's had her opportunity, it's time for new blood...

By Lt. Col. Todd Henshaw (Ret.) | November 8, 2010; 05:30 PM ET | Comments (4)

Hope: Version 2.0?

Question: Like U.S. presidents, military and non-profit leaders often face the equivalent of "midterm elections" in which they and their strategies are subject to an initial market test or performance evaluation. What's the first thing President Obama, or any leader,...

By Coro Fellows | November 3, 2010; 02:26 PM ET | Comments (3)

Obama needs to embrace his critics

One of Obama's biggest mistakes in his first two years has been disdaining his critics, beginning with his demeaning reference at that San Francisco fundraiser during his own campaign and culminating in...

By Marty Linsky | November 2, 2010; 10:47 AM ET | Comments (5)

Take a deep breath

What that means for a leader is that setbacks, even those personally directed at your leadership, are not about you as a person; they are about you as a leader. You must consider such feedback or setback as a challenge. What you do after being tested is the measure of your...

By John Baldoni | November 1, 2010; 05:32 PM ET | Comments (0)

Painting states into colors

The current political campaign language is deeply divisive. Painting states into colors denies our diversity and reinforces the delusion of independence. It rewards insularity and social callousness, i.e., "if I have adequate health care and you don't it's not my problem"; "if my children can get the best education and yours can't, that's too bad"...

By Katherine Tyler Scott | October 26, 2010; 12:17 PM ET | Comments (5)

Smart leaders compromise

It is so disheartening to see compromise being dragged through the mud of what purports to be political discourse. Politicians desperate for cash and voters roundly criticize compromise as somehow being a tool of deceit and an indication of lack of spine. When in reality, compromise is not only a sign of intelligence; it is a sign of...

By John Baldoni | October 26, 2010; 09:53 AM ET | Comments (2)

Intuition without integrity

At the center of his life is a deep, dark secret that, if made public, could destroy his life and career. That is a huge burden to carry. Secrets are never good for leaders, and he's got a big skeleton in a small closet. His secret carries three problems...

By Paul Schmitz | October 21, 2010; 02:22 PM ET | Comments (1)

What does it say about today's culture that we've idolized Don Draper?

Although Draper's inappropriate drinking, disregard for employees and sexually harassing behavior toward women would definitely get him fired in today's organizations, it is his unreflective steamroller approach to getting what he wants at any cost that would prove lethal to the organization as a whole. So why, if he is so ill suited for today's organizations, do we still find him so fascinating?

By Amy Fraher | October 19, 2010; 02:11 PM ET | Comments (10)

Respect, not fear, rules the roost

People will perform the bare minimum and possess no drive for excellence under a leader they fear without respect. This ultimately limits the organization's potential, as subordinates are more concerned with avoiding punishment. I'd say Don Draper's effectiveness lies within his loyalty to...

By West Point Cadets | October 19, 2010; 11:35 AM ET | Comments (0)

360 degrees of Don Draper

Don Draper's Machiavellian leadership style can certainly claim many successes in the show. His consistently brutal criticism motivated Draper's subordinates on various occasions to work late nights in order to seek his approval. His unbiased appreciation for quality work provided Peggy the opportunity to leave her secretary's desk and earn a position as a copywriter. However, Draper's emotional detachment and unapologetic attitude also produced some costs in his professional...

By Coro Fellows | October 18, 2010; 05:33 PM ET | Comments (9)

In both drama and leadership, character is action

Don is a flawed character, rich in dramatic power but ultimately a leader with serious deficiencies. Ask yourself this: is Don someone you would want to count on in a crisis? A likely answer would be no. His interest in self-preservation would outweigh...

By John Baldoni | October 18, 2010; 11:40 AM ET | Comments (1)

The 'Mad Women' are the show's exemplars

Don Draper is a mess. His agency is a mess. His personal life and values are a mess, and his sense of leadership has all the sensitivity and steadiness of an active volcano. His special quality of creativity may be enough to land business and help sell products, but it is hardly the glue that makes this a strongly...

By Peter Hart | October 18, 2010; 11:34 AM ET | Comments (2)

What Don Draper gets wrong

Don Draper has a few things right: it is actually a huge weakness when leaders focus, either consciously or unconsciously, on being liked. It is impossible to please everyone, and sometimes difficult decisions need to be made that will hurt individuals in service of the greater...

By Doug Guthrie | October 18, 2010; 09:55 AM ET | Comments (1)

Draper's search for identity

All of the tensions that have made a shambles of his personal life, and the lives of so many people around him, have made him an award-winning idea guy. Without Don's fierce and brutal search for identity, there would be no Sterling Cooper Draper Pryce and the Time-Life Building would be looking for a new tenant on its...

By Donald Kettl | October 18, 2010; 09:46 AM ET | Comments (0)

Is Don Draper a leader? Maybe. A good leader? No.

Draper seems to have an astounding ability to ignore the consequences of his behavior. A lack of moral imagination and stunted sense of right and wrong seems to insulate him from the implications of his actions. He knowingly advertises for harmful products, lives a life built upon a foundation of deceit, and...

