Category: Leadership

By Jeannette Linfoot, founder of business support platform, Brave Bold Brilliant

The path to becoming a CEO is often seen as complex in the dynamic world of business, but beneath the surface of each triumphant leader lies a set of strategic hacks that consistently drive their success.

While each CEO’s journey is unique, there are common threads that tie together their strategies for leading companies toward sustained growth and innovation.

Here are five simple hacks that are integral to the playbook of every successful CEO.

1. Master the art of delegation

The most effective CEOs understand their time is a finite resource. Therefore, they focus on high-impact activities and delegate everything else. This doesn’t just mean offloading tasks—it means empowering their teams and trusting their expertise.

Delegation is about building a strong team and enabling them to take ownership of their responsibilities. This approach allows CEOs to maintain a strategic overview of the business rather than getting bogged down in day-to-day operations.

For example, Sundar Pichai’s leadership at Google is marked by his ability to delegate effectively, allowing him to focus on the company’s long-term vision and innovation strategies.

Successful delegation hinges on clear communication and setting expectations. By communicating the vision and goals clearly, CEOs ensure their teams are aligned and motivated.

Regular check-ins and feedback loops are also crucial to ensure the delegation process remains dynamic and responsive to any changes in the business environment.

2. Embrace continuous learning

In a world where change is the only real constant, successful CEOs are lifelong learners. They read voraciously, attend conferences, seek out mentors, and stay abreast of industry trends.

Continuous learning enables them to anticipate market shifts, innovate continuously, and make informed decisions. Satya Nadella’s leadership transformation at Microsoft, for instance, was significantly influenced by his commitment to learning and fostering a culture of growth and innovation within the organisation.

This commitment to learning extends beyond formal education. Many CEOs engage in learning through experience, experimentation, and reflection. They embrace new challenges, view failures as learning opportunities, and continuously seek ways to improve their skills and knowledge.

This growth mindset not only enhances their leadership capabilities but also inspires their teams to adopt a similar approach to learning and development.

3. Prioritise mental and physical Health

There is a strong link between a CEO’s performance and their well-being. High achievers prioritise their mental and physical health, understanding that they can’t lead effectively if they’re not at their best.

Regular exercise, meditation, and adequate sleep are non-negotiables. Richard Branson, the founder of the Virgin Group, credits his high energy levels and productivity to his commitment to physical fitness, often stating that staying active is a key component of his daily routine.

Beyond physical fitness, mental health is equally important. Many CEOs practice mindfulness and meditation to manage stress and maintain focus. Arianna Huffington, founder of The Huffington Post, has been a vocal advocate for mindfulness and well-being, highlighting the importance of sleep and stress management for effective leadership.

By prioritising their health, CEOs can ensure they have the clarity and energy needed to lead their organisations successfully.

4. Cultivate a growth mindset

A growth mindset is the belief that abilities and intelligence can be developed through dedication and hard work. This mindset fosters resilience and a love for learning – both essential traits for navigating the ups and downs of business.

CEOs like Mary Barra of General Motors and Brian Chesky of Airbnb exemplify the power of a growth mindset. Barra has driven innovation and transformation at GM, embracing new technologies and sustainable practices, while Chesky’s approach to learning and adapting has allowed Airbnb to continuously evolve in the competitive hospitality market.

A growth mindset encourages experimentation and risk-taking. It drives CEOs to challenge the status quo, explore new possibilities, and continuously push the boundaries of what is possible.

This mindset not only fuels their personal growth but also creates a culture of innovation within their organisations. Teams are encouraged to think creatively, embrace challenges, and learn from their experiences, leading to a more dynamic and adaptive business environment.

5. Leverage technology

In the digital age, leveraging technology is an absolute necessity. Successful CEOs use cutting-edge tools to streamline operations, enhance productivity, and gain a competitive edge.

Whether it’s implementing AI for data analytics or using project management software to improve workflow, tech-savvy CEOs are always on the lookout for tools that can drive efficiency and innovation.

Technology not only enhances operational efficiency but also enables CEOs to make data-driven decisions. By harnessing the power of data analytics, CEOs can gain valuable insights into market trends, customer behaviour, and operational performance. This allows them to make informed decisions that drive growth and innovation.

Technology also facilitates better communication and collaboration within organisations, teams to work more effectively and respond quickly to changes in the market.

