GoKawiil
Tech News
A leadership contributor for Entrepreneur argues that emotional resilience isn't an innate trait but a skill senior leaders can deliberately build. The piece describes resilience as the capacity to face difficult realities, stay grounded and keep making sound decisions under pressure, rather than suppressing emotion or projecting false confidence.
IEEE is launching its inaugural International Leadership Conference on October 3-4 in Budapest, aimed at helping senior technical professionals transition into leadership roles. The event centers on the concept of 'legacy leadership,' which redefines success as mentoring others and transferring knowledge rather than personal technical achievement. Registration for the conference is currently open.
New behavioral science analysis argues that leaders don't slip up under pressure because they lack willpower, but because the brain automatically shifts into fast, habitual thinking when stressed or overloaded. Drawing on Daniel Kahneman's dual-system model, the piece explains that this automatic mode overrides deliberate judgment in high-stakes moments like boardrooms or launch crunches. The fix, it argues, lies not in trying harder but in redesigning the environment—protected time, clearer decision frameworks, and fewer competing inputs.
In a New York Times podcast appearance, Sundar Pichai said the current speed of technological change exceeds anything humans are biologically equipped to handle. The remarks have sparked broader discussion about how executives should manage teams facing constant cognitive strain from rapid tech shifts.
A researcher at Slovenia's InnoRenew Centre of Excellence describes winning a nearly €2 million European Research Council grant to develop self-repairing, UV-protective fungal-biofilm coatings for buildings. The five-year award, secured after a lengthy application and resubmission process, immediately reshaped the scope of her research group's work and her own daily responsibilities, shifting her focus from hands-on experiments toward managing people and projects.
Spencer Rascoff, CEO of Match Group, discussed how he is steering the dating-app company through a strategic reset as it confronts changing customer behavior and the rise of AI. He described leadership approaches meant to inject more speed, accountability, and entrepreneurial drive into a large, established organization.
An Entrepreneur commentary argues that the backlash over Google's Gemini AI producing biased outputs was wrongly dismissed as a mere technical glitch. The author contends that because AI models learn from human-generated data, they inherit the assumptions and blind spots of that data, and scaling such systems only amplifies those flaws. The piece stresses that any business deploying AI tools—regardless of whether it built the model—inherits this bias risk.
New Vistage research shows most small and midsize U.S. businesses have adopted generative AI, with 76% of CEOs personally using the technology, yet fewer than a quarter have formal oversight structures in place. The findings come alongside a broader call for CEOs to make overdue leadership and program decisions before the year ends rather than deferring them into the next fiscal cycle.
At a Fast Company event moderated by Stephanie Mehta, Supergoop CEO Melis Del Rey, Bel North America CEO Peter McGuinness, and BBC Studios direct-to-consumer chief Robert Schildhouse discussed the challenges of stepping into top leadership roles. The three executives compared notes on managing employee expectations and public skepticism toward corporate leaders in the early stages of their tenures.
A panel of 15 business leaders shared economic indicators companies should monitor beyond commonly reported figures like GDP or inflation. Many of these signals rarely appear in financial news coverage, while others are widely reported but dismissed by executives who assume they're irrelevant to their specific business.
An Entrepreneur analysis describes how a manufacturing launch team once built a manual tracker and weekly reconciliation process to patch unreliable information flow between departments. Even after the underlying system improved and the original problem was solved, staff kept maintaining both the new process and the old workaround because removing it felt riskier than continuing it.
Speaking at the Fast Company Innovation Festival, Russell Wilson described his transition from professional football into entrepreneurship and sports analysis. He reflected on how principles that guided him as a quarterback are now shaping how he manages teams outside of sports.