In leadership, critique itself matters less than what you do with it.

How one nonprofit uses education to encourage action on behalf women and girls around the world.

The infomercial world is full of goods that will purportedly forever alter the way you mop, do your laundry, cook eggs, exercise and listen to music.

But are those products truly revolutionary? More importantly, can a product or service truly be revolutionary at all?

A client recently threatened to quit working with us after seeing politically-charged posts she deemed offensive on one of my account manager’s social media accounts. I’ve asked the employee not to let this happen again, but he countered that we have no policy in place (which is true), and furthermore, these are his personal accounts and he is entitled to free speech. How can I deal with this situation?

Whether you’re a personal trainer offering new classes or a gardener who offers tree trimming, increasing your rates reflects the value your business provides.

In general, messaging is a more informal method of communication, which often leads to a false sense of security or lack of forethought, and has the potential to create legal exposure. It also opens the door for mistakes, by saying the wrong thing or leaving room for the wrong interpretation.

When N’Gina Kavookjian was asked to speak at the local chapter of an international monthly breakfast lecture series for creative communities, she was hesitant to accept the invitation. The co-owner of South restaurant doesn’t typically find herself in front of a captive audience, and she was unsure how she would connect with people outside her industry.

Tips for onboarding a new employee for maximum team cohesion. 

Intelligence might be built into our DNA, but what about creativity and problem-solving? Not so, experts say. So, if it can be taught, how can we learn? We ask some local brainiacs for their tips for inspiring outside-the-box thinking.

Raley’s recently nabbed the coveted Retailer of the Year award from Wine Enthusiast, thanks to Director of Alcohol and Beverage Curtis Mann

The planning stage of our December issue typically starts with a conversation reviewing what we mean by “innovation.” Technology is often only part of it — a starting point, if that. Notable innovation hinges on better solutions to existing problems.

A problem thought to be facing a person or group of people that entrepreneurs are looking to solve through goods and/or services.

Back in 1998, two family businesses —Holt Bros. and Tenco Tractors — merged into one, for a total of three families now under one business roof at Holt of California. Twenty years later, they rely on a long history of leadership transitions to select the next in line for succession.

It would have been impossible to predict that from the card table in my grandmother’s living room, I would start a business in 1987, now called Byers Enterprises, and 30 years later would have grown it from a single contractor to an 87-employee full-service roofing, gutter and solar business.

Do your eyes roll when you hear the words “mission statement?” You are not alone.

Many of you work at organizations with a mission statement that is now gathering dust on a shelf, framed on a wall or, even worse, carved in stone above your portal. If the following sounds familiar, you’re in trouble:

1. Discuss your values and motivations. Explore your family’s motivations behind your giving to better understand what you want to accomplish. By identifying core values, you’ll be able to direct your support to mirror the causes important to you.

A number of the Capital Region’s most prominent family-owned businesses — like the River Cats — have made social responsibility a core tenet of their companies, employing staff and consultants to help make their programs central to who they are and how they operate.

Call it a disagreement, difference of opinion or power struggle, but family-owned businesses are no less likely to have challenges about how things are run than any other company.

Here are my top three reasons why family businesses need systems:

My assistant “Jane” has a reduced work week, from 8:30 a.m. to 3:30 p.m. I agreed to this when she was hired. However, two years later, I now need her to work more hours. I don’t need or want to hire an additional person — I just need her to work an 8-hour day. But she doesn’t want to. What can I legally do?