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Although we are often drawn to colleagues with whom we have much common, when we are too similar to someone - especially in terms of status - that common ground becomes turf we feel compelled to defend. Status-similarity threatens our uniqueness, fostering an urge to compete with and out-perform a would-be workplace "twin." Our study of collisions among Formula One drivers, from which we offer leadership insights in this article, shows that when two drivers are very similar in terms of status, they are especially likely to engage in dangerous competition that escalates into a collision. In the workplace, if you feel a twin is sizing you up and trying to usher you into a "game of chicken" on the corporate racetrack, remember that crashing will take you both out of the race, so take steps to steer clear of escalating the conflict. For instance, ahead of a meeting with a workplace twin, you can practice anticipatory self-discipline: prior to your encounter, make a deliberate choice to stay aligned with your core values. Then, stay aware of your antagonist, but without being obsessed with them. This way, you won’t get seduced into a boardroom "car wreck." Protect your lane, while keeping your eyes on the finish line.

This article describes the newly enacted or rewritten regulations for the defense against IT attacks as part of IT security law: first the relevant criminal offenses, then the powers of the police and intelligence services, then of the IT security authorities and Internet providers. At the end, the political statements for the 19th parliamentary term will be compared with the remaining need for action in IT security law. Furthermore, the future of IT security law will be discussed in the context of implementation, ongoing development and consolidation.

While many organizations talk the talk of sustainability — doing things like integrating environmental and societal concerns into their business models — very few walk the walk. Unsurprisingly, carbon emissions by the world’s largest companies are increasing, and only one-third of the 600 largest companies in the U.S. have any systematic sustainability oversight at the board level. Based on interviews with CEOs and other executives, companies that are winning the sustainability battle have created the conditions for their stakeholders to own sustainability. In these companies, sustainability is not someone else’s problem. A three-phase model of incubation, launching, and entrenching can help companies move beyond rhetoric and take ownership of sustainability.