Give more independence to the Scots—paired with a statement that there will be no more votes for a long time to come
The move comes as GM's blue-chip brand is finally considered in range of—if not quite on par with—the best German luxury rides
Unresolved economic conflicts simmer during a tenuous cease-fire
In becoming Oracle's chairman and chief technology officer, Ellison will leave the software giant he founded in the hands of co-chief executive officers Mark Hurd and Safra Katz
The popular premixed funds are supposed to get more conservative as retirement gets closer. What “conservative” means is open to interpretation
With "activity-based working," you lose your desk and gain your freedom—all for better efficiency
The NFL is facing its worst crisis in 50 years. Why is Commissioner Goodell so sure he won't lose his job?
Two dozen live shows will broadcast professors' ideas for 40 hours a week, serving as a way to broaden Wharton's reach
A report finds high default rates on franchise loans
Stepping into management is often a battlefield promotion. You may even hold onto your previous duties as you assume new ones. In this atmosphere, you can't juggle everything. No one expects you to have all the answers, and you'll only hurt your team by pretending to know more than you do. Instead, swallow your pride. Recognize your shortcomings and your reports' strengths, and capitalize on them. Step back and let them lead, checking in and providing counsel from time to time. Just be careful not to abuse delegation: It can never be a means to regularly duck work or leave early.