CONTENTS TABLE OF
DIGITAL-FIRST, AI-SAVVY, GLOBALLY CONNECTED –THE NEW DNA OF TOMORROW’S EXECUTIVES EU Business School
12
2025 GLOBAL MBA RANKINGS CEO Magazine
18
HOW TO STOP THE NEGLECT OF SELF IN LEADERSHIP
Catrina Hewitson
22
THE FLEXIBILITY TO SUCCEED: HOW AIB ENABLES STUDENTS TO THRIVE IN BUSY LIFESTYLES
Australian Institute of Business
STEER INTO DISCOMFORT: WHY WE MUST EMBRACE UNCERTAINTY, NOT AVOID IT
Archana Mohan
28
32
HOW LEADERS AND TEAMS CAN UNLEARN TOGETHER
Annie Peshkam and David Dubois
The saddest word in the English language:
Could’ve.
Our flexible online MBA turns could’ve into can.
WHY SUCCESSFUL CAPITAL MARKET LEADERSHIP REQUIRES ALL HANDS ON DECK
Arunma Oteh
WHARTON SCHOOL TO UNIVERSITY OF PENNSYLVANIA Wharton
“LESS ADMIN, MORE HUMAN”: JOBADDER CEO
MARTIN HERBST ON BUILDING AI-POWERED PLANS FOR TODAY’S RECRUITERS
Martin Herbst
with our Master’s or Postgraduate Certificate in Sustainability Leadership for the Built Environment
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HOW DO YOU MINE THE ORE OF YOUR UNIQUE VALUE PROPOSITION?
LIST OF CONTRIBUTORS
Lucy McCarraher
Steven
DIGITAL-FIRST, GLOBALLY CONNECTED OF TOMORROW’S
EU BUSINESS SCHOOL
Picture this: You’re leading a crossfunctional team across four continents, seamlessly coordinating deliverables across time zones while sipping your morning coffee. Your decisions are shaped by AI-generated market intelligence that updates in real time, and by afternoon, you're pitching international investors, not in a boardroom, but through an immersive virtual reality platform. Just a decade ago, this may have sounded like something from a science fiction novel. Today, it's fast becoming part of our professional reality.
Artificial intelligence is no longer a niche tool tucked away in R&D departments. It has arrived at our fingertips, embedded in the tools we use, the platforms we rely on, and
“A traditional MBA that fails to address digital realities is at risk of becoming obsolete.”
even the way we think. Models like ChatGPT have already revolutionized the way we seek information, generate ideas, and solve complex problems. For some, these tools have become more than just digital assistants –they’ve become confidants, collaborators, and even quasi-mentors.
The nature of leadership has changed fundamentally and fast. It’s no longer about commanding from the top down, but about navigating complexity with agility, collaborating across cultures and time zones, and making smart decisions at the speed of change. And that shift requires a new kind of leader, one fluent in both human and digital languages.
Gone are the days when an MBA simply meant mastering balance sheets and brushing up on managerial theory. In today’s business climate, marked by technological disruption, global uncertainty, and complex stakeholder expectations, leadership demands a different toolkit altogether. And at the heart of this shift is the modern MBA – redesigned, reimagined, and increasingly delivered online.
Nowhere is this transformation more evident than at EU Business School’s Digital Campus. Founded in 2012 to deliver highquality online education, EU has crafted MBA programs specifically for today’s dynamic, mobile professionals. These programs go beyond traditional learning: they serve as
DIGITAL-FIRST,
AI-SAVVY, CONNECTED – THE NEW DNA
TOMORROW’S
EXECUTIVES
a strategic response to a rapidly evolving business landscape where adaptability, innovation, and digital fluency are no longer optional but essential.
With programs like the MBA in Digital Business, EU’s portfolio reflects the pressing need for digitally fluent, globally minded leaders. The program offerings aren’t just buzzword-laden course titles; they represent a blueprint for professional survival and success in a world where industries are being rewritten in real time. In fact, according to the World Economic Forum, more than half of all global employees, leaders included, will require reskilling by 2025 to remain relevant. If that sounds like a ticking clock, that’s because it is.
“Leaders must learn faster than the world is changing.”– Satya Nadella, CEO of Microsoft
The Leadership Shift
A Harvard Business Review study recently revealed that companies led by digitally literate executives outperform those that aren’t by up to 48 percent in innovation metrics and customer satisfaction. The message is clear: the skillsets that matter today are not only different. They are also non-negotiable.
Fluency in AI, understanding of big data, remote team management, cross-cultural communication, digital ethics, and innovation strategy are no longer electives. They are the new core curriculum of leadership. EU Business School recognizes this. Its fully online MBA programs are designed for maximum flexibility and impact, allowing students to study from anywhere in the world while gaining access to a curriculum built around the needs of a digital economy.
Courses are delivered by industry professionals and experts who bring realworld relevance to every lecture. This isn’t academic theory for theory’s sake; students are learning from consultants driving AI transformations at multinationals, strategists guiding digital pivot plans for global brands, and entrepreneurs building tech-enabled ventures from the ground up.
“You can have the best tech skills in the room, but if you can’t lead a team through change, communicate across cultures, or build trust on a video call, you’ll lose the room.”
“Leaders must evolve with tools, teams, and the expectations around them. They must be both visionary and hands-on, strategic and empathetic, digitally literate and deeply human.”
“Our students gain real-world experience with emerging technologies while building global networks that last a lifetime,” says Luc Craen, Managing Director at EU Business School.
Leading in a Digital World
The digital format does more than offer convenience; it mirrors the very environment in which today’s professionals are expected to lead. The tools may be new (think Zoom, Slack, AI dashboards), but the stakes are as high as ever. Leadership today is about agility, presence, and clarity, delivered through a screen and sustained by digital fluency.
And yet, despite this dramatic shift, many traditional MBA programs remain tethered to formats designed for a bygone era. Classroomcentric, geographically fixed, and often slow to incorporate emerging technologies, they risk preparing students for a workplace that no longer exists.
At EU, students are immersed in an ecosystem that simulates real-world, digitally driven business environments. They collaborate on international case studies, manage projects across continents, and navigate the challenges of virtual communication. This approach does more than teach; it builds resilience, cross-cultural sensitivity, and confidence in the tools that define modern leadership. Graduates don’t just leave with theoretical knowledge. They emerge ready to harness artificial intelligence to inform business decisions, lead hybrid and remote teams with clarity and empathy, and interpret complex data to identify trends, mitigate risks, and drive innovation.
Importantly, this kind of training also addresses one of the most pressing issues facing modern organizations: the digital leadership gap. According to a 2023 report from MIT Sloan Management Review, fewer than 20% of executives feel “very prepared” to lead in a highly digital environment. The gap isn’t just technical; it’s strategic and human. It’s the challenge of aligning digital transformation with organizational culture, of inspiring teams through change, and of making high-stakes decisions when the pace of information is overwhelming.
As Ginni Rometty, former CEO of IBM, said, “The only way you survive is you continuously transform into something else. It’s this idea of continuous transformation that makes you an innovation company.”
That same philosophy applies not only to companies but to leaders themselves. In a world shaped by technological acceleration and disruption, staying still is a liability.
Continuous transformation has become the cornerstone of relevance. Leaders must
evolve with tools, teams, and the expectations around them. They must be both visionary and hands-on, strategic and empathetic, digitally literate and deeply human. This dual fluency, the ability to speak both the language of technology and the language of people, is the defining trait of modern leadership.
The Rise of Human-Centered Leadership
Still, digital competence is only part of the equation. Soft skills that were once considered secondary are now missioncritical. Emotional intelligence, resilience, adaptability, and empathy have emerged as vital traits in high-performing leaders, especially in the hybrid or remote work environment.
A recent Korn Ferry report found that 92 percent of companies believe soft skills matter just as much, if not more, than hard skills. At EU Business School, these abilities are developed through leadership labs, multicultural projects, and interactive simulations that mirror real-world ambiguity and complexity.
“You can have the best tech skills in the room, but if you can’t lead a team through change, communicate across cultures, or build trust on a video call, you’ll lose the room,” explains Luc Craen. “Modern MBAs must address this head-on. And we are doing exactly that.”
From Local to Global
One of the defining advantages of EU Business School’s digital MBA is the access it provides to a truly global network. With students representing over 130 nationalities and faculty drawn from international academic and professional backgrounds, the virtual classroom becomes more than a place of learning; it becomes a hub of cross-cultural exchange, business insight, and global opportunity.
The learning experience is intentionally international, both in structure and substance. Students regularly collaborate across borders on group projects that mirror real-world, multinational challenges. Discussions naturally reflect diverse economic, social, and cultural contexts, enriching strategic thinking and developing a level of global fluency that’s increasingly critical in modern leadership.
This global exposure is a core feature of EU’s model. In a business world where even small startups operate across multiple markets, the ability to engage confidently with international teams, understand cultural nuance, and spot global trends has become essential. According to a recent Deloitte report on the future of leadership, companies
led by globally minded executives are 2.1 times more likely to outperform their peers in innovation and market expansion.
As Indra Nooyi, former CEO of PepsiCo, noted, “Leadership is hard to define, and good leadership even harder. But if you can practice it in a truly global context among people who think differently from you – that’s where real transformation happens.”
Programs like EU’s digital MBA are designed to create exactly that kind of environment. They not only offer business knowledge but a simulation of the real-world global marketplace, equipping students to lead with agility, cultural intelligence, and a deep understanding of how interconnected today’s challenges and opportunities truly are.
In this way, the Digital Campus becomes not just a learning platform but a launchpad for global impact. Whether students go on to lead international teams, scale a startup across regions, or drive innovation in emerging markets, they leave with more than just an education; they leave with a worldclass network and a mindset to match.
Are MBAs Still Worth It?
This is the million-dollar question. And the answer depends entirely on the MBA itself. A traditional MBA that fails to address digital realities is at risk of becoming obsolete. But a future-focused, digitally immersive, globally connected program? That’s an invaluable career asset.
A 2023 McKinsey study showed that executives with formal training in digital strategy and leadership outperform their peers by 30 percent in terms of long-term growth and resilience. The ROI isn’t just academic, it’s measurable.
Leadership in the coming decade will be shaped by fast-moving technologies, cross-cultural collaboration, sustainability imperatives, and a high bar for ethics and transparency. Business as usual won’t cut it. Business as a visionary will.
Adapt or be Automated. The Choice is Yours.
Business is more complex, more connected, and more digital than ever before. Leadership must adapt and evolve.
