GoKawiil
Tech News
Research on leadership psychology finds that many leaders struggle to deliver constructive criticism, even though guiding people toward better performance often requires telling them things they don't want to hear. The pattern shows up across organizations, where leaders prioritize comfort and likability over honest, corrective feedback.
A veteran executive coach with 25 years of experience reports a recurring pattern among leaders: traits that once fueled their rise can start to undercut their authority and influence when leaned on too heavily. The observation stems from direct coaching work aimed at building executive presence across many clients.
New survey data shows AI and automation use has surged in workplaces, with Bain & Company reporting 95% of U.S. companies now using generative AI and Intapp finding 72% of professionals using AI at work, up from 48% a year earlier. Despite these productivity gains, PwC's 2025 workforce survey found many employees remain anxious about how AI will reshape their jobs, revealing a widening gap between operational efficiency and employee confidence.
An Entrepreneur contributor column describes coaching a founder who had crossed seven figures in revenue and had a five-person team, yet still personally approved every decision and monitored every team chat message. The founder believed constant micromanagement was simply required to run a business, a belief the writer traces to an outdated subconscious 'operational identity' left over from her solopreneur days.
A leadership guidance piece argues that the toughest calls executives face aren't really about missing information but about competing values pulling in different directions. It recommends leaders conduct a personal 'values inventory'—systematically identifying and ranking their core priorities—to clarify decision-making when facts alone don't point to an answer.
Apple's leadership page now lists John Ternus as CEO, with Tim Cook moving into a newly created Executive Chair role on the Board of Directors. The board section has also been redesigned to include headshots for all members, including Cook and Ternus, who joins as a director in his new capacity.
An executive coach reports a recurring pattern among senior-level clients: they project polish, strong results and confidence publicly, while privately experiencing exhaustion and strain. Colleagues and even close associates rarely notice, or don't feel comfortable raising concerns, allowing the strain to persist unaddressed.
TIME's newly published 2026 TIME100 AI list left out Nvidia CEO Jensen Huang and AMD CEO Lisa Su, despite both companies dominating GPU supply for AI infrastructure. Instead, the list includes figures like Ben Affleck, Bernie Sanders and Paris Hilton, while Nvidia's only representative is its sustainability chief Josh Parker, featured for work on data center energy use and cooling.
Businesses across sectors are recognizing that AI is not a one-time technology upgrade but an ongoing force reshaping roles, skills and team structures continuously. Executives are being urged to treat their workforce as a dynamic, ever-changing portfolio of capabilities rather than fixed headcount, using AI tools to track how work is shifting in real time.
An entrepreneur behind more than 22 companies at DRC Ventures argues that corporate values only matter when tested by hard trade-offs, not when displayed as slogans. He describes turning mission statements into operational filters that guide daily decisions on suppliers, partnerships and deals, even when a less principled option would be easier or more profitable.
The New York Knicks' championship season this year is being cited as a case study in effective teamwork, with observers noting that the team's success stemmed from more than individual talent. Commentators point to the squad's internal dynamics as a model that extends beyond sports into business management.
A longtime business leader with more than 30 years of cross-industry, international experience is offering career advice focused on human capabilities rather than technical tools. Drawing on decades of managing global teams through growth and disruption, and mentoring employees at all career stages, the leader argues that interpersonal and adaptive skills remain essential even as AI tools become more widespread.