It's not uncommon for fragile countries to seize pension assets. That's far less likely in America, but the government still poses a risk to retirement saving
The retailer has pledged to spend an additional $250 billion over the next 10 years on U.S.-made products
Obama can reassure the public and instill confidence that the investigation will be conducted properly
A credit card-size computer lets students choose among 10 operating systems
Oil majors are committing more than $90 billion to oil that costs a lot to extract—deepwater oil deposits, drilling in the Arctic, Canadian oil sands. If prices crash, those companies will be seriously exposed
The deceptively simple symbol is packed with allusions
States whose residents most frequently mention kale on Twitter correlate with liberal voting, while those tweeting about bacon are distinctly more conservative
Banks such as Goldman are giving employees more time off, and young analysts say the changes are making their lives more fun
A law intended to curb demand for material from poachers has antique dealers shopping for real estate
The symptoms: Always having a reason, excuse, or explanation ("Yeah, but…"); pointing the finger at others; treating others as the enemy or opposition; building silos rather than supporting enterprise perspective; criticizing and complaining; invalidating ideas and people.
Why it's damaging: Leaders who blame others are perceived as petty, small, and divisive. They polarize the organization and divide people into camps. To avoid being caught in the line of fire, people stay below the radar and wait and see rather than take action.
What to do: Stop pointing out what others did not do, what they should have done, and how ineffective they are. Ask yourself: How has my behavior contributed to this problem or breakdown? Take accountability publicly by owning your role in the problem. Fix yourself, not others.