By George Reed | October 18, 2010; 09:39 AM ET | Comments (0)

Zuckerberg's expensive lesson

Who wants to take on such an undertaking when there are not enough hours in the day to manage a company, build a market and deliver on the organization's promise to customers, employees and shareholders? (One can almost hear executives of different stripes and spots asking themselves this under their breath.) But this is not the relevant question. The key question is: which leader can afford not to develop a good outside game? And at this moment in history, the answer is...

By Nancy Koehn | October 6, 2010; 02:00 PM ET | Comments (1)

He'll figure it out

Would having a better outside image be a positive for Mark Zuckerberg? Of course. Good PR is always better than bad PR. On the other hand Mark has, at a very young age, figured out how to...

By Marshall Goldsmith | October 4, 2010; 02:31 PM ET | Comments (0)

When not to listen to experts

A leader's assumptions and incentives may be different from those of experts. In the case of Obama and the generals, the president--not the generals--is accountable to the American people. It is his responsibility to define and defend...

By Michael Maccoby | September 28, 2010; 09:22 AM ET | Comments (1)

When political realities trump good advice

The president should always have the courage to overrule his advisers when he believes them wrong; Lincoln is the great example. In this case, however, the president overruled his generals not because he disagreed with their military advice but because of political reality...

By Slade Gorton | September 27, 2010; 03:07 PM ET | Comments (0)

The tea party, Wikipedia and al-Qaeda: shared leadership lessons?

It's interesting that the two organizations that best exemplify "distributed leadership" (or at least get the most attention for making use of it) are the Tea Party and al-Qaeda. Both illustrate the strengths and weaknesses of this approach to...

By Paul R. Portney | September 21, 2010; 05:15 PM ET | Comments (6)

Vice: our common ground

They call it public life for a reason. If you have a vice, share it -- we'll find out about it anyways.

By Robert Goodwin | March 4, 2010; 11:07 PM ET | Comments (1)

Private peccadilloes, public sin

Shouldn't we be less concerned about the smoking president and more concerned with the smoking gun that indicates that our leaders are breaking the public trust?

By Juana Bordas | March 3, 2010; 02:02 PM ET | Comments (0)

Privacy is old-fashioned

Says Google CEO Eric Schmidt: "If you have something that you don't want anyone to know, maybe you shouldn't be doing it in the first place."

By Amy M. Wilkinson | March 3, 2010; 10:42 AM ET | Comments (14)

A refreshing breath of off-message reality

How do we know what's real and what's artificial? A sly peek at a leader's vices helps make them real people.

By Donald Kettl | March 3, 2010; 10:19 AM ET | Comments (0)

Leave them alone!

We are all human beings and these "little vices" are not impacting their work.

By Marshall Goldsmith | March 3, 2010; 10:14 AM ET | Comments (0)

Vices can be humanizing

Perhaps by having his temper exposed, Brown has been revealed as passionately pursuing an agenda which the public understands.

By Michael Maccoby | March 2, 2010; 11:47 AM ET | Comments (1)

Quit in public

The president would do well to say, "Look, I smoke now and then, but I know it's unhealthy, and I'm working hard to quit."

By Yash Gupta | March 2, 2010; 10:56 AM ET | Comments (0)

In praise of damaged leaders

Our next great leaders will dare to be flawed and that, in part, is why people will follow them.

By Martin Davidson | March 2, 2010; 05:45 AM ET | Comments (3)

Not a character flaw

I am not an supporter of most of President Obama's policies, but I wish him every success in fighting the habit.

By Slade Gorton | March 2, 2010; 05:31 AM ET | Comments (0)

The $400 haircut

Pay less attention to the vice and more attention to the disparity between who leaders pretends to be and what they actually do in real life.

By Alan M. Webber | March 2, 2010; 05:15 AM ET | Comments (69)

'The vices I admire'

As Winston Churchill, himself no stranger to brandy and cigars, once quipped about someone he knew: "He has all the virtues I dislike and none of the vices I admire."

By John Baldoni | March 2, 2010; 05:07 AM ET | Comments (1)

Leaders: Approach the confessional!

Honesty for leaders is still the best policy. Because if they don't talk about it first, someone else will bring it up.

By Coro Fellows | March 2, 2010; 12:40 AM ET | Comments (1)

The self-aware leader

At a very basic level, trustworthy leaders are those whose actions are consistent with their words

By Gail S. Williams | March 1, 2010; 02:36 PM ET | Comments (3)

Leaders who are 'just like us'

People around the world struggle everyday with habits that they cannot break, and we all lose control over our emotions at times.

By Scott DeRue | March 1, 2010; 02:31 PM ET | Comments (0)

Frank with frailties

I don't think it is easy for those of us who have never smoked to understand the grip that nicotine gets on smokers.

By John H. Cochran, MD | March 1, 2010; 02:26 PM ET | Comments (0)

Strong doesn't mean perfect

In fact, people don't trust "perfect."

By Carol Kinsey Goman | March 1, 2010; 02:14 PM ET | Comments (0)

No Oprah-style confession

In an age of transparency, it is not possible to hide these personal habits, so far better to be straightforward and honest about them.

By Howard Gardner | March 1, 2010; 02:07 PM ET | Comments (0)

 
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