Sometimes, the smallest changes in routine can reveal the biggest opportunities. In his latest “The Corner Office” op-ed, Doug Phares reflects on how something as simple as walking a familiar path in the opposite direction inspired him to rethink his approach to business analysis. His takeaway for news media leaders? Breaking from established routines and approaching familiar information from a different angle can uncover valuable insights that might otherwise go unnoticed. more

Change may be inevitable, but constant disruption doesn’t necessarily make an organization better. In his September “The Corner Office” op-ed column, Doug Phares contends that effective leaders know when change is necessary and when stability is the better strategy. He explores how leaders can guide their teams through uncertainty, minimize needless disruption and provide a steady hand when change arrives without warning. more

Customer surveys, feedback requests and engagement prompts have become a fixture of modern marketing, but they may be hurting customer loyalty rather than strengthening it. In his latest “The Corner Office” op-ed installment, Doug Phares — E&P columnist and managing director of Silverwind Enterprises — shares why companies should apply a lighter touch when soliciting feedback. more

“You blew it — again.” That gut-punch feeling after a decision goes sideways is familiar to anyone who’s ever second-guessed a choice. In this month’s “Corner Office” editorial, E&P columnist Doug Phares argues that strong leadership isn’t always about being right; how you reach those conclusions is a better measurement. more

What separates effective leaders from managers who become bottlenecks for their organizations? In this month’s The Corner Office, E&P contributor and veteran business leadership consultant Doug Phares argues that leadership is fundamentally about solving the right challenges while empowering others to handle the rest. He explores how organizations thrive when leaders coach employees to think independently, build problem-solving skills and take ownership rather than relying on management to provide every answer. more

Sometimes the most damaging business partner isn’t a person at all, but the pressure, anxiety or mindset quietly influencing every decision you make. In this month’s “Corner Office,” E&P’s Doug Phares explores how recognizing toxic influences — including his own complicated relationship with time — can help leaders reclaim focus, clarity and healthier decision-making. more

Nearly five years ago, Robin Blinder opened her first editorial for Editor & Publisher with a simple truth: change is constant. Today, she returns to that idea one final time — as she steps away from the editor-in-chief role, reflecting on the evolution of the industry, the people who shaped her journey and the work still ahead. more

Great leaders know that identifying the right strategy is only half the battle. The harder challenge is turning difficult decisions into action before hesitation or competing priorities push them aside. In many organizations, leaders clearly understand what needs to be done but delay the uncomfortable steps required to move forward. In this month’s “The Corner Office,” Doug Phares explains why effective leadership often comes down to creating urgency around the decisions that matter most. more

In this month’s Corner Office, Doug Phares reflects on the power of the pivot — and why even the best-laid plans must sometimes give way to unexpected change. Drawing from his own tightly scheduled routine, Phares explores how flexibility can open doors that rigid planning often keeps closed. When a carefully structured day unraveled, he discovered that the real value wasn’t in what was lost, but in what became possible. His takeaway is simple: the ability to pivot isn’t a disruption — it’s an opportunity. more

In this month’s “The Corner Office,” Doug Phares reflects on a leadership lesson forged in the aftermath of painful restructuring decisions. Watching two nearly identical units take dramatically different paths, he found that the numbers weren’t the deciding factor — leadership was. One executive accepted reality, refocused the team and rebuilt momentum. The other lingered in loss, and performance followed. more

Leaders are often tempted to fix everything at once, especially when the list of needed changes keeps growing. In this Corner Office column, Doug Phares argues that real progress comes from restraint — knowing which lever to pull and when to pull it. Drawing on a classic business parable and firsthand executive experience, he makes the case for deliberate, measured change over constant motion. The payoff, Phares writes, is clearer insight, better decisions, and results you can actually trust. more

Leadership columnist Doug Phares argues that the biggest challenge executives face isn’t skill — it’s deciding where their time is actually worth spending. Reflecting on a recent coaching session, he explains how seemingly minor tasks can quietly drain energy and derail progress if leaders don’t prioritize wisely. His message is clear: success comes from knowing which small things deserve your attention and which ones you must let go. more

For Doug Phares, the addictive five-letter puzzle game wasn’t just a pandemic distraction — it was a mirror. The former newspaper CEO and current business strategist realized his daily Wordle routine mimicked a deeper management habit: rigid strategies giving way to rash decisions under pressure. In this reflective column, Phares draws a surprising connection between gameplay and leadership — and invites readers to consider what hidden patterns might be shaping their own decision-making. more

E&P’s Editor-in-Chief Robin Blinder reflects on the power of recognition in an industry too often focused on what’s broken. In her latest editorial, she shines a spotlight on this year’s Publisher of the Year, Chris Reen — a leader whose impact goes far beyond the newsroom. It’s a stirring reminder of why E&P continues to elevate the individuals who keep local journalism alive. If you believe in celebrating what’s right in media, this one’s for you. more

Doug Phares has worn both hats — the executive leading big media organizations and the entrepreneur building something from scratch. In his latest Corner Office column, he wrestles with a challenge every business owner faces: how much time to spend working in the business versus working on it. The difference, Phares argues, can determine whether you’re simply keeping the lights on or actually driving growth in the long run. more

The ground beneath every business feels like thin ice right now, cracking under the weight of economic chaos and political unpredictability. As layoffs spread and consumers pull back, leaders face an impossible choice: hunker down to survive or take bold risks to grow. There’s no clear path forward, only the urgency to stay nimble and transparent with your team. In times like these, the strongest leaders balance ruthless cost control with empathy, honesty and the courage to seize unexpected opportunities. more

Friction exists in every organization — but great leaders know it’s their job to reduce it. Whether it’s a sales rep stuck on box 16a of a form or a new team confused by undocumented workarounds, small inefficiencies add up fast. Often, the obstacles aren’t strategic — they’re self-inflicted. And if you’re not actively seeking out and fixing those pain points, you’re probably standing in the way of your own team’s success. more

When we experience success, it’s easy to say that it’s because we’re outperforming others in key areas. Conversely, when someone in our peer group isn’t doing well, we’re quick to attribute their circumstances to personal failings or a lack of ability on their part. However, E&P columnist Doug Phares says the truth is that every person and business does some things right and others wrong. more

E&P columnist Doug Phares firmly believes that wisdom can be found anywhere, and he recently made a discovery while walking his dog. His dog can recognize patterns and knows that two paths that they sometimes take on their walks are comfortable, and one path pushes him. There's a lesson in this for managers, too. more

In business, emotional swings are to be expected. When you run your own business, whether a growing startup or a plateaued mature company, you will simply have to ride the emotional rollercoaster. But, if it’s easy for owners to ride the emotional rollercoaster down, why can’t we ride it back up to the top? more