An unrecognized affliction is striking certain gifted performers at the top of their game. Its cause, paradoxically, is success itself. These stars, who thrive on conquering new challenges, can lose their bearings and question their purpose once a job has been mastered. A vague dissatisfaction gives way to confusion and then to inner turmoil. Left unattended, this summit syndrome can derail promising careers.
From the March 2007 issue of Harvard Business Review.
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In a short article from "Forethought", Daniel Goldstein offers some advice on getting an unrecognized brand to be known. Then, there are two full-length articles that take a look at specific management challenges. In "Leading Clever People", authors Rob Goffee and Gareth Jones offer some tips on how to lead your most creative employees, especially when they're the types who don't want to be lead.
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