An MBA no longer signals that you’ve arrived – it signals that you’re ready for what’s next. The question isn’t whether leaders can afford to adapt. It’s whether they can afford not to.
In this climate, modern MBAs, like those offered at EU Business School, are more than degrees. They are passports to relevance. To leadership. To transformation.
“An MBA no longer signals that you’ve arrived – it signals that you’re ready for what’s next. The question isn’t whether leaders can afford to adapt. It’s whether they can afford not to.”
BUSINESS SCHOOL PROFILE
EU Business School (EU) has been educating future entrepreneurs and business leaders since 1973. We offer innovative foundation, bachelor’s, master’s and MBA programs on our campuses in Barcelona, Geneva and Munich, as well as on our Digital Campus. We believe in hands-on, pragmatic learning that will give you the real-world skills to excel in the workplace of the future.
2025 GLOBAL MBA RANKINGS
The benefits attached to an MBA are well documented: career progression, networking opportunities, personal development, salary... and the list goes on. However, in an increasingly congested market, selecting the right business school can be difficult, which is far from ideal given the time and investment involved.
Using a ranking system entirely geared and weighted to fact-based criteria, CEO Magazine aims to cut through the noise and provide potential students with a performance benchmark for those schools under review.
GLOBAL MBA RANKINGS
American University of Beirut
American University: Kogod
Arden University
Aston Business School
Auburn University: Harbert
Audencia Business school
Australian Institute of Business
Bentley University: McCallum North America
Boston University: Questrom North America
Brunel Business School
Bryant University North America
Business School Netherlands The Netherlands
California State University-Chico North America
California State University-Long Beach North America
California State University-Northridge North America
California State University-San Bernardino North America
Central Queensland University Australia
College of William and Mary: Mason North America
Colorado Technical University North America
Concordia University Canada
Crummer Graduate School of Business at Rollins
Darmstadt Business School
Deakin Business School
Drexel University: LeBow North America
Duke University: Fuqua North America
Durham University Business School
EAE Business School Spain
EBS Business School Germany
École des Ponts Business School France
ESADE Business School Spain
Escuela de Negocios, Universidad de San Andrés Argentina
EU Business School Germany, Spain and Switzerland
Florida International University North America
Florida Southern College School of Business North America
GBSB Global Business School Spain
Georgia State University: Robinson North America
Grenoble Ecole de Management France
Griffith University Australia
GLOBAL MBA RANKINGS
Business School Country
HEC Montréal Canada
Hofstra University: Zarb North America
Hult Internatonal Business School North America
IAE Business School Argentina
IFM Business School Switzerland
INCAE Business School Costa Rica
ISEG Portugal
ISM International School of Management Germany
The Instituto Tecnológico Autónomo de México (ITAM) Mexico
Jacksonville University North America
John Carroll University: Boler North America
Kennesaw State University North America
Kent State University: Crawford North America
Kingston Business School UK
Lagos Business School Nigeria
Lancaster University Management School UK
Leeds University Business School UK
Loyola Marymount University North America
Loyola University of Maryland North America
Maastricht University School of Business and Economics
The Netherlands
Macquarie Business School Australia
Marquette University North America
Massey University New Zealand
Millsaps College North America
Munich Business School Germany
Nebrija Business School Spain
Newcastle University Business School UK
Nyenrode Business University The Netherlands
Oakland University North America
Pepperdine University: Graziadio North America
POLIMI School of Management Italy
RMIT University Australia
Rochester Institute of Technology: Saunders North America
Rome Business School Italy
Rutgers Business School North America
Saint Joseph's University: Haub North America
SBS Swiss Business School Switzerland
Seattle University: Albers North America
Simon Fraser University: Beedie Canada
Spain Business School Spain
Strathclyde Business School UK
Suffolk University: Sawyer North America
Swinburne University of Technology Australia
Texas Christian University: Neeley North America
Texas State University: McCoy North America
The Instituto Tecnológico Autónomo de México (ITAM)
The Lisbon MBA Catolica|Nova
TIER TWO
Mexico
Portugal
TIER ONE
Business School Country
The University of Liverpool Management School UK
The University of Texas at Dallas: Jindal North America
The University of Texas at San Antonio: Alvarez North America
Torrens University Australia Australia
Trinity College Dublin
School of Business Republic of Ireland
United International
Business Schools
Belgium, Italy, Japan, the Netherlands, Spain and Switzerland
University at Buffalo School of Management North America
University of Akron North America
University of Alberta Canada
University of Bath School of Management UK
University of Baltimore North America
University of Canterbury New Zealand
University of Capetown
Graduate School of Business South Africa
University of Chile FEN-UCHILE Chile
University of Cincinnati: Lindner North America
University of Delaware: Lerner North America
University of Denver: Daniels North America
University of Exeter UK
University of Glasgow: Adam Smith UK
University of Kentucky: Gatton North America
University of Louisiana at Lafayette North America
University of Louisville North America
University of Maine North America
University of Massachusetts-Lowell North America
University of Michigan-Flint North America
University of New Mexico: Anderson North America
University of North Carolina-Charlotte: Belk North America
University of North Florida: Coggin North America
University of Oklahoma: Price North America
University of Ottawa: Telfer Canada
University of Portland: Pamplin North America
University of PretoriaGordon Institute of Business Science South Africa
University of San Francisco: Masagung North America
University of Sheffield Management School UK
University of South Australia Australia
University of Tampa: Sykes North America
University of Texas at Arlington North America
University of the Witswatersrand South Africa
University of West Georgia North America
University of Western Australia Business School Australia
University of Wollongong Sydney
Business School Australia
Victoria University Business School Australia
Waikato Management School New Zealand
Willamette University: Atkinson North America
Xavier University North America
GLOBAL EMBA RANKINGS 2025
Rank Country
1 University of Ottawa: Telfer Canada
2 École des Ponts Business SchoolEada Business School Global MBA
France and Spain
3 The Instituto Tecnológico Autónomo de México (ITAM) Mexico
4 IFM Business School Switzerland
=5 Rutgers Business School North America
=5 SBS Swiss Business School Switzerland
6 Nyenrode Business University The Netherlands
7 INCAE Business School Costa Rica
8 Escuela de Negocios, Universidad de San Andrés Argentina
=9 Hult Internatonal Business School North America
=9 Rome Business School Italy
=10 Massey University New Zealand
=10 Kennesaw State University North America
=11 University of Cape Town Graduate School of Business South Africa
=11 Arden University UK
12 Maastricht University School of Business and Economics The Netherlands
13 TBS Education France
14 The University of Texas at San Antonio: Alvarez North America
15 Grenoble Ecole de Management France
16 Business School Netherlands The Netherlands
17 University of Denver: Daniels North America
18 Strathclyde Business School UK
19 AIX Marseille Graduate School of Management France
20 Trinity College Dublin School of Business Republic of Ireland
21 Pontifical Catholic University of Chile Chile
22 Audencia Business school France
23 POLIMI School of Management Italy
24 University of San Francisco: Masagung North America
=25 Marquette University North America
=25 Drexel University: LeBow North America
26 Texas Christian University North America
=27 Washington State University: Carson North America
=27 Cork University Business School Republic of Ireland
28 EAE Business School Spain
29 University of PretoriaGordon Institute of Business Science South Africa
=30 IAE Business School Argentina
=30 Concordia University Canada
=31 Simon Fraser University: Beedie EMBA-IBL Canada
Rank Country
=31 United International Business Schools
32 The University of Texas at Dallas: Jindal North America
33 Simon Fraser University: Beedie EMBA Canada
34 Villanova University North America
=35 RMIT University Australia
=35 American University of Beirut Beirut
=36 Aston Business School UK
=36 Pepperdine University: Graziadio North America
37 Baylor University: Hankamer North America
=38 University of Bradford School of Management UK
=38 Spain Business School Spain
=39 Rochester Institute of Technology: Saunders North America
=39 University of Tampa: Sykes North America
=40 Hofstra University: Zarb North America
=41 College of William and Mary: Mason North America
=41 Millsaps College North America
=42 Georgia State University: Robinson North America
=42 The Lisbon MBA Catolica|Nova* Portugal
=43 Oakland University North America
=43 Durham-EBS Executive MBA Germany and UK
44 Lagos Business School Nigeria
=45 California State UniversitySan Bernardino North America
=45 University of Oklahoma: Price - EMBA in Energy North America
=46 University of Oklahoma: PriceEMBA in Aerospace and Defence North America
=46 University of Texas at Arlington North America
47 Crummer Graduate School of Business at Rollins North America
48 University of Alberta Canada
49 California State UniversityLong Beach North America
50 Virginia Commonwealth University* North America
51 Esade Business School Spain
52 Auburn University: Harbert North America
53 Duke University: Fuqua North America
54 Saint Joseph's University: Haub North America
55 Xavier University North America
56 Florida International University* North America
57 Suffolk University: Sawyer* North America
58 University of North Carolina Wilmington: Cameron* North America
59 University of New Mexico: Anderson North America
60 Seattle University: Albers North America
Belgium, Italy, Japan, the Netherlands, Spain and Switzerland
ONLINE MBA RANKINGS 2025
Rank Country
1 EU Business School
2 Hult Internatonal Business School North America
3 Maastricht University School of Business and Economics The Netherlands
4 INCAE Business School Costa Rica
5 Trinity College Dublin School of Business Republic of Ireland
6 SBS Swiss Business School Switzerland
7 Nebrija Business School Spain
8 Business School Netherlands The Netherlands
9 OBS Business School with Universitat de Barcelona, Global MBA Spain
10 Torrens University AustraliaMBA (On-Demand) Australia
=11 Darmstadt Business School Germany
=11 OBS Business School with Universitat de Barcelona, EMBA
12 POLIMI School of Management: I-Flex EMBA
13 The University of Liverpool Management School UK
14 IAE Business School Argentina
15 Rome Business School Italy
=16 Arden University UK
=16 Escuela de Negocios, Universidad de San Andrés Argentina
=17 Macquarie Business School Australia
=17 United International Business Schools
Belgium, Italy, Japan, the Netherlands, Spain and Switzerland
=18 Massey University New Zealand
=18 Deakin Business School Australia
=19 POLIMI School of Management: Flex EMBA
=19 University of South Australia
=20 Griffith University
=20 University of Bradford School of Management
21 Torrens University AustraliaMBAA and MBA Australia
22 Durham University Business School UK
23 Pepperdine University: Graziadio North America
24 Jack Welch Management Institute North America
=25 University of Maine North America
=25 Australian Institute of Business Australia
26 University of Denver: Daniels North America
27 Washington State University: Carson North America
=28 Purdue University: Mitch Daniels School of Business North America
=28 Instituto Europeo de Posgrado Spain
=29 University of San Francisco: Masagung North America
=29 University of Kentucky: Gatton North America
=30 Florida Southern College of Business North America
=30 Jacksonville University North America
31 University of Massachusetts-Lowell North America
32 College of William and Mary: Mason North America
=33 GBSB Global Business School Spain
=33 Central Queensland University Australia
34 La Trobe University Australia
35 Aston Business School UK
37 Drexel University: LeBow North America
=38 Marquette University North America
=38 University of Exeter UK
=39 John Carroll University: Boler North America
=39 EAE Business School Spain
40 Central Queensland University Hyperflexible MBA Australia
=41 University of Wollongong, Sydney Business School Australia
=41 Spain Business School Spain
42 Victoria University Business School Australia
43 University of Cincinnati: Lindner North America
=44 RMIT University Australia
=44 Simon Fraser University: Beedie Canada
45 Kennesaw
36 Rochester Institute of Technology: Saunders North America Rank Country
51 Georgia WebMBA (Columbus State University, Georgia College, Georgia Southern University, Kennesaw State University, University of West Georgia, Valdosta State University)
52 California State University-Chico
=53 The University of Texas at Dallas: Jindal
Kogod
2025 GLOBAL DBA LISTING
Based upon accreditation, quality of faculty, geography, and international standing, this year’s Global DBA Listing is designed to showcase the market’s premier DBA providers.