Final thoughts

These hacks are not just about improving productivity – they’re about cultivating a holistic approach to leadership that balances strategic thinking, personal development, and technological acumen.

As a business leader or aspiring CEO, integrating these hacks into your routine can set you on a path to success. Remember, the journey to becoming a successful CEO is a marathon, not a sprint. Stay committed, stay curious, and above all, be brave, bold, and brilliant.

Today’s workforce is the most age-diverse ever witnessed, with four, sometimes five, generations working side by side, ranging from Baby Boomers to Gen Z. While the diversity in people’s backgrounds and skills can be really valuable, it also presents challenges for businesses looking to attract, engage, and retain talent across different age groups.

In an era of ongoing talent shortages, companies that effectively foster an inclusive environment for employees at all stages of their careers will thrive. But how do you create an employee experience that works for everyone?

Here, we’ll look at ways businesses can attract and retain multi-generational workforce.

Tailored Recruitment Strategies

When it comes to attracting talent, businesses need to adopt targeted recruitment strategies that appeal to different generations.

For younger generations, job searching starts online, and they often rely on platforms like LinkedIn, Glassdoor, and even TikTok. Companies should invest in a strong online presence, highlighting their culture and values through social media, employee testimonials, and videos that show what life is like inside the company.

To engage Gen Z, emphasise career growth and development opportunities. Highlight mentorship programmes, training and development, and lateral career paths that offer variety and challenge.

For older generations, focus on job stability, retirement benefits, and opportunities to mentor younger employees. Many Baby Boomers want to stay active in the workforce, but they may be more selective about where they choose to work based on the company’s culture and respect for their expertise.

Creating a Culture of Inclusion

Inclusivity is a fundamental part of retaining a multi-generational workforce, with employees being more engaged and satisfied when they feel seen and valued.

By encouraging collaboration between generations businesses can break down stereotypes and allow employees to learn from each other. Initiatives like cross-generational mentorship programmes or project teams that mix experience with fresh perspectives can foster a more cohesive workplace.

By offering flexibility, businesses can attract and retain a broader talent pool. Gen Z and Millennials might want remote work options or non-traditional hours, while Baby Boomers might value phased retirement plans or reduced hours.

While Millennials and Gen Z value continuous feedback and recognition, older generations appreciate structured performance reviews. Having a blend of informal check-ins and more formal evaluation methods ensures everyone feels supported.

Wellness Strategies for Everyone

Employees expect companies to care about their mental, physical, and emotional health. However, different generations have different wellness needs, so companies need to offer a range of wellness programmes that cater to this.

Ben Mercer of Leisure Lakes Bikes, the UK’s leading road bikes supplier, says: “One great way to promote wellness for employees of all ages is the Cycle to Work scheme. Not only does it encourage people to stay active but also helps the environment and allows for tax-free savings on bikes and accessories, meaning younger employees can save money and help the environment, while older employees can benefit from staying active.”

Investing in Continuous Learning

Continuous learning is essential to keeping employees engaged and motivated, regardless of age. Baby Boomers and Gen X, for example, may want to keep their skills relevant as the workforce evolves, while Millennials and Gen Z are eager to learn and advance in their careers.

Also, mentorship programmes, pairing younger employees with seasoned professionals, can create a culture of learning and knowledge transfer. Younger generations benefit from the wisdom of experience, while older employees stay connected to the fast-changing work landscape.

In today’s talent-short market, it’s not just about hiring people—it’s about creating an environment where everyone can thrive, no matter what stage of life they’re in. By offering tailored recruitment strategies, cross-generational collaboration, wellness initiatives, and continuous learning opportunities, businesses can engage employees at every stage of their careers.

By Lee Higgins, founder of Diverse Talent Networks

Networking has changed. It is no longer a white male-dominated exercise taking place on a golf course or in a pub. Of course, that kind of networking does still exist but a new kind of networking is taking over. Thankfully, networking is moving towards a more gender-neutral and comfortable experience for individuals from all backgrounds and races. As the founder of Diverse Talent Networks, I have worked hard to ensure this change happens and that this kind of networking movement gathers momentum and helps more organisations realise their potential. However, we are still hearing that female gender segregation is a big part of networking and, whilst it appears to be done for all the right reasons, it can also be unhelpful for women in the workplace.

