General Russel Honoré, who headed the U.S. military’s response to Hurricane Katrina, offers blunt advice on surviving organizational disaster

A renowned economist explains how trust in the workplace, or the lack of it, affects engagement and life satisfaction

How the rising unemployment rate is hitting two key sectors and what industry experts and a preeminent economist say will happen next

Costly churn can be reduced if managers know what to look for -- and they usually don’t

How measuring internal customer service drives positive results in one of the world’s biggest medical equipment companies

An expert in decision making explains how business models can help leaders make informed choices

How very different management styles get the same great results at Mars, Incorporated

A Cornell psychologist explains why it’s almost impossible to judge your own competence -- and how to overcome the blind spots

Three million dollars. That's what Doug Fabick figures Fabick CAT made last year on a $500,000 investment, which, says Fabick, "Is a pretty damn good return." In fact, that's a 600% return on investment -- enough to make even Berkshire Hathaway stockholders jealous and to inspire CFOs to ask pertinent questions about Fabick CAT's investment strategy. But that half million dollars didn't go into new equipment, buildings, or technology. In fact, there's almost nothing tangible to show for it. Instead, Fabick CAT invested $500,000 on its people. And people are how Fabick CAT made $3 million back.

How a Thai bank picked up the pieces -- and moved to the front of the pack

How one chief executive turned a disaster into record profits

A GMJ Q&A with Shelley E. Taylor, Ph.D., Professor of Psychology at UCLA and recipient of the inaugural Clifton Strengths Prize

Two leading researchers say when companies develop a market orientation and a learning orientation, they increase employee and customer engagement

Exploring the connections between optimism and business success