Business
Aberdeen Business School
Abu Dhabi University
Antwerp Management School
Aston Business School
Athabasca University
Audencia Business School
Baruch College, City University of New York: Zicklin North America
Bauer College of Business at the University of Houston
Beirut Arab University
Birmingham City University
Bournemouth University
Burgundy School of Business France
Business School Lausanne Switzerland
Case Western Reserve University: Weatherhead North America
Centrum PUCP Graduate Business School
City University of Hong Kong
Concordia University Canada
Copenhagen Business School Denmark
Cork University Business School Republic of Ireland
Creighton University: Heider North America
Crummer Graduate School of Business at Rollins North America
DePaul University: Kellstadt North America
Drexel University: LeBow North America
Durham University Business School
École Des Ponts Business School France
Emlyon Business School Global DBA Asia Track China & France
EU Business School Germany, Spain and Switzerland
Florida Institute of Technology: Bisk North America
Florida International University North America
Franklin University
GBSB Global Business School
Georgia State University: Robinson
Grenoble Ecole de Management
Harvard Business School
Heriot Watt University Edinburgh Business School
Hong Kong Baptist University
Hult International Business school
IE Business School
ISM International School of Management
International University of Monaco
IPAG Business School France
Jacksonville University
Kennesaw State University: Coles North America
Kingston University
Lagos Business School
Leeds Metropolitan University
Leeds University Business School
Liverpool John Moores University
London Metropolitan University
Manchester Metropolitan University
Massey University
Northumbria University
Nottingham Trent University
Nyenrode Business University The Netherlands
Oklahoma State University
North America
Pace University: Lubin North America
Paris-Dauphine PSL University France
Pennsylvania State University: Smeal North America
Business School
Pepperdine University: Graziadio North America
Pontifical Catholic University of Chile Chile
Rennes School of Business
Saint Joseph's University: Haub
Sacred Heart University: Welch
SBS Swiss Business School
SDA Bocconi Schoool of Management
Sheffield Hallam University
St. Ambrose University North America
St. Thomas University North America
Swinburne University of Technology Australia
Teesside University
Temple University: Fox North America
The Durham DBA at Fudan Fudan
The Global DBA Durham-Emlyon
The University of Liverpool Management School
Thomas Jefferson University North America
United Arab Emirates University
United Business Institutes Belgium
United International Business Schools
University of Bath
University of Bedfordshire
University of Birmingham
University of Bolton
Switzerland, Belgium, Spain, the Netherlands, Italy and Japan
University of Bradford School of Management
University of Calgary: Haskayne
University of Dallas: Gupta North America
University of Florida North America
University of Glamorgan
University of Gloucestershire
University of Hertfordshire
and Germany
University of Houston: Bauer North America
University of Huddersfield UK
University of Manchester: Alliance UK
University of Maryland Global Campus North America
University of Missouri-St. Louis North America
University of North Carolina-Charlotte: Belk North America
University of North Texas North America
University of Otago Business School New Zealand
University of Pittsburgh: Katz North America
University of Portsmouth UK
University of Pretoria:
Gordon Institute of Business Science South Africa
University of Reading: Henley Business School UK
University of Rhode Island North America
University of South Florida: Muma North America
University of Southern Queensland Australia
University of Surrey UK
University of Tampa North America
University of Western Australia Australia
University of Wisconsin-Whitewater North America
Victoria University Business School Australia
Virginia Tech: Pamplin College North America
Vlerick Business School Belgium
Walsh College North America
Washington University in St. Louis: Olin North America
Zurich University of Applied Sciences Switzerland
Like a Diamond, an MBA is Forever
Ensure it’s AMBA-accredited.
Be in brilliant company
MBA students on AMBA-accredited programmes are required to have at least 3 years prior management experience, making for quality networks and applied learning.
Crafted
with
world-class expertise
The high standard of AMBA-accredited MBAs is certified by highly experienced Business School Deans and Directors - Experts assessing Experts.
Invest in education that stands the test of time
AMBA-accredited schools have educated MBAs to AMBA standards for a minimum of 3 years and usually over 10 years.
Be part of a priceless network
AMBA-accredited MBA programmes require a minimum of 500 ‘contact’ hours, ensuring face-to-face learning and strong relationship-building.
Access the highest quality experts in academia and industry. Faculty at AMBA-accredited programmes are internationally diverse and at least 75% must have a relevant postgraduate qualification.
AMBA is the world’s only MBA-specific Accreditation Organisation, accrediting just 2% of the world’s Business Schools. www.mbaworld.com
HOW TO STOP THE NEGLECT OF SELF IN LEADERSHIP
CATRINA HEWITSON
“It’s far better to scale down good habits and keep them, rather than give up the things that rejuvenate us because we can’t achieve a perfect schedule of positive action.”
Leaders are operating in extraordinary times, contending with crammed diaries, complex decisions, exponential rises in data, disruptive change, and a volatile global environment. In the heat of this moment, our observation is that certain fundamental aspects of leadership are going missing, not through negligence (leaders in our networks are working harder than ever), but because of a perfect storm of global, organisational, and personal pressure, together with tricky tensions to navigate. Our experience is that leaders do not have enough time to think, enough time to build trust, and perhaps most concerningly, not enough time for themselves.
Taking time for yourself as a leader—with the associated benefits of building resilience, sustaining performance, and gaining perspective—can be the hardest habit to create or reclaim. There are external causes for this, which we will explore, underpinned by our ambivalence about the legitimacy of taking time to look after ourselves in a world full of situations and people that demand our attention.
At first glance, the global evidence may suggest that we are investing in ourselves more than ever before. The wellness industry, encompassing better health, fitness, nutrition, appearance, and mindfulness, has been valued by McKinsey at $1.5 trillion, with an expected annual growth rate of 5–10%, which seems to indicate a significant interest in selfimprovement. However, the same research uncovered that worldwide consumers don’t experience the expected uplifts, with most reporting stagnation or decline. Add to this the curated pictures of friends and acquaintances completing their marathon training or early morning cold plunges, and the dissatisfaction with ourselves increases.
At an organisational level, rapid technological development and a pandemic that locked us down at home have made the blurred lines between work and home life harder to distinguish. How do you know if you’re at home or at work when the location is exactly the same and your handy devices mean you can log on, be contacted, and produce output at any time of the day? Where does work actually stop when your phone sits beside you, bleeping with incoming messages throughout the evening? Given this intensity and the pressure we might feel as leaders to be available and accessible at all times, quieter time for self is easily squeezed out.
We have also identified three personal tensions that leaders have to resolve before they can properly prioritise time for themselves.
First, the Guilt Factor: Our conversations with leaders have explored the dilemma that taking time for themselves feels indulgent. How can putting yourself at the centre be justified when there are so many other calls on your attention and when others need you? We encounter leadership discomfort with the idea of leaving teams to fend for themselves while taking time out for ourselves. And perhaps there’s a lingering belief that good leadership looks strong, capable, adaptable, and that taking personal time might be perceived as hesitant or flaky, as well as selfish.
Yet research indicates that leaders who do care for themselves have a positive impact on employees, who also experience higher staff care, lower strain, and better health.
We call our second tension the ‘SelfWhat?’ Factor, and it arises when leaders question who and what they should be spending time on if they do carve out diary space. To address this tension, it is vital to slow down, recognise the question, and give it serious consideration. We recommend starting with the basics: What do you need to do your best work? What do you need to prioritise to be the best possible version of yourself? What purpose are you drawn to? This is the self that can recognise its strengths and gifts and be kind about its limitations, that wants to fulfil its potential and sees the powerful and positive effects of doing that.
There’s no one-size-fits-all solution when we work out how to care for ourselves—our clients and colleagues describe an eclectic range of activities, from Pilates, yoga, hiking, and swimming to time with favourite people, reading, sitting in a sunlit space, and doing very little at all. The essential step is taking time to examine what is important at an individual level and to question what is required to stop self-neglect.
Of course, taking this step means you have to decide that caring for yourself as a leader is a valuable, worthwhile, and legitimate use of your time.
“Small and determined steps can bring clarity, composure in the face of adversity, better decisions, more patience and empathy with others. ”
“Given the relentless pace of modern working life and the intensity that leaders are operating in, simply pushing through until the next holiday or imagining a future moment where we can spend more time on ourselves is no longer sufficient.”
BIOGRAPHY
Catrina Hewitson is a lead consultant for The Oxford Group and co-author of the book, The Neglected Acts of Leadership.
As we allow ourselves this time and space, there is a final obstacle to consider: the Practical Factor. We trip at this hurdle when we believe that we don’t have time to do the things that will really make a difference, and with a final wistful glance at a colleague’s morning walk on Instagram, we go back to our habitual self-neglect. To break this cycle, we believe it’s important not to dream big but to start small, and to begin with self-awareness and experimentation.
