Author: Jonathan Baktari MD

Most people say they want to be CEOs. They say it casually, confidently, sometimes jokingly. Almost always with a certain glow in their eyes. What

Most people enter leadership believing that being liked will make the job easier. They assume goodwill will smooth decisions, reduce resistance, and create loyalty. On

Most people believe leadership is revealed in moments of visibility. Boardroom presentations. High-stakes negotiations. Public wins and public failures. These moments are dramatic, memorable, and

Leadership is often described as a privilege, an achievement, or a position of influence. We celebrate the authority, the platform, and the outcomes. We highlight

One of the most comforting myths we tell ourselves about leadership is that power changes people. It’s a convenient story because it allows us to

(Part 2: The Inner Work of Future CEOs) If Part 1 was about what leadership is.This is about what leadership demands of you internally. Here’s

Most people think leadership begins the day they are promoted. I believe that’s backwards. Leadership begins the moment you decide to take responsibility for outcomes

As we move into 2026, the business landscape continues to evolve at a rapid pace. Technology is advancing, customer expectations are shifting, and global competition

Entrepreneurship is rewarding but also demanding. Building and running a business requires long hours, constant decision-making, and the ability to navigate uncertainty. The challenges of

In every industry there are professionals who stand out. They are the ones who rise quickly through the ranks, take on leadership roles, and influence