GoKawiil
Tech News
A workplace advice piece outlines three specific skills leaders can develop to improve their 'executive presence' during presentations and meetings. The analysis argues that vague feedback about lacking presence often masks concrete, addressable gaps in preparation, delivery and body language rather than an innate personal trait.
An executive career coach and former headhunter reports that senior corporate leaders routinely conceal networking, mentoring, panel speaking and professional visibility efforts, scheduling them outside work hours or on days their boss is away. The coach argues these activities actually improve leaders' effectiveness and benefit their teams, not just their individual careers.
An Entrepreneur contributor argues that career success is shaped less by one big decision and more by small, repeated choices made early on involving time, health and money. The piece draws on the author's experience as an executive and mentor, along with examples from college athletics, to illustrate how early habits compound over decades.
A career-focused article identifies 12 behavioral and situational cues—like being excluded from meetings or decisions—that suggest an employee's influence at work is declining. It pairs each warning sign with corrective strategies, including adopting AI tools and shifting from task execution to strategic contribution.
Joe Drygas, Vice President of AT&T's Global Enterprise Business, describes how he rose through the company over 25 years by treating each new role as requiring a reinvented version of himself, comparing the approach to how elite athletes adapt their training as their roles evolve. He also credits deliberate scheduling of personal routines, like workouts and sleep, with reducing uncertainty and improving his leadership clarity.
A recent IEEE Spectrum careers newsletter, produced with Parsity, argues that engineers can gain mentorship benefits without ever formally asking someone to be a mentor. The author describes learning by observing and copying admired colleagues' habits, and by asking small, targeted questions about how others solve problems or approach their work.