Once you give yourself permission to take time and work out what might be fulfilling, restorative, or enjoyable, the key is to make your practice habitual. It’s our conviction that positive habits are achieved not through selfmotivation but through structure and process. We recommend three steps to embed better habits: identifying what you currently do, then being explicit about your intentions and tracking progress, and finally reviewing and adjusting.
The first step is to track your existing habits and the daily micro-choices that determine where and how you spend your time. Our book The Neglected Acts of Leadership and How Music Can Help You Rediscover Them includes a structured habit tracker so you can record and gather your data. Taking this approach not only creates insight and opportunities for change but also reinforces your commitment to taking time for yourself seriously. Understanding the existing patterns in your practice can help you to see what is consuming all your time and energy, and whether that activity is productive and helpful. Importantly, it is also a way to spot habits or choices that you can adjust or build on—taking five minutes to gather your thoughts before diving into daily emails, using the first minutes of your day to send a couple of appreciative messages to colleagues before wading into the latest crisis, listening to a three-minute song that lifts and inspires you between your meetings.
These are small and almost effortless changes, yet the benefits accumulate over time.
As you become clearer about what works for you, embedding the habit can be helped by techniques like Implementation Intentions. Stating clearly and precisely what you intend to do and when you intend to do it has proven successful in increasing the likelihood that we act and stick with it. Tracking progress and rewarding ourselves is also likely to boost sustained changes.
Finally, maintaining momentum is essential, and this involves being kinder to ourselves and innovative in our thinking. We know that for leaders, no single day, month, or year is identical to another, and that working life is unpredictable and frequently disrupted. It’s far better to scale down good habits and keep them, rather than give up the things that rejuvenate us because we can’t achieve a perfect schedule of positive action.
Given the relentless pace of modern working life and the intensity that leaders are operating in, simply pushing through until the next holiday or imagining a future moment where we can spend more time on ourselves is no longer sufficient. Neglecting yourself can lead to jeopardy for your own health and wellbeing and have consequences for the people and organisations you are responsible for. In contrast, small and determined steps can bring clarity, composure in the face of adversity, better decisions, more patience and empathy with others, and ultimately more enjoyment of hard-won success.
Classmates today. Network for life.
AT DREXEL UNIVERSITY’S LEBOW COLLEGE OF BUSINESS, our AACSB-accredited Executive MBA (EMBA) and Executive DBA (DBA) will provide you with diverse perspectives and support while you learn how to develop evidence-based solutions, drive organizational change and lead a better world.
Drexel LeBow’s executive programs offer:
• A cohort model.
• Part-time, hybrid formats.
• Research-active faculty at an R1 university.
• Leading-edge curricula and industry connections.
• A diverse, global network.
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“I was blown away by the caliber of my cohort. Upon meeting them, I knew that my EMBA education would come from both the professor and the classroom experience.”
KARLA TROTMAN, EMBA
’15
President and CEO Electro Soft Inc.
The program’s culture of care stood out — showing there is more than an academic process, there is actually a family — and the beauty is it goes across students, lecturers and all administrative team.”
NATHAN BROWNE, DBA ’23 Regional Director SaturnFive Consulting
THE FLEXIBILITY TO SUCCEED: HOW AIB ENABLES STUDENTS TO THRIVE IN BUSY LIFESTYLES
AUSTRALIAN INSTITUTE OF BUSINESS
Idon’t have time” is one of the most common reasons professionals put off pursuing an MBA. At the Australian Institute of Business (AIB), the learning model addresses this challenge by offering a highly flexible online format . 99% of AIB alumni agreed, saying the structure made it easier to study while managing other responsibilities.
With insights from Associate Professor Mulyadi Robin, AIB’s Associate Dean (Teaching and Learning), and Dr Alicia Stanway, Discipline Lead in HRM and Industry Engagement Manager, this article explores how AIB’s structure makes postgraduate education achievable without sacrificing personal or professional commitments.
Additionally, through three inspiring alumni stories, we’ll see firsthand how AIB graduates achieved success while balancing work, family, travel and study.
THE AIB APPROACH
Short, Strategic Learning Cycles
AIB’s MBA programme follows an eightweek subject format, providing a structured yet adaptable learning experience that fits seamlessly into the lives of busy professionals. Major assessment deadlines are strategically placed in the same week every term, creating a consistent, predictable study pattern. This regular cadence helps students plan ahead and balance their workload effectively.
The inclusion of a one-week break after each subject also gives students a chance to reflect on what they’ve learned and recharge before starting the next subject. This balance between intensive learning and scheduled breaks helps maintain motivation and prevents burnout.
100% Online Learning, 24/7 Access
AIB’s 100% online MBA is designed to be truly flexible, allowing students to study anytime, anywhere. Learning is self-paced, so students can move through content in a way that suits their schedule. There are live webinars scheduled outside of standard work hours, which provide structure and real-time interaction but are not compulsory. For added flexibility, all sessions are recorded, ensuring that those with demanding schedules can participate fully without falling behind.
The programme is delivered through AIB’s innovative Student Learning Portal. The portal offers 24/7 access to learning materials, including videos, podcasts and other resources. The myAIB app adds another layer of convenience, making it easy to study on the go. Students can download modules and full subjects to view offline and receive notifications for assessments and webinars. Audio versions of course content make it possible to learn while commuting, exercising, running errands or even while waiting at school pick-up—turning everyday moments into learning opportunities.
Alicia offers some practical advice for those undertaking the MBA:
“Plan the ebbs and flow of work commitments, family events and assessment deadlines. You'll find your groove in terms of whether Sunday sessions or studying in the pockets of your time will work best, but never leave an assessment to the last minute. When feeling the pressure, remind yourself of why you started in the first place to keep that momentum.”
Freedom to Start, Stop and Accelerate
Unlike traditional universities with rigid semester schedules, AIB offers 12 start dates throughout the year, allowing students to
begin their MBA without waiting months for the next intake. With multiple entry pathways available, including previous academic qualifications or relevant professional experience, getting started is straightforward.
AIB gives learners the freedom to set their own pace. Generally, students concentrate on one subject at a time, allowing for deeper engagement and understanding without the pressure of managing multiple subjects. This focused structure supports completing the MBA online within two years. However, AIB offers extra flexibility with the option for students to accelerate or slow their studies as needed. Eligible students can choose to study two subjects at once, enabling them to finish the MBA in just 12 months. In addition, it’s possible to take breaks between subjects if life demands it, with the flexibility to stop and restart studies according to personal circumstances.
Immediate Application, Lasting Career Outcomes
AIB stand outs for their practical, hands-on learning approach guided by experiential principles from Kolb’s model. The MBA is designed around authentic assessment tasks situated in contemporary professional contexts, allowing students to reflect meaningfully on their professional experiences and challenges. This approach is supported by industry-aware academics
“AIB understands leadership and impact beyond the classroom require more than the ability to recall information. That’s why its MBA replaces traditional, theory-heavy exams with practical, work-based assessments.”
who not only bring subject matter expertise but also specialise in leading online teaching methods, ensuring learning is both relevant and immediately applicable.
AIB understands leadership and impact beyond the classroom require more than the ability to recall information; that’s why its MBA replaces traditional, theoryheavy exams with practical, work-based assessments. Students use their own professional context as the foundation for their learning, solving actual business problems as they study. This structure not only aligns with what employers value but also leads to stronger learning outcomes and higher student satisfaction. In their most recent Alumni Insights Survey, 97% of alumni found the AIB MBA practical and 83% experienced career progression.
Alicia illustrates this with a real-world example:
“We want to blur the lines between assessments and real-world application so that the effort invested into building that business capital is immediately applicable in practice. For example, developing and implementing a strategic business case for an evidence-based performance gap in eight weeks (the same timing as AIB's subject model) is a real tangible outcome. However, the unexpected benefit is scaling systems thinking by developing a greater awareness of the interplay between business units, rather than viewing functions and departments separately. When systems thinking is combined with research and analytical skills, it stimulates decision velocity, which not only leads to increased confidence in engaging in strategic conversations with other leaders but also raises our value when looking for internal mobility or career changes.”
How AIB Maintains Quality While Offering Flexible Learning
While flexibility is a key feature of AIB’s MBA programme, it is never offered at the expense of academic rigour or educational quality. The academic integrity and relevance of every subject is rigorously maintained through expert design and continuous review. AIB consistently outperforms national benchmarks in the Student Experience Survey (SES), Australia’s only comprehensive government-endorsed survey of current
higher education students. In the most recent results, AIB achieved a 90.9% rating for overall educational experience, significantly higher than the national average of 79.2%. Teaching quality was also rated highly, with AIB scoring 92.8% compared to the national average of 83.8%.
Mulyadi explains further:
“Quality underpins everything we do at AIB. Each subject is carefully designed and regularly reviewed with input from leading academics in their fields, industry leaders and peak bodies (e.g. Australian Human Resource Institute). This facilitates regular updates, ensuring subjects stay current and practical while remaining industryrelevant.
“Our online learning platform is backed by expert teams comprising educational designers, educational technologists and subject specialists. This allows us to deliver engaging, high-quality content tailored for online delivery. Further, our continuous improvement is driven by student feedback and measured against national and international benchmarks, so students know they're receiving an excellent education while studying on their own terms.”
Support That Helps You Succeed
Studying online doesn’t mean studying alone. At AIB, students have access to a wide range of resources and services designed to help them feel connected and motivated throughout their studies. Their commitment to student care is reflected in the national Student Experience Survey, where AIB scored 86.8% for student support, well above the national average of 80%.
Mulyadi shares AIB’s approach to student support:
“Student success is at the heart of what we do at AIB. From day one, our structured orientation programme equips students with essential skills for online learning. Throughout each subject, students have ongoing access to Subject Coordinators and Online Learning Facilitators for expert academic guidance. Dedicated Academic Skills Advisors and Librarians provide additional support in research, writing and study skills. Recognising life's
unpredictable nature, our friendly Student Central team offers practical assistance— like extensions or temporary study breaks—ensuring students always have support close at hand, whenever needed.”
ALUMNI CASE STUDIES
How Candice Balanced Study with Raising Three Children
Candice Crawford was a well-established healthcare professional when she made the decision to return to study. At the time, she was working full-time and a sole parent to three young children, but rather than seeing these responsibilities as barriers, Candice saw them as motivation. She wanted to stay competitive in her field, continue progressing professionally and set a good example for her children. The search for a suitable MBA was extensive, as flexibility wasn’t a preference— it was a requirement.
