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Certainly businesses the world over are facing greater competitive pressure than ever before, and this leads to executive stress which, in turn, tends to bring out authoritarian tendencies in many bosses. To balance this, we now know a lot more about how we can successfully cope with a situation that is not likely to improve in the near future.

By definition, as a company scales rapidly, it adds people quickly.

I worry that business leaders are more interested in material gain than they are in having the patience to build up a strong organization, and a strong organization starts with caring for their people.

Leaders have to act more quickly today. The pressure comes much faster.

As they grow, companies saturate their markets, become more complex and difficult to manage, and face larger and more entrenched competitors.

For wellbeing to take hold, it's got to be something that individual team members are getting excited about in their own lives. It can't be something that a company is forcing top-down through hierarchical structures.

Growth makes so many dimensions of management easier. It's when growth stops that things get tough.

Companies that grow for the sake of growth or that expand into areas outside their core business strategy often stumble. On the other hand, companies that build scale for the benefit of their customers and shareholders more often succeed over time.

Leadership demands that we make tough choices.

The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.