In 1985, a group of 46 of the world’s biggest artists came together to record We Are the World—a collaboration that raised millions for famine relief and showed what’s possible when purpose, curiosity, and humility align. In this reflection, Momentum consultant Martha Lynn Mangum explores the timeless leadership and teamwork lessons we can draw from that extraordinary night.

A real-life hiring story from Polo/Ralph Lauren reveals how simple resume errors eliminated top candidates—and why details matter more than you think.

We’ve all heard the notion that emotions drive our decisions, but I’ll bet that you, YES YOU, the person reading this, believe that notion applies more to others than to yourself. We like to think of ourselves as logical, impartial, and fair decision-makers. Let’s explore that.

Paying attention to these nuances might seem like an outdated concept in an era of shortcuts and instant gratification, but it’s in those details where real, lasting impact lies. Think of it like the difference between a masterful painting and a hastily printed poster.

I have so much admiration for people who can keep it all in their heads and accomplish the tasks, calls, and appointments. I’m starting to wonder if they are just smarter by committing to fewer tasks at a time?

Be honest with yourself; how much have you learned by talking? But listening well and generously is easier said than done. It takes more than just hearing what another person is saying.

I recently picked up a book titled "The Social Lives of Animals" by Ashley Ward. The cover flap informed me that "a rat will go out of its way to help a stranger, Vampire Bats will share their food with another who does not have any, and ants farm aphids in cooperatives." I bought the book.

This is a redundant topic because as a human, I have to be consistently reminded that how I perceive the world is totally up to me. If that’s the case, does it make you wonder why we choose to think thoughts that create suffering?

Regardless of whether you work in a creative agency, architectural firm, sales enterprise, corporate environment, or government organization, we all hold fixed points of view regarding what we can and cannot do and say. However, it is worth considering how much of this is a fixed reality and how much of it is shaped by our own thinking.

If you work in an office environment, you might easily think workplace safety pertains solely to physical safety; your office has no heavy machinery, forklifts, or clearly contagious employees, so it must be safe, right? Not necessarily.

We do judge others based on superficial details such as grammar errors, habits, behaviors and appearance. Some of us work hard to get past or de-prioritize those judgments and assumptions.