“AIB offered the most flexibility, and the course content aligned with my experience and career goals. The remote study model enabled me to plan my study around my children and work. The staff and lecturers were extremely helpful and quick to respond to my questions. I appreciated the way in which the AIB team understood and accommodated my needs.”
Candice didn’t just manage to balance study with life; she set herself an ambitious goal to complete the coursework within 12 months. She achieved this by approaching the programme with a high level of discipline and organisation. Meal prepping, carefully coordinating school needs and maintaining her exercise regime all helped create space for success.
“My MBA opened up many opportunities that would not have been possible otherwise. It gave me the opportunity to assume statewide leadership roles, lead large transformation projects, strategic reviews, COVID response projects, become a Board Director of an amazing charity and many other exciting projects. In my everyday job, pretty much everything I do, I’m utilising some of the skills that I learnt in the MBA.”
One of the most meaningful benefits of Candice’s MBA was the impact her study journey had at home. She created an environment where learning was a shared experience, often sitting together with her children doing ‘homework’, building study habits and a love of learning that stayed with them.
“Your children will benefit from seeing you work and study hard, even when it seems that you don’t have time. My children were only in
“Your children will benefit from seeing you work and study hard, even when it seems that you don’t have time. My children were only in primary school when I undertook my MBA; they are now at university, and I see the same determination, work and study habits in them that we developed together 10 years ago.”
primary school when I undertook my MBA; they are now at university, and I see the same determination, work and study habits in them that we developed together 10 years ago.”
How Mark Balanced Study While Relocating Abroad
After completing part of his undergraduate degree and a one-year accounting certificate, Mark Ryan stepped into the workforce to support his growing family. Two decades later, now a father of four with a wealth of work experience, he decided to return to study to complete what he had started years earlier and position himself for growth in the next phase of his career. Mark chose AIB after thorough research, drawn to its online model, the one-subject-every-eight-weeks structure and the recognition of his management experience in lieu of an undergraduate degree.
“With one course every eight weeks, it fits the adage of eating an elephant, simply one bite at a time. I was able to find a good balance between home, work, and homework to get through everything. There were even weekends when I would take my daughters to figure skating, and I would finalise my assessments in the waiting area or the stands. Minor edits to papers can be done anywhere
with the modern productivity tools that we have.”
The MBA reshaped his professional trajectory. After completing his first year, Mark moved from a commercial proposal role into operations, a shift he attributes to the confidence and capability gained from his studies. He applied new skills daily in his evolving role, making the coursework immediately valuable. Then, midway through his MBA journey, an unexpected opportunity came up: a promotion that would require relocating from Canada to the United States. What could have been a major disruption became another example of how AIB’s flexibility paid off.
“In late 2023, I accepted a new role as a Division Manager that would mean moving from my home in Edmonton, Alberta, to Bellingham, Washington. For the first four months of 2024, I commuted to the US while we were finalising the sale of our home and getting ready for the big move. The flexible study model allowed me to continue to study and succeed, whether it was working from a hotel room, a cafe or amongst moving boxes. The ability to take a break in Term 4 of 2024 also gave our family a chance to properly settle into our new surroundings after such a life-changing move.”
ALUMNUS
Candice Crawford
2019 AIB Graduate General Manager, Doctor Engagement at Mater
ALUMNUS
Mark Ryan
2025 AIB Graduate Division Manager at Acuren
How Anne Balanced Study with a TravelHeavy Career
Anne Collishaw has built an impressive career in the Australian Army and the Department of Defence. With a strong desire to advance in her career and plan for life after the Army, Anne decided to pursue an MBA. However, she was unable to meet the contact hour requirements of traditional universities due to her unpredictable schedule and frequent travel for work. Pursuing an MBA while working in such a dynamic environment may sound impossible, but for Anne, the flexible model and applied nature of the AIB programme made it not only possible but impactful.
“Enrolling in AIB’s MBA was a great decision; without it, I might not have been able to advance my career as I have. One of the most rewarding aspects of the MBA was being able to apply concepts in real-time. Whether it was strategic planning, leadership theory or financial analysis, I found myself immediately using these skills in Defence-related projects.”
Balancing the demands of work and travel didn’t deter Anne. Instead, she turned her mobility into an asset. She made the most of airport lounges, flights and hotels, turning transit time into learning opportunities. She also used digital tools and downloaded resources in advance to stay productive even when internet access was limited.
“In many ways, travel became a unique enhancer of my learning journey. Travelling exposed me to a wide range of leadership styles and operational challenges across different environments, which added valuable context to the theories I was studying. It also gave me quiet pockets of time, such as longhaul flights or remote postings, where I could focus on assignments or reading.”
“Enrolling in AIB’s MBA was a great decision; without it, I might not have been able to advance my career as I have.”
More than just climbing the career ladder, Anne’s journey with AIB reshaped her as a leader. Since completing her MBA, she has been promoted in both her Defence civilian and Navy roles. The skills she gained, particularly in strategic thinking, stakeholder engagement and business decision-making, have proven invaluable in navigating the multifaceted responsibilities she holds across Defence.
“I pursued an MBA to gain a promotion, which I recently achieved. During the selection process, my past roles and my studies at AIB were topics of interest. These factors definitely played a significant role in securing my new position.”
ALUMNUS
SCHOOL PROFILE
AIB is the largest online MBA provider in Australia, with 40 years of history and a global network of more than 20,000 students, alumni, academics and industry experts from 100 countries.
AIB’s online MBA is designed to support working professionals achieve career outcomes faster and has most recently achieved a Tier One Global status, ranking 7th in Australia and 25th globally by CEO Magazine 2025.
Anne Collishaw 2023 AIB Graduate Department of Defence
The insights featured were garnered from AIB’s 2024 Global Alumni Insights Report sent out to 12,040 of AIB’s global alumni who graduated between 2005 and 2024.
STEER INTO WHY WE MUST UNCERTAINTY, STEER INTO WHY WE MUST UNCERTAINTY,
INTO DISCOMFORT: MUST EMBRACE
UNCERTAINTY,
UNCERTAINTY,
NOT AVOID IT.
NOT AVOID IT. INTO DISCOMFORT: MUST EMBRACE
We live in an age of relentless change. Geopolitical shocks, digital acceleration, climate urgency, AI disruption, and rising employee expectations have made uncertainty the norm. Yet too often, leaders respond with control: more planning, tighter metrics, familiar tools. But the illusion of certainty is no match for the complexity we now face. Leaders who thrive are not the ones who resist discomfort. They are the ones who steer into it.
ARCHANA MOHAN
INTRODUCTION: 208 SECONDS
On January 15, 2009, just 90 seconds after take-off from New York’s LaGuardia Airport, US Airways Flight 1549 struck a flock of geese, causing both engines to fail. With no power, low altitude, and no safe runway in reach, Captain Chesley “Sully” Sullenberger had 208 seconds, three and a half minutes, to assess the crisis, reject standard options, and make a daring choice. He landed the aircraft on the Hudson River, saving all 155 people on board.
In hindsight, it may look like heroism. In the moment, it was something else: the ability to make decisions inside uncertainty. To steer into discomfort. That is leadership.
Discomfort is not a bug in the system. It is the system.
Discomfort isn't a sign that something's gone wrong. It's a signal that growth, adaptation, and creativity are necessary. Uncertainty is metabolically expensive. We will resist it. Neuroscience supports this: our brains crave predictability. Change hurts. But learning occurs in these moments of disequilibrium. By resisting discomfort, leaders stagnate. By accepting it, they unlock innovation.
The global pandemic reminded us of this truth. Overnight, long-established norms collapsed. Leaders who tried to replicate pre-COVID conditions faltered. Those who adapted, listened, and experimented uncovered new strengths in themselves and their teams.
“Those who develop the capacity to steer into discomfort will stand out. They will be the ones who turn fear into focus, transform change into clarity and convert ambiguity into action.”
Futurist Amy Webb describes this as “steering into the slide”; the intentional act of engaging with complexity rather than resisting it. Webb likens leadership in uncertainty to driving on ice: while instinct may tell us to swerve away, physics requires that we steer into it. Likewise, leaders shouldn’t wait for certainty. They should develop the discipline to scan for signals, explore possibilities, and build teams willing to steer into the slide 1
Why avoiding discomfort fails Avoidance creates an illusion of stability. Leaders who shield themselves and their teams from discomfort often miss early warning signs of disruption, discourage honest dialogue, exacerbate cultures of compliance and limit their organisation's ability to pivot. Worse still, avoidance drains trust. Teams sense when leaders are unwilling to face hard truths. Courage, not certainty, cultivates trust.
A blueprint for transformational leadership
In the face of discomfort, transformative leaders do three things consistently:
Reach in
Great leadership starts with selfawareness. Reaching in means acknowledging what you don't know. It means quieting the need for certainty. It means asking better questions. This inner work builds the emotional agility needed to navigate ambiguity.
Leaders who reach in:
● Understand their values, triggers and blind spots
● Embrace vulnerability as strength, not weakness
● Recognise that personal growth fuels professional effectiveness
Reset
In uncertain times, assumptions become liabilities. Resetting isn’t about starting over. It’s about releasing what no longer serves and making space for what’s possible. Our brains rely on internal models to navigate uncertainty, but those models become limiting if we fail to adapt. In times of complexity, we must let chaos in. We must interrogate where models no longer align with reality.
The most innovative strategies rarely come from certainty. They come from the courage to question what’s familiar, to release outdated assumptions, and reset from a place of clarity and care.
Leaders who reset:
● Interrogate outdated beliefs and inherited practices
● Create space for reflection and reimagination
● Replace rigid planning with flexible experimentation
Reach out
Sharing discomfort makes it easier to face. By reaching out, leaders model how steering into uncertainty builds collaboration. It’s a shared opportunity to learn, grow, and cocreate. When teams feel seen and heard, they are far more likely to take risks and contribute meaningfully.
Leaders who reach out:
● Build cultures of psychological safety
● Invite dissent and diverse perspectives
● Lead through service, not status
Making it practical
Small, daily shifts can rewire how leaders respond to uncertainty and help teams feel safe while stretching into discomfort:
● Name it: Acknowledge when you're in a zone of discomfort. Labelling the feeling reduces its power.
● Model it: Share moments of uncertainty with your team. Show that not knowing is normal.
● Normalise learning: Celebrate intelligent failure. Make experimentation a visible, supported behaviour.
● Create moments of stretch: Encourage team members (and yourself) to take small, regular risks.
● Protect reflection time: Create buffers in the schedule for pause and strategic thinking.
