GoKawiil
Tech News
A collection of insights from 31 business leaders highlights how leadership expectations are shifting, with adaptability, human judgment, and AI fluency emerging as key themes. The leaders note that leadership qualities evolve over time, shaped both by organizational growth and external pressures like the current focus on artificial intelligence.
A Careerminds study released in August found that 98% of people managers and 97% of HR professionals believe managers are prepared to lead, but fewer than half of managers rate themselves as highly prepared for the specific challenges they face. The gap widens at senior levels, with 66% of C-suite executives calling managers very ready compared with just 42% of managers themselves.
A contributor essay in Entrepreneur argues that collaboration, emotional intelligence, adaptability and community-building skills now prized by organizations have long been practiced by Black women, often without formal titles. The author draws on personal experience balancing work, education and caregiving to illustrate how home-based leadership skills translate directly to workplace leadership. The piece calls on leaders to invite diverse voices, build influence through relationships, and value work that holds teams together.
An opinion piece published on Entrepreneur argues that so-called 'care-centered leadership'—combining high expectations with coaching, feedback and support—builds trust and resilience within teams. The author contends that asking employees what they need and following through strengthens engagement, while distributing workloads and developing others reduces burnout and dependence on a few key people.
Matt Ebert, CEO of 650-location collision repair chain Crash Champions, has produced about 35 episodes of his podcast, PodCrash with Matt Ebert, featuring conversations on leadership, entrepreneurship and trades. He says the show helps build familiarity with customers before they ever need a repair, and has become an unexpected recruiting tool, with job candidates saying they feel they already know him. Ebert also uses the podcast to highlight that the company's technicians earn more than $100,000 on average and increasingly work with tablets alongside traditional tools.
An adviser to family-owned businesses and MBA instructor outlines six distinct forms of fear that employees and leaders commonly hide at work. The author argues that recognizing these hidden emotions is essential to understanding what actually motivates people's behavior in professional settings.
A business leader describes changing how they run leadership meetings after a project reported as 'on track' with a green status turned out to be only 20% complete the day before its deadline. Instead of relying on status dashboards, the leader now asks teams one question — 'What am I missing?' — to surface hidden risks before they derail a project.
A workplace commentary argues that organizations often overlook visibility—making sure employees' contributions are seen and acknowledged—as a key lever in attracting and retaining talent, focusing instead on pay, benefits, and culture. The piece contends that meaningful recognition, distinct from token gestures, helps build trust and engagement within teams.
In a Modern CEO newsletter column, Stephanie Mehta cites a former Harvard Business School dean who has studied chief executives for three decades and concludes the fundamentals of the job have stayed largely the same. The newsletter also touches on how talent agent Ari Emanuel's leadership style differs from typical corporate CEOs.
Elon Musk announced plans to give one SpaceX share to every child in the United States beginning next year. With roughly 72 million children in the country as of July 2025, the pledge would amount to about $10.5 billion in shares, according to CNBC. The announcement comes as Musk has also been making large political donations, including $158 million to the Senate Leadership Fund PAC and $76 million to his own America PAC.
A workplace commentary contends that criticism of Gen Z employees for being unable to handle feedback misdiagnoses a broader issue: most managers and workers across generations were never taught how to give or receive feedback constructively. The author recounts avoiding criticism entirely as a new founder, illustrating how poor feedback habits can originate with leadership rather than junior staff.
In an opinion piece for Entrepreneur, the founder of Infragistics describes how he grew the company from a 10-person startup to a global organization with hundreds of employees across six countries. He argues that founders must make three changes to scale successfully: stop being the sole decision-maker, hire people who want to learn rather than just execute, and give employees enough trust to take initiative.