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Rotman Management Magazine - - FROM THE EDITOR - Karen Chris­tensen, Edi­tor-in-chief edi­tor@rot­ Twit­ter: @Rot­man­mgmt­mag

feel­ing con­fi­dent about your leadIF YOU OPENED THIS MAG­A­ZINE er­ship skills, con­sider this: Ac­cord­ing to Mck­in­sey’s study of 80,000 lead­ers, 77 per cent be­lieve they do a good job of en­gag­ing their peo­ple and fos­ter­ing pro­duc­tiv­ity; yet 82 per cent of em­ploy­ees dis­agree. Worse yet, more than one third of em­ploy­ees — 35 per cent (!) — would gladly forgo a pay raise to see their boss fired.

Clearly, lead­ers can do bet­ter. What if you could raise your level of self-aware­ness ex­po­nen­tially? Learn to ask bet­ter ques­tions and form bet­ter prob­lem state­ments? Help the peo­ple around you build up their re­silience? And ban­ish bias from your or­ga­ni­za­tion? In this is­sue of Rot­man Man­age­ment, we ex­am­ine a va­ri­ety of ways to take your­self to the next level as a leader and col­league — and make the most of your po­ten­tial.

We kick the is­sue off on page 6 with Big Data: From Bias to Bet­ter De­ci­sions, where Rot­man Pro­fes­sor of Strate­gic Man­age­ment Kristina Mcel­heran and co-au­thor Me­gan Mac­garvie pro­vide use­ful ad­vice for get­ting the most out of your or­ga­ni­za­tion’s data.

Are you where you want to be, pro­fes­sion­ally? If not, is it pos­si­ble that your per­son­al­ity has been slow­ing you down? On page 18, Kel­logg School of Man­age­ment Pro­fes­sor Carter Cast looks at How Bril­liant Ca­reers are Made — And Un­made.

What prob­lem are you try­ing to solve? Ac­cord­ing to MIT’S Nel­son Repen­ning and co-au­thors, for lead­ers, there are few ques­tions more pow­er­ful. They de­scribe how to de­velop The Most Un­der­rated Skill in Man­age­ment on page 62.

Else­where in this is­sue, we fea­ture best-selling au­thor Daniel Pink in our Thought Leader In­ter­view on page 12. On page 80, we in­tro­duce you to some of Canada’s Most Pow­er­ful Women — all of whom have a con­nec­tion to the Rot­man School. And in our Idea Ex­change, UC Berke­ley Pro­fes­sor Morten Hansen ex­plains what it takes to be great at work; the Ex­ec­u­tive Direc­tor of the Rot­man Self- De­vel­op­ment Lab­o­ra­tory, Maja Dji­kic, de­scribes the path to self-aware­ness on page 94; Univer­sity of Penn­syl­va­nia Psy­chi­a­trist Jody Fos­ter shows how to deal with the ‘sch­muck’ in your of­fice on page 94; Sil­i­con Val­ley ex­ec­u­tive coach Ron War­ren dis­cusses the im­por­tance of 360-de­gree re­views on page 113; and Rot­man fac­ulty Dilip So­man, Roger Martin, Anita Mcga­han, Mark Le­ung and Ingo Rauth dis­cuss their lat­est find­ings.

In a world that is un­der the sway of un­seen forces — from de­mo­graphic shifts to cli­mate change and geopo­lit­i­cal ten­sions — in­creas­ingly, the only thing we can con­trol is our own be­hav­iour. In the end, each of us must de­cide which pro­fes­sional and per­sonal virtues we want to stand for and then make sure that ev­ery ac­tion or de­ci­sion — big or small — is based upon them.

Few would ar­gue that AI, ma­chine learn­ing and other new tech­nolo­gies are fun­da­men­tally chang­ing ev­ery in­dus­try. But as in­di­cated in this is­sue, for an or­ga­ni­za­tion to thrive, its lead­ers must fo­cus just as much on the hu­man el­e­ments.

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