Despite women being natural networkers, a 2023 study found analysis of more than 1,100 companies shows that women hold just one-quarter (25.1%) of senior management or leadership roles. That figure is up slightly from 24.0% in 2022 and 23.0% in 2021. So what is the problem? We know that when women leave the workforce to have children, there can be difficulties coming back to work and juggling a main caring role alongside a fast-paced full-time job. We know that sometimes, a lack of flexibility can contribute to this. We know that the UK has the highest childcare costs, making a return to work for some females impossible. However, for those who stay, career progression often doesn’t follow the same trajectory as their male counterparts. Part of the problem may be that women say that they are having to fight against unhelpful segregation when it comes to women-only networking groups.

Undoubtedly, women-only events are valuable at some level, but they also reinforce gender segregation. Many of the senior women in organisations that DTN works with know that building networks need to be across gender lines for true career advancement. Exploring the real reasons behind this hesitation in organisations to change is important. Women-focused events, mentorships and professional organisations can be brilliant avenues for women to connect and advance their careers, but they aren’t enough, and as CEOs and leaders, we must ensure that gender division does not muddy the waters of inclusivity and diversity when advancing careers and hiring talent.

One of the biggest challenges highlighted by professional women is the pervasive myth of meritocracy. Many women who enter the workforce believe that career advancement is solely a product of hard work and talent. However, as they progress, many find that simply “keeping your head down” and excelling in their roles does not guarantee promotion. We know that success in many industries relies heavily on networks, alliances, and sponsorships—connections that women may not naturally have access to if they remain isolated within gender-specific groups. The reality is that much of professional advancement hinges on “who you know,” which is a problem if you cannot access influential leaders, who are generally men, as you are restricted by echo chambers.

Networking is the new way of recruiting. We know that the traditional way of recruiting is outdated and often allows bias. It is still there as a way to introduce people, to facilitate promotion in some cases and to connect, but the way it’s done is different. At DTN, we often work with law firms and large corporations.  We unpick hiring strategies which are holding organisations back in terms of diversity and inclusivity. Taking networking away from the traditional arenas of the pub and the golf course is important. Instead, we look at modern types of networking that are inclusive. Those strategies include working out which members of the organisation can serve as advocates, mentors, and sponsors and who we think in or out of the organisation can make a difference to another. We all need allies, and those allies shouldn’t be gender specific.

What does non-gender-specific networking look like? It is about creating inclusive spaces where people of all genders can connect, share ideas, and build professional relationships without gender-based biases or barriers. It is about thinking about communication in a non-gender-specific way, so think about neutral language. It includes but is not specific to ensuring events and spaces represent all genders, that one gender does not dominate the discussion and that topics include everyone and are not skewed one way or the other.

While women-focused networks provide valuable support, the risks associated with echo chambers should not be ignored. Encouraging cross-gender networking, fostering supportive relationships among women in senior roles, and advocating for a more inclusive culture can help mitigate these risks. Success in the professional world is not achieved in isolation; it is a collaborative process that requires allies across all levels and genders. By breaking down the walls, women can access broader networks, gain critical sponsorship, and build the relationships necessary for true career advancement.

This article is written by Lee Higgins who is the founder of Diverse Talent Networks. He set DTN up after 23 years in recruitment and executive search which saw him overseeing over 900 projects globally in M&A, private equity, asset & wealth management, energy and consulting. Lee set up DTN to help organisations engage talent from all backgrounds through the power of networking. Lee endeavours to create a future where talent wins.

If there’s one thing that’s guaranteed to happen in business, it’s change. How you respond to change and navigate through it is the difference between a business that thrives and a business that barely survives. 

Your team and your clients and customers want to know that you are consistent, and that you are doing the right thing, for the company and for them. This is especially true when you grow, when change can often seem overwhelming.

Change isn’t always a huge catastrophic crisis,  but if you’re not paying attention it can become negative and snowball into a bigger issue.

Here are three effective strategies to use when those uncertain times are keeping you up at night. 

1. Cultivate trust:

Early in my career, my favorite boss and mentor gave me sage advice. He said, 

“People in real estate want to shake your hand and look you in the eye. This is how we build trust.” I don’t know what’s happened to the handshake in today’s world but the concept is the same and it applies to any business.