From discomfort to breakthrough
At the height of the pandemic, I was asked to lead a complex transformation across the business. Resources were strained. Morale was low. The metrics mattered, but I realised people needed more than data. So, I scrapped
the planned approach and did something uncomfortable: I shared my fears and hopes. I asked the team what mattered to them. We created time to explore purpose, objectives and deliverables. We learned how each of us could contribute. We created a foundation that wasn’t just about performance, but shared goals and pride. The result? An increase in commitment and performance across the board. Not because we chased certainty. But because we embraced discomfort and learned from it.
Steering into uncertainty—a leadership superpower
The future will continue to be volatile, uncertain and fast-moving. But that does not mean leaders must simply react. Instead, reaching in, resetting and reaching out offers an alternative. Those who develop the capacity to steer into discomfort will stand out. They will be the ones who turn fear into focus, transform change into clarity and convert ambiguity into action.
Leadership isn’t about comfort. It’s about courage. So, the next time you feel discomfort rising, don’t pull back. Steer in. That’s where the real work begins.
“Resetting isn’t about starting over. It’s about releasing what no longer serves and making space for what’s possible.”
BIOGRAPHY
Archana Mohan is the author of The Through Line and a senior executive in the financial services sector. She helps leaders navigate complexity with clarity, purpose and care.
HOW LEADERS AND TEAMS CAN UNLEARN TOGETHER
ANNIE PESHKAM AND DAVID DUBOIS
In today’s workplace, we’re surrounded by calls to learn faster and adapt to change constantly. But few leaders stop to ask: “What do we need to unlearn? What assumptions, habits and reflexes are we clinging on to that no longer serve us – or anyone around us?”
We've spent two decades studying learning and a decade coaching senior leaders, and one pattern shows up again and again: Organisations spend enormous amounts of time, energy and resources having performative conversations that never quite reach the heart of the issue. By performative, we don’t just mean superficial – though that happens, too. We mean conversations that focus narrowly on performance goals and tasks, acting as though we’re tackling the real challenge while quietly avoiding deeper tensions in how people relate to themselves, each other, and their organisations. This is not a leadership failure but the consequence of conflating development with learning-asacquisition.
Edgar Schein’s work on unlearning reminds us that real development requires shedding old assumptions and habitual responses before new ones can take root. But too often, organisations focus on adding new knowledge and skills – a performance-driven approach to learning – rather than creating space for developmental conversations that challenge existing mental models.
When leaders pause to help others unlearn, they aren’t slowing down performance; they’re enabling relational clarity and trust. These are not simply tools for innovation, but foundations for deeper learning – the kind that helps us unlearn and relearn about ourselves and others through one another. Without these conversations, disconnections persist, misdirecting energy, impeding learning, and ultimately undermining both human potential and business outcomes.
Unlearning is a social practice
Organisations are living systems that are dynamic and interdependent. But unlearning happens not at the abstract level, but in how people process, make sense of and communicate with each other from
moment to moment. When unlearning is only confined to external coaching sessions or isolated leadership programmes with no follow-through, it tends to be slow and fragile. But when it’s intentionally extended to and encouraged in team meetings, one-on-ones and informal check-ins, it becomes a practice that builds individual capacity, relational trust and shapes organisational culture.
We've seen this firsthand with leaders we coach. One senior leader, Emmanuel from a global construction company, began using unlearning prompts we developed together with his direct reports. When he felt that not everything seemed fine, he would cap off routine task updates by asking his direct reports if everything was alright. He also used the specific prompts: “Is there anything that’s slowing you down?” and “Is there anything standing in your way?”
Before, his instinct was to jump in and fix the issue after a response – but these questions gave him what he called an “in”, allowing him to open deeper conversations without overstepping. He learned to stay with open-ended follow-ups that helped his team shed assumptions, worries and perfectionism.
In a one-on-one meeting, a direct report shared with Emmanuel about being overwhelmed by competing deadlines and hesitant to ask for help. What began as a small tension unfolded into a 45-minute conversation about the pressure to appear self-sufficient. Emmanuel resisted the urge to immediately problem-solve. Instead, they explored what could be let go of, and by the end, the direct report felt both lighter and had more clarity about how to prioritise and communicate differently. While they didn’t discuss deliverables in that meeting, Emmanuel noted that at their next check-in, the direct report came better prepared and was more open and proactive in seeking support.
“Leaders and teams are often performing – focusing on tasks and outputs – while avoiding the deeper process-level tensions that block progress.”
Another senior leader, Theodora from a global energy company, used unlearning prompts in a different way. She put “What can we unlearn?” on the team meeting agenda and explained the scope of what this could entail – themselves, the team, others, operations, anything – at the start of the meeting. She asked each person to include something they felt was “getting in the way” or “slowing them down”.
At first, the team would focus on easier topics, like a new tool integration gone haywire or a difficult stakeholder. Once she shared her own journey of unlearning around hedging while communicating with her own boss, the team opened up and eased into naming tensions in themselves and between one another. In one meeting, what began as a quick check-in turned into a deeper discussion about unclear decision-making roles (which also stemmed from Theodora) and feelings of being left out of key conversations. It was uncomfortable for everyone, but clear that they needed to air these concerns. Everyone agreed to stay the course. While they didn’t get to the rest of the agenda, there was more ease in collaboration at the following meeting.
A practical framework
If you’re a leader or manager who wants to make unlearning part of your team’s rhythm, here’s a simple framework to start using today.
Step 1: Signal the moment
Use a clear cue that shifts the conversation from solving to exploring:
● Let’s think about what we can shed before we shift.
● What might be getting in our way right now?
● I’m noticing some tension. Is this a good time to try to get to the bottom of it?
Pause intentionally to invite a genuine expression of any confusion, frustration or anxiety.
Step 2: Hold space, don’t fix
The instinct to solve is strong. But unlearning conversations are about reflection. Ask:
● What feels hardest to let go of?
● What’s at stake if you unlearn this?
● What tension are you sitting with?
Listen without steering. Stay curious longer than it feels comfortable.
Step 3: Rebuild with intention
Once the tension has been aired, guide the conversation forward:
● What feels lighter now?
● What new paths are opening up?
● What’s one thing you’d like to carry forward from this conversation?
This helps ensure that unlearning creates intentional clarity and momentum.
Why shared unlearning transforms people
When leaders start these conversations, they normalise them across the organisation. The ripple effects are tangible allowing for more proactive conversations before issues fester. It can also ensure honest feedback that fosters mutual relearning instead of quiet frustration.
Through this, energy can be recaptured, talent can be retained and disconnection can be reduced. But most importantly, unlearning enables more lively, honest interactions that
help people get to the real work faster and humanise the workplace by rebuilding trust and relational clarity.
Here’s the truth: Leaders and teams are often performing – focusing on tasks and outputs – while avoiding the deeper processlevel tensions that block progress. It’s no one’s fault. But it is every leader’s responsibility to create the right conditions for a different conversation. Sometimes, all it takes is the right question, the right invitation and a safe space.
As Schein’s work on unlearning and humble inquiry shows, development begins when we let go of old ways of thinking and make room for others’ perspectives. Unlearning isn’t slowing down – it’s what allows us to move forward with greater clarity, energy and connection.
“Unlearning isn’t slowing down –it’s what allows us to move forward with greater clarity, energy and connection.”
BIOGRAPHIES
Annie Peshkam is a lecturer and director of INSEAD’s Initiative for Learning Innovation and Teaching Excellence (iLITE). David Dubois (PhD, Kellogg School of Management) is a tenured associate professor at INSEAD and one of the world’s leading scholars on data-driven marketing, customer centricity and digital transformation.
ACKNOWLEDGEMENT
This article is republished courtesy of INSEAD Knowledge (http://knowledge. insead.edu). Copyright INSEAD 2025.
ARUNMA OTEH
We live in extraordinary times. In less than thirty years, between 1990 and 2008, more than a billion people rose out of poverty, driven largely by robust economic growth in East Asia, the Pacific, and South Asia. But since 2013, progress has stalled amid multiple overlapping crises: the devastating impact of COVID-19, sluggish economic growth, rising debt burdens, conflicts, instability, and severe climate-related disasters. In a worrisome reversal of fortunes, many of those who once escaped poverty now face the real possibility of slipping back. Moreover, an estimated one in ten people globally live in extreme poverty, deprived not only of sufficient income but also of opportunities, dignity, and hope.
SUCCESSFUL MARKETREQUIRES
Nearly half of the world's population lives on less than what a cup of cappuccino costs in New York, and climate change could push an additional 132 million people into poverty by 2030. Poverty is no longer a peripheral issue; it is the defining risk multiplier of our age, fueling instability, migration pressures and lost human potential.
Solutions are becoming more and more daunting. Despite ongoing efforts, there is a US$4.3 trillion annual funding shortfall to actualizing the lofty objectives of the Sustainable Development Goals (SDGs). I believe that capital markets stand uniquely positioned to mobilize these trillions of dollars urgently needed for transformative solutions. That is because capital markets are gargantuan and versatile. At the end of 2023, global capital markets held over US$255 trillion in value across equity and fixed income instruments, eclipsing the US$106 trillion of the world’s combined gross domestic product (GDP), and the notional value of over-the-counter derivatives holds another US$730 trillion of risk-transfer
“As financial literacy spreads, a dollar that once idled in a low-yield account or hid under a mattress can finance a solar mini-grid; a pension fund that once shunned frontier markets can support underwriting a network of rural health clinics.”
“Those market operators now leading the charge in championing Environmental, Social and Governance (ESG) investments illustrate the market’s potential to redirect capital toward societal good, as an integral part of their fiduciary responsibility.”
capacity. Whether it is helping a rose farmer in rural Kenya access affordable microcredit through mobile platforms connected to global capital markets or giving a young professional in Canada the opportunity to invest easily in green bonds that fund renewable energy projects thousands of miles away, capital markets are among the most powerful tools we have for tackling the major challenges of the twenty-first century. To harness this immense potential, we must embrace an "all hands on deck" approach to leadership, helping developing countries to build their own deep, resilient, and world-class capital markets capable of financing their ambitious SDG targets.
Across the globe, we see examples of regulators and policymakers adopting collaborative, forward-looking approaches to ensure financial markets operate fairly, transparently, and inclusively. In the United States, the Securities and Exchange Commission (SEC) is working with the media and market participants to tighten insider trading rules and to level the playing field for all investors through rigorous enforcement. The EU’s Markets in Financial Instruments Directive II (MiFID II) rallied public support for reforms to enhance market transparency through clearer reporting regimes. Meanwhile, in Africa, countries are establishing regulatory sandboxes to foster innovation by allowing fintechs to test inclusive financial solutions in partnership with regulators.
