Archives for April 1, 2026

Although corporate culture has favored “morningness,” effective bosses recognize that people have different, hard-to-change circadian rhythms causing daily fluctuations in peak functioning. They must manage themselves and assign tasks accordingly. Strategic thinking, feedback, and emotionally demanding activities work best during high-energy periods. During low-energy periods leaders should delegate and adopt lower-intensity roles. For teams, schedule high-stakes collaboration during shared peaks and assign challenging tasks during individuals’ peaks and routine work during off-peaks. When peak alignment isn’t possible, prioritize recovery, flexibility, and rotation to prevent burnout and sustain performance.

Senior leaders often rely on the very behaviors that got them promoted—having the answers, projecting confidence, and jumping in to improve ideas—but at the top, those instincts can backfire. As your role gets bigger, those habits can shut people down, limit what you hear, and quietly weaken decisions. The shift you need to make is from proving you’re right to helping others do their best thinking. This article outlines the three common traps above and explains how to avoid them.

Artificial intelligence is often promoted as a force multiplier for organizations, but used carelessly it can erode the very capabilities that make firms competitive. As AI tools become embedded in everyday workflows, employees may rely on them instead of developing judgment, organizations may bury important decisions inside opaque systems, and social interactions that build trust and shared understanding may weaken. This article describes these three risks and shows how companies can respond by protecting critical human skills, preserving decision-making structures, and deliberately rebuilding collaborative spaces. AI should augment organizational intelligence—not replace the human capabilities on which long-term performance depends.