About the author: James daSilva | SmartBlogs

James daSilva James daSilva is a senior editor at SmartBrief and manages SmartBlog on Leadership. He edits SmartBrief's newsletters on leadership and entrepreneurship, among others. Before joining SmartBrief, he was copy desk chief at a daily newspaper in New York. You can find him on Twitter discussing leadership and management issues @SBLeaders

Culture is a real field of study and real, if nothing else, in the sense that people believe in it and can perceive good, bad and nonexistent cultures.

But “culture” used off-hand is vague. It implies stasis when individual humans are not static. An organization is merely a collection of individual humans, and so culture is always fluctuating, affected by internal and external forces, and fragmenting.[…] Continue Reading »

I spend many, many hours watching the NBA playoffs each spring. The first round is, in many ways, my favorite: up to four games per day, and intense excellence from so many players and teams.

The playoffs bring out heightened tensions and passions. Trash talk can turn into physical play, which can turn into blatant on-court assaults that injure players, like with J.R.[…] Continue Reading »

Our SmartBrief on Leadership newsletter started on April 9, 2008, and it looked a little different than it does today. Remember when “Web site” was spelled that way and when BlackBerry was the market leader?

What hasn’t changed is the goal of us here at SmartBrief — to help today’s and tomorrow’s leaders be a little better, a little smarter and a little wiser as they work, and to do so with a short digest that links to great stuff but only takes a couple of minutes to read.[…] Continue Reading »

Those of us who never knew or interacted with the late David Carr can do little to add to the tributes from the past few days.

Those of us in media can try to be better editors, reporters and writers in his vein, but we’re not likely to be that good. Not me, or most of us.[…] Continue Reading »

Allowing people room to conceive and try things. Bringing in “troublemakers and tinkerers.” Encouraging ideas from everyone, then allowing “people to collide and generate ideas.”

These traits are part of the process that allows companies to adapt to change, to disrupt themselves and fend off competitors, and improve without losing sight of what they are. But it wasn’t just speaker Dirk Beveridge of 4th Generation Systems saying this — it was a CEO of a $50 million company and a corporate sales manager of a $1.6 billion operation.[…] Continue Reading »