Intriguingly, effective leadership in capital markets is not limited to the government. Financial institutions—who act as trusted intermediaries—show leadership when they help guide funds toward sustainable, impactful investments. The 2008 global financial crisis starkly demonstrated the consequences when institutions lose sight of their ethical obligations. Those market operators now leading the charge in championing Environmental, Social and Governance (ESG) investments illustrate the market’s potential to redirect capital toward societal good, as an integral part of their fiduciary responsibility. They help galvanize corporations to commit to longterm value creation, embed sustainability and innovation into their core business strategies and show that they can continue to catalyze broader social change while delivering robust financial performance.
To ensure these efforts are even more broad-based, financial literacy is crucial, enabling masses of individuals across the Global North and South to participate more meaningfully in the financial ecosystem. Because we know that high financial literacy scores correlate strongly with greater
resilience and wellbeing, there would surely be immense value in leveraging social media platforms such as TikTok, Instagram, and other innovative multimedia content to significantly boost financial education, especially among young people. If we can develop algorithms that make intricate dance moves go viral on TikTok or make complex narratives captivate millions in movies, surely we can harness these same creative channels to make the essentials of saving, investing, and financial risk engaging and accessible to all. Some of the initiatives I championed during our reforms of the Nigerian capital markets from 2010 to 2015 show the powerful impact financial literacy can have on economic resilience and individual prosperity. These include a catch-them-young national program that got many students interested in a finance career and collaborations with Nigeria’s vibrant Nollywood—beloved around the world—to produce movies about the value in saving and investing wisely.
One of my foremost goals is to discover new methods of sparking a genuine curiosity in young people about money and their relationship with it. Perhaps some of them may even pursue careers within capital markets, channeling their brilliant minds toward financing solutions to tomorrow’s global challenges, such as designing the carbon-pricing options of the 2030s. If capital markets are to truly serve everyone, then everyone must possess at least a foundational understanding of how they work. I often wonder why this is not a core component of education globally. What role can business schools play in this regard? How are they shaping visionary leaders who deeply understand capital markets as powerful tools for global good? I must admit, even as someone who benefitted from one of the most prestigious MBA programs in the world, I see a lot of room for improvement in how business schools and universities—which are the crucibles of future leadership—can deepen their curricula involving more material about capital markets, their rigor, ethics, sustainability, and innovation. By doing so, we will equip future leaders to better appreciate the potential for transformative global impact that capital markets hold.
Indeed, financial education presents us with the greatest opportunity to have all hands on deck where everyone has a role to play, whether you steer a sovereign-wealth fund, teach an MBA class or shoot comedy skits on Threads. I want to see TikTok creators who explain inflation or another financial concept in 60 seconds routinely go viral as we put bite-sized edutainment to work. Or imagine a Netflix docudrama
on the first green sukuk or a mobile game that rewards players for allocating a virtual pension fund across micro-enterprise loans. What stops media outlets and educators from co-producing such content at scale, while regulators embed investor-education nudges into every digital account-opening flow?
I see financial literacy as the ignition key that can enable every household, business, and nation to turn idle savings into productive capital to fight poverty and boost economic growth. When students learn compound interest before calculus, when farmers understand crop-insurance hedges, and when gig-workers grasp the power of diversified ETFs, the investor base widens and deepens. That breadth can lower capital-raising costs, sharpen market signals and reward issuers who deliver genuine poverty-reducing impact. But scaling financial literacy cannot fall to teachers or schools alone. It demands an allhands chorus—regulators embedding plainlanguage disclosures, fintechs gamifying tutorials inside apps, media turning budget lessons into binge-worthy content, and business schools measuring graduates not just by salary boosts but by communities lifted.
As financial literacy spreads, a dollar that once idled in a low-yield account or hid under a mattress can finance a solar mini-grid; a pension fund that once shunned frontier markets can support underwriting a network of rural health clinics. With every newly informed saver and every transparently priced security, the friction between capital and need shrinks. This is the defining fight by which, I believe, our generation will be judged. We must rise to the challenge and marshal all hands on deck required to consign extreme poverty to the history books and unleash prosperity for all.
“If capital markets are to truly serve everyone, then everyone must possess at least a foundational understanding of how they work.”
BIOGRAPHY
Arunma Oteh is a highly accomplished leader and expert in global capital markets with 40 years of experience in finance, governance, and international development. A former Treasurer of the World Bank, she has also served as Director General of Nigeria’s Securities and Exchange Commission, driving crucial capital market development initiatives and reforms post-global financial crisis. Currently, Arunma is an academic at Oxford University’s Saïd Business School.
Arunma’s new book, All Hands on Deck, offers a profound case study for the type of leader needed to build sustainable capital markets, drawing on practical anecdotes and insightful reflections from her journey leading Nigeria’s Securities and Exchange Commission. This is a must-read for those looking to unleash the potential of capital markets to generate true global economic and social transformation.
“Firm-driven hiring is a double-edged sword. It helps startups hire, but if not managed carefully, it can lead to higher churn.”
In the war for talent, startups are often outgunned. With a limited reputation, fewer resources, and lower visibility in the labor market, they often struggle to attract the attention of job seekers, especially when competing with better-known employers. These hiring challenges can directly affect startup growth.
So how do these fledgling firms get noticed?
Startups are increasingly turning to “firmdriven search” — reaching out to candidates directly instead of waiting for applications to roll in. The tactic boosts visibility. But new research from Wharton management professor Danny Kim shows that while it improves the odds of startups hiring, it also raises the chances that new hires won’t stick around.
“This approach allows startups to overcome some of the visibility and credibility barriers they face in the labor market,” Kim said. “But we found that the same mechanism that gets people in the door may also lead them to leave sooner.”
Why Recruited Employees Quit Sooner
The study is published in the Strategic Management Journal and co-authored by Michael Pergler, Wharton alum and partner at law firm Kirkland & Ellis. Drawing on data from Venture for America (VFA), a nonprofit that placed recent college graduates at startups across the country, the researchers were able to isolate whether a candidate was hired after initiating contact themselves or after a company reached out first.
They found that startups using firm-driven search were significantly more likely to hire someone. Firms that contacted four to nine candidates were nearly twice as likely to make a successful hire as those that didn’t reach out at all. The effect was strong across every stage of the hiring funnel, from initial interviews to accepted offers.
But there was a catch: Employees brought in through firm-driven search were 77% more likely to quit the startup. The same candidates who responded eagerly to proactive outreach often ended up leaving their roles sooner than their peers who had sought out the job themselves. This turnover poses a clear threat to venture scaling.
Why the mismatch? Interviews with VFA fellows offered a clue. Candidates who were contacted directly by startups often pulled back from their own job search, shifting focus to the opportunity in front of them. They felt validated by the attention, and in some cases, accepted roles they hadn’t planned to pursue. As one fellow explained, “I kind of got swayed into that direction.”
Kim noted that this dynamic has deeper implications. “When a candidate accepts a role because the company made the first move, rather than because they really wanted to work there, it can result in misaligned expectations from day one,” he said.
Despite the retention risks, many startups still rely on this approach. The study found that firms with multiple open roles, or with less reputation in the job market, were the most likely to use firm-driven search. Startups without venture funding, in particular, leaned heavily on proactive outreach to make up for their lack of visibility.
These companies know the risks, but the alternative — staying understaffed — can be worse. “For some startups, especially those under-resourced or under the radar, the benefits may outweigh the costs,” Kim said.
“Getting talent in the door quickly can be a lifeline for a small team under pressure. But it also raises questions about long-term team stability.”
Employee turnover is uniquely challenging for startups, Kim added. Data show that in a given year, the rate of turnover in VC-backed startups is about 20%, compared to the national average of roughly 4%.
When Startup Growth Is Worth the Risk
What should founders and hiring managers take away from this research? The study suggests that firm-driven search can be especially useful for startups that struggle
“Employees brought in through firm-driven search were 77% more likely to quit the startup.”
to generate inbound interest. Reaching out directly improves hiring outcomes across interviews, offers, and acceptances — particularly for companies with lower visibility in the labor market. In this way, it plays a role in accelerating startup growth — even if it introduces risk.
At the same time, the research shows that hires made through this approach are more likely to leave. Because these candidates are often less familiar with the role or the company, the resulting job match may be weaker.
“We saw that candidates who responded to outreach often dialed down their own search efforts,” Kim noted. “That means they may not be comparing options as carefully, which can affect how well the job ultimately fits.”
Still, the study does not suggest abandoning firm-driven search. Rather, it highlights the trade-off: Startups may gain speed and access by initiating contact, but those benefits can come with elevated turnover.
As Kim put it: “Firm-driven hiring is a double-edged sword. It helps startups hire, but if not managed carefully, it can lead to higher churn.”
BIOGRAPHY
ACKNOWLEDGEMENT
Republished with permission from Knowledge at Wharton (http://knowledge.wharton.upenn.edu), the online research and business analysis journal of the Wharton School of the University of Pennsylvania
Danny Kim is an assistant professor of management at the Wharton School.
“LESS ADMIN, MORE HUMAN”: JOBADDER CEO MARTIN HERBST ON BUILDING AI-POWERED PLANS FOR TODAY’S RECRUITERS
CEO MAGAZINE TALKS TO MARTIN HERBST
Founded in Sydney and now used by over 27,000 recruiters worldwide, JobAdder is making waves in the UK recruitment scene with its recruiterfirst design, seamless AI integration, and bold “Less Admin, More Human” philosophy.
Backed by SEEK and led by CEO Martin Herbst, who has extensive experience scaling global tech businesses, JobAdder is on a mission to redefine what recruitment software can do—making it faster, smarter, and more strategic from day one.
Q. Can you start by giving us an overview of JobAdder and its journey?
JobAdder is a global recruitment platform designed to streamline the end-to-end hiring process for recruiters and HR teams. Founded in Sydney, Australia, in 2007, it was originally created to simplify the hiring process through a fully cloud-based system, well ahead of the curve, and quickly gained a reputation for its intuitive design and recruiter-first approach.
Acquired by SEEK, one of the world’s largest online employment marketplaces, JobAdder has evolved into a leading SaaS platform used by over 27,000 recruiters and talent professionals.