Since so many of us are working remotely or in a hybrid environment, establishing and earning trust has to come first, no matter where your team is based. People want to work with those they like and trust.

2. Communication counts:

Communication really is everything. When change is in the air, transparency, genuineness and authenticity should be at the top of their list. Here’s why: when our communication is light or even non-existent, people filI in the gaps. 

Follow along with what I call  the “Exploding Engine Theory”. If I take my car in for service at 9:00 am and my service rep Jack says “Shannon, I’ll be back by 9:30 to tell you our status- what’s good, and what isn’t.” and he does exactly that, what happens? My shoulders relax and I believe him.

If he doesn’t come back as planned and I have to find him, my mind fills in those gaps. I figure something must have gone very wrong if Jack doesn’t return: perhaps the engine exploded. Of course, that’s highly unlikely but it’s the consequence of poor communication.

3. Spend time with your people:

This sounds simple, but it often isn’t. As CEOs we have many demands on our time. Our employees want to know, and see that we’re paying attention.

This can be especially challenging when change is going on all around us and we have in-person, hybrid and remote teams. 

Remember why your leaders joined your organization in the first place. It can be lonely for team members out there. Seeing and hearing you and your leadership team can make all the difference. 

Try these strategies to improve communication and clarity:

1 . Onboarding is key and can be difficult in a hybrid or remote work environment. What you want is to get new hires’ buy-in quickly and in advance. Don’t wait until the day they start to bring them into the fold. Send them a little company swag or have “thank you” notes sent by their leaders-to-be.

2 . This sounds simple, but often we forget to provide people with the who/where/what and they may be too shy or hesitant to ask. This works for both new and existing employees. Let them know how communication works in your environment, how decisions are made and what you’ll need to do to be able to do it quickly for them.

3 . Providing a mentor or “buddy” can be key. Again, this works for new and even existing team members, especially with a distributed workforce. You have to figure out how to replace or add onto that “water cooler” effect when there is no water cooler. It’s great to offer a peer buddy across departments, for example. You can also mentor both ways. Have younger professionals mentor seasoned professionals in certain areas too.

4 . Especially when working with newer leaders, it’s critical to help them understand that a big part of their job is to pave the way and remove obstacles for their team. To do that, their ability to communicate with clarity is key. The transition from manager to leader can be a tough one and it often shows up right away when their teams aren’t right in front of them; they are in another city, or their only contact is on a screen. Often, the key is simply to ask “how can I help you today?”

KEEP CALM AND COMMUNICATE

Your team really is paying attention to you and they will notice your actions. They are looking to you for guidance and reassurance. Being able to communicate effectively under the pressures of the day will help the team feel like they’re coming together as one entity and focusing on what needs to be done at any given moment.

The last thing you want is for rumours to start circulating as this creates a fractured team who will feel like they’re working against each other. The best thing to do in any situation of uncertainty is to address everyone within the organization at the same time, as soon as possible, that way everyone is hearing the same information at the same time from the same person. It eliminates doubt and reduces the anxiety that people naturally feel during uncertain times.

Emotional intelligence is a huge priority when navigating uncertainty, so it’s important to remember that you’re a human being communicating with other human beings. In a crisis situation it’s natural for people to go into freeze, fight or flight mode, so the sooner you can allay their fears and insecurities, the better.

LISTEN TO UNDERSTAND

When you’re in a leadership position it’s easy to fall into a hierarchy model where you sit at the top, call all the shots and make all the decisions, but this isn’t always the best approach to take as you’re making assumptions on what you think people need, rather than listening to what they actually need.

People want to feel seen and heard, they don’t want to feel dictated to. Not only does this impact their morale but it will also affect their performance and willingness to work towards the vision and mission of the business. 

One way to help employees feel more engaged is to create a weekly ‘open door’ policy, where people can spend time with you to discuss their ideas or challenges and get input from you. This will help you to feel more connected to those driving your business forward, but also improves their sense of belonging. When people feel like they’re being taken seriously and that their voice matters, they’re more motivated and committed to doing good work over a longer period of time. 

AN OPPORTUNITY FOR GROWTH

The most successful leaders know that they can’t predict the future, but they certainly have plans in place for when the inevitable does happen. Resilience is key in navigating choppy waters, so investing in building resilience at a team and individual level will pay off in the long run. This means professional development for your team is a must.

