Many leaders don’t accept how bad they are at understanding the risks they undertake. If they did, they could do something about it. Instead they do what all macho managers do to avoid admitting a weakness—resort to mindless bravado.

Amy Fries explains that recent scientific studies are combining with an abundance of anecdotal evidence to establish that when daydreaming we are in our most creative state of mind, tapping into and connecting complex regions of the brain.

Karen Senteio wonders whether blathering—spouting nonsense and management jargon for the sake of being seen to contribute something to a discussion—has become so prevalent it’s becoming a required skill.

If you had to face a stress test to check on your ‘workplace viability’, would you pass? Here are some thoughts on what such a test should contain. Check yourself out.

What we call things tells the world the hidden truth about how we think. In the world of work, the language leaders use to describe their subordinates reveals the true nature of the relationship—the hidden dynamic underneath any surface politeness. If you want to know what your boss really thinks about his or her subordinates, all you have to do is listen carefully.

Nina Simosko points us to an article that suggests we can all learn from the ‘creative’ industries when it comes to unearthing the talent for innovation and fresh thinking hidden within our organizations.

Many of us spend time and energy trying to convince ourselves we are big fish in small ponds or even bigger fish in larger ponds. The reality, says Peter Vajda, is we are little fish in little ponds, spending our lives with no idea what may be beyond our immediate experience or long-held beliefs.

Guest author Suzanne Bates argues women in business have never had a better opportunity to advance than they do today, provided they develop the right skill set.

What do you do if your organization goes nuts? John Fletcher confronts the problem of staying sane in the midst of obvious symptoms of corporate madness.

One of the things they teach you in business school is that, “what you test is what you get.” If you test for high test scores, that’s what you get. You don’t necessarily get a better education or more skills, just higher test scores. Off the top of my head, I know of no jobs that require that you take standardized tests the whole time.