Le Journal

New Game Plus Gamevestor, un « Kickstarter à la française » dédié au jeu vidéo Ivan Marchand et Arthur Van Clap, deux vétérans français passés par Electronic Arts et Ubisoft, viennent de lancer Gamevestor, une plateforme qui se veut une réponse à la crise de financement que traverserait le jeu vidéo. Car si le secteur se porte mieux que jamais (avec en 2025 un impressionnant +20% de CA par rapport…

" La M57 en pratique " est le guide de référence pour comprendre et appliquer le référentiel budgétaire et comptable […]

New Game Plus Meta ferme des studios et provoque plus ou moins la fin de la VR Depuis 35 ans, la VR (ou Réalité Virtuelle, en français) est une promesse d’immersion inégalable, le fantasme ultime des joueurs et des amateurs de mondes fantastiques. Dès 1993, SEGA prévoit de lancer un casque à brancher sur Mega Drive, mais le projet tourna court. Deux ans plus tard, Nintendo s’y essaie à son tour avec…

Cisco’s Dr. Guy Diedrich on how the humanities can support a technological future based on wisdom, empathy, and cognitive agility. More RSS Feeds: https://newsroom.cisco.com/c/r/newsroom/en/us/rss-feeds.html

I’ve known a great many leaders in my time. Bosses, CEOs, heads, provosts, managers, politicians, coaches, supervisors, managing directors — whatever you call them, I’ve met my fair share of them. Some, I’ve known intimately. They are my friends, family, and close colleagues. Others I’ve watched from afar. Because it’s important to watch the leaders in our lives. According to Aristotle, it’s the only way we will learn. In his Nicomachean Ethics, Aristotle argues that to be a good person doesn’t mean doing one or two good things but developing certain virtues that allow you to do good things. Doing a brave thing doesn’t make you courageous. Giving a compliment doesn’t make you kind. To be good is to practice — over and over again — until you transform your character. A good leader is no different. To develop the character traits of a good leader, you must consciously work on yourself. Treat your choices as bricks and, over time, those bricks will form something wondrous. The question then becomes, how do I know what bricks to lay? What must I do each day to evolve as a leader? To Aristotle, the best and easiest way to seed and nurture a virtue is to imitate those who embody it. Find a moral exemplar, a role model, or what the Greeks called a “phronimos.” So, I watch the leaders in my life. I see what a boss does or does not do. I take note of what works for this colleague and is an utter failure for another. Everyone in my life is a potted lesson in how to become better. And in my recent conversation on the How to Make a Leader podcast with Hannah Beaver, I shared what I’d learned over many years of philosophical observation. Here are three virtues I believe are essential to being a good leader.   Fairness: Treat everyone with a straight bat Many years ago, I had a boss who wasn’t always well-liked by everybody. I tend to get on with most people, but even I have to admit this was not an especially approachable, affable boss, willing to shoot the breeze. But that didn’t matter, because everyone respected him. People would roll their eyes and laugh, but no one really said a bad word about him. And the reason he was respected was that he enforced the rules the same for everybody. As I told Hannah, “Whether you were new or old, whether you’d been there for years or whether you had just joined the company, it didn’t matter. Here are the rules, and this is what I’m going to do.” When it was time to leave that job, I asked to renegotiate an element of my contract. I knew it was a long shot, but don’t ask, don’t get. He said no. He was very reasonable and very straightforward about it, but he told me that this was the same rule for everyone, and no special pleading or careful argument could persuade him otherwise. Since then, I’ve come to see fairness — “playing a straight bat,” as the Brits say — is an indispensable virtue for any leader.   Diligence: Roll your sleeves up and work hard If you are going to be a leader, you must work hard. This is how I worded it in our interview: “If you’re a leader, you often get paid more. And I should say, actually, not everybody has to become a leader. But if you do want to become a leader, I think you have to accept that with more money comes more work. I think you have to be willing to roll up your sleeves and to muck in. I have had a few bad leaders in the past who you felt as if they were delegating too much. Now, obviously, you should delegate as a leader or as a manager, but there have been times when I felt as though the leaders weren’t actually doing much work themselves.” I should caveat what my past self has said. While I think it is true that some managers in my past have crossed the border from “delegation” into “laziness,” it’s also true that, sometimes, the frontline grunts simply just don’t see what leaders are doing. They don’t see the blocked-out calendars, the long and tiring admin, or the hard job of hiring and…