You may have heard the saying “Pay me now or pay me later”. This is especially true when you consider the cost of professional development. If you don’t offer it, encourage it and put it on your agenda, you’ll soon discover your employees will leave you for another organization that does. 

Don’t wait! Hiring specialist consultants and trainers throughout the year helps to equip employees with the skills needed to not only navigate but successfully pivot during uncertain times and forge ahead regardless of the situation. Resilient teams tend to perform better under pressure and can adapt and evolve when needed, with limited disruption to the overall performance of the organization.

While navigating uncertainty can be challenging, the best leaders recognize that this can be their “secret”. It provides opportunities for innovation and growth and gives them a competitive edge. The comeback is always greater than the setback and there’s always a lesson to be learned, sometimes that lesson is to be better prepared for uncertainty.

Bio: 

Shannon Alter, CPM ® works with organizations that want to communicate with clarity so they can gain influence in their market, build better relationships and grow their business. She has over 30 years of experience in commercial and retail real estate management and hospitality. Her programs have been used throughout the United States and internationally by organizations of all sizes.

Shannon is a National Instructor for the Institute of Real Estate Management (IREM®), and the American Management Association (AMA) and has trained professionals in 10 countries. She has held the volunteer position of RVP for IREM and is a Past President of IREM Orange County. 

Her 3^rd book, “Be Influential: Surefire Ways to Improve Your Presentation Skills” was published in Summer 2023. She is the author of two earlier books, leadership white papers and numerous industry articles, including a long-time industry column.

She is a graduate of the University of Southern California. 

Website: www.leadersexceed.com

LinkedIn: www.linkedin.com/in/shannonalter

Developers can earn buy-in from leadership teams by clearly conveying how AI projects deliver value and align with key business objectives

Despite being a clear focus for companies across a wide array of industries, it’s expected that numerous AI or machine learning initiatives will become stuck in the pilot phase over the next 12 months, with this stagnation commonly referred to as pilot purgatory.

Gartner estimates at least 30% of generative AI (GenAI) projects will be abandoned after the proof of concept (PoC) phase by the end of 2025, primarily due to poor data quality, inadequate risk controls, escalating costs or unclear use cases. 

According to Bartek Roszak, Head of AI at STX Next, development teams should consider a project’s feasibility and potential from the outset to earn the backing of the C-suite and successfully transition from PoC to production.

Roszak said: “A swathe of companies have rushed to implement GenAI solutions, but the reality is that the bulk of these projects will never come to fruition. Gartner’s prediction that 30% will be abandoned looks to be conservative at this stage – this figure is more likely to be around the 75% mark.

“For many C-suite leaders, AI is still relatively new, which can create hesitation when it comes to making considerable investments in the technology. To gain their support, it’s important to first present a clear outline depicting how AI can transform the business and satisfy long-term goals. 

“After establishing the vision, the next step is to introduce low-risk pilot projects that deliver quick, measurable returns. These pilots help prove AI’s effectiveness and demonstrate that more ambitious goals are achievable, which builds confidence and trust among key individuals in the proposed strategy.

“AI projects, like any other, must ultimately deliver clear business value. When we say AI strategies should align with business goals, it simply means that before a project even begins, there must be a well-defined objective and a consistent way to measure whether or not targets have been achieved. 

“The reason we emphasise this so much now is that, in the past, many companies treated AI implementation as a goal in itself. This has led to myriad pilot projects failing to reach production because it was difficult to justify significant investment in something that didn’t clearly benefit the company.”

Roszak also believes development teams must contain strong leaders, capable of working with a range of stakeholders, to deliver AI deployment.

“Leaders need collaboration and communication skills to foster effective teamwork between AI experts, subject matter experts, and other stakeholders to encourage everyone to work towards shared objectives. Agility and flexibility are also key for adjusting plans and resources as challenges arise, keeping the project on track. 

“A strong technical understanding of AI enables informed decision-making and helps balance innovation with feasibility. Finally, effective change management is essential for navigating organisational shifts, securing buy-in and ensuring smooth AI adoption.”

Roszak concluded: “Successfully scaling a GenAI project requires a solid strategy and a well-structured AI roadmap that enables a seamless journey from PoC to production, with no room for PoCs that are impractical or too costly. Following these steps can win the support of the C-suite and help initiatives avoid the dreaded pilot purgatory phase.”