Today, JobAdder operates in key markets, including the U.K., U.S., Australia, New Zealand and Canada, serving both recruitment agencies and in-house HR teams. The platform supports permanent
and temporary recruitment and continues to expand with a focus on automation, AI integration, and streamlining recruiter workflow.
Q. Can you tell us about your history and role at JobAdder?
Before joining JobAdder, my experience was in consumer-facing tech and startups, taking early-stage companies to profitability, including eBay and PayPal. What drew me to JobAdder was speaking to recruiters and hearing about how much they genuinely enjoyed using the platform—and let’s be honest, no one usually raves about recruitment software. That intrigued me.
Also, the fact that SEEK, a major player in the job market space, acquired the company was a huge advantage. They support us with a light-touch, collaborative approach that gives us the freedom to innovate.
“Everything is designed to cut down admin and free recruiters to focus on what matters most: building relationships and making great hires.”
“We don’t build tech for the sake of innovation— we build to solve real problems recruiters face every day.”
My role as CEO is to take that strong foundation and scale it. I’m focused on accelerating our innovation in AI and automation, expanding our global reach, and helping recruiters spend less time on admin and more time on what really matters: building meaningful human connections.
Q. Let’s talk about the product itself. What tools does JobAdder offer?
JobAdder is a recruitment CRM and ATS designed to streamline the entire hiring journey, from sourcing and job posting to candidate management and client engagement. What makes it stand out is how seamlessly automation and AI are built into the workflow, enhancing productivity without getting in the way.
We were early pioneers in cloudbased recruitment tech, and today, we’re leading the charge with AI-driven tools that make a real difference, like intelligent candidate matching, automated shortlisting, personalised communications, and smart client summaries. Everything is designed to cut down admin and free recruiters to focus on what matters most: building relationships and making great hires.
Q. You recently launched new Recruiter Plans. Can you share more?
Recruitment agencies aren’t one-sizefits-all. A boutique startup doesn’t need the same tools as a multinational. So we designed Recruiter Plans—Light, Essential, and Pro—tailored to agencies at different stages of growth. Each plan offers increasing levels of AI-powered automation, insights, and customisation.
Alongside the plans, a new AI pipeline will deliver 10+ tools over the next year, easing repetitive work and integrating seamlessly into JobAdder’s user-friendly platform. JobAdder’s State of Recruitment Report 2025 shows that applications are up 42% yearover-year, addressing growing recruiter stress and the urgent need for smarter, scalable solutions.
Among the first tools to launch are:
● Smarter Talent Management: Our Candidate Database will feature CRM cleanup tools, intelligent matching, AIpowered summaries, and automated rejection and compliance emails—all designed to streamline recruiter workflows.
Additionally, by more effectively utilising existing databases for proactive sourcing (versus relying solely on ad channels), recruiters can unlock significant benefits, including lowering the cost to hire and accelerating time to place by 30% on average.
● Stronger Client Engagement: New business development–focused client check-in automation and opportunity outreach tools ensure timely, tailored follow-ups with clients.
● Global Enablement & Insights: From localised lead feeds and saved search folders to ANZ benchmark dashboards and in-product guidance via JAA, we’re delivering data-driven support tailored to each region.
We’re already seeing how this flexibility is helping small agencies grow faster and larger agencies become more agile.
Q. How are you using AI differently from others in the space?
AI is everywhere in recruitment right now, but what sets us apart is how seamlessly we integrate it. Instead of relying on separate chatbots or complex interfaces, we embed AI directly into the recruiter’s daily workflow, delivering smart recommendations and summaries right where they’re needed.
Over the next 10 months, we’re rolling out new AI features that do exactly that— from cleaning up CRMs and surfacing top candidates already in your database to generating polished, client-ready summaries—all within the tools recruiters already know and use.
Q. What inspired the “Less Admin, More Human” philosophy?
Recruitment is one of the most human professions—you're guiding careers, shaping teams, and navigating emotional moments. But for too long, recruiters have been stuck in admin, spending 80% of their time on tasks that take them away from real connections. We want to flip that ratio.
“Less Admin, More Human” was inspired by listening to our users. They don’t want flashy tech—they want tools that quietly do the heavy lifting. Our mission is to give recruiters back their time so they can focus on
“From day one, JobAdder customers can expect a platform that lightens the load: intuitive, responsive, and built to help them work smarter, not harder.”
what really counts: meaningful conversations, trusted relationships, and smarter hiring.
Q. You’ve been described as “the Apple of ATS” by clients. What do you think drives that kind of feedback?
That quote came from one of our agency customers, and it’s something we’re incredibly proud of. Being called “the Apple of ATS” speaks to the simplicity, usability, and thoughtful design of our platform—we obsess over every touchpoint, from onboarding to daily use.
At our core, we’re customer-first. We don’t build tech for the sake of innovation—we build to solve real problems recruiters face every day. Whether it’s reducing friction, boosting efficiency, or helping teams move faster, every feature is designed with purpose.
Q. Where do you see recruitment and JobAdder heading over the next few years?
Over the next two or three years, recruiters will increasingly adopt the role of strategic talent advisors—less focused on transactional tasks and more involved in workforce planning, employer branding, and long-term talent strategy. We expect a significant shift in agency investment, away from traditional job ads and toward tech stacks that drive competitive advantage and measurable impact. JobAdder is building for that future.
Q. And what can JobAdder customers expect from you—on day one and down the line?
From day one, JobAdder customers can expect a platform that lightens the load: intuitive, responsive, and built to help them work smarter, not harder. Whether sourcing top talent, managing pipelines or scaling a team, the experience is designed to boost productivity from the start.
Over time, that impact compounds: faster time-to-hire, better candidate matches, higher client satisfaction, and thousands of hours saved. We’re not just promising “less admin, more human”—we’re delivering measurable outcomes through intelligent, easy-to-use tech that grows with your business.
BIOGRAPHY
Martin Herbst is the CEO of JobAdder.
“Becoming data-confident is not about having all the answers. It is about knowing what questions to ask.“
KARL DINKELMANN
THE CEO’S DATA DILEMMA
CEOs today find themselves knee-deep in data. And yet, with dashboards on every screen, regular updates from data teams, and sophisticated analytics capabilities at their fingertips, they still feel like something is missing. The visibility is there, but where is the value?
We must face the facts: most CEOs are data-literate. They are aware that data is powerful in some way. So, where is the gap? They lack confidence.
Business leaders require what we call data-confidence: not a superficial trust in their intelligence but a deep confidence in their ability to use data to drive real business outcomes.
We have all been in those well-lit boardrooms where large dashboards and performance metrics dance across those larger-than-life screens. Sure, the visuals are impressive. Everyone seems mesmerised. We nod as the presentation slides flip ahead. However, when the time comes to make those big, costly decisions, we still hesitate.
The silence becomes unbearable. Since no one wants to admit to uncertainty, the moment passes, and with it, the opportunity to create value.
Why? Because even the most impressive dashboard is vanity when the correlation to business outcomes is unclear.
Being data-confident has nothing to do with technical knowledge. You do not have to be able to write code, build algorithms, or generate visually striking dashboards. Instead, you must ask the right questions, understand what to expect from the results, and know how to drive conversations that connect data insights with strategy.
Why Data-Confidence Matters More Than Ever
Worsening the business leader's data challenge is the widespread belief that companies must be fully “data mature” before real value can be achieved. Maturity models are often positioned as prerequisites, suggesting that unless everything is in place—the tech stack, the governance, the skills—you should wait. This belief is one of the biggest obstacles to progress.
Real value does not wait for perfection. In fact, some of the most meaningful impacts we have seen come from small, focused actions that address specific problems:
● Identifying where customer engagement is falling off and fixing it can immediately improve revenue.
● Improving how frontline teams access and act on operational data can save time and money.
● Revisiting pricing using historical sales patterns can uncover margin improvements without needing new tools.
These gains do not require a sweeping transformation. They require decisive leadership. Confidence grows when teams act, test, learn, and adapt. This is how dataconfidence is built: not in theory but in practice.
Data-confident leaders fully grasp how data capabilities align with business needs. These leaders embed insights in operational workflows and empower employees across functions to make better decisions, faster, at the coalface of the business and within the window of maximum value.
Becoming data-confident is also about changing the way you think. It means rejecting unnecessary complexity and focusing instead on outcomes. Leaders must learn to ask sharper, commercially relevant questions.
What can we do differently to retain more customers? Where are we leaving margin on the table? How can we accelerate sales of our newest products?
Just as importantly, it means creating the space for honest, strategic conversations. Many executives avoid engaging deeply with data teams because they fear they will not understand the details. This mindset creates distance, and with distance comes misalignment. But when leaders reframe the conversation around business value, collaboration improves. And so do results.
The companies that outperform today are not simply “data-driven”. They do not treat dashboards as decoration or data to collect for compliance. They treat them as a tool for action. They challenge them, work with them, and use them to make real decisions and drive real value.
Why Data Projects Fail (And What You Can Do About It)
Another common misconception is that data initiatives fail because the tools are not up to scratch. In truth, the technology
“Data-confident leaders build momentum, not dashboards, algorithms, or appealing visuals. Leading with data requires clarity, decisiveness, and a keen alignment with business priorities.”
“One of the biggest reasons data projects lose traction is that business leaders and data professionals operate in separate worlds.”
is rarely the problem: most failures occur because leadership is disengaged. The project is handed over to technical teams, and the strategic link is broken.
More than eighty percent of analytics initiatives never deliver measurable value. What a staggering number! It should make us pause.
The issue lies not in data capability but in how data initiatives are being led. When data is seen as the job of a technical team, rather than a business-critical lever for performance, it loses its power to drive results.
We often see data teams focusing on technically interesting problems. These problems might be intellectually rewarding to solve, but they are not always the ones that matter to the business. The result?
A beautifully engineered solution that sits unused because it does not speak to a commercial priority.
In such cases, technical teams often blame a lack of adoption for the lack of results, but when leadership stays close to the value conversation, the story can change dramatically.
Becoming a Data-Confident Leader
Data-confident leaders build momentum, not dashboards, algorithms, or appealing visuals. Leading with data requires clarity, decisiveness, and a keen alignment with business priorities.
These are the leaders who ask:
● How can we apply this insight at the right step in the process?
● Are we measuring impact or just activity?
When Zjaén Coetzee and I noticed the severe lack of data-confidence at the C-level, we knew it had to be addressed. For this reason, we developed the RAPPID Value Cycle: a structured, repeatable approach to generating measurable business value from data analytics. It progresses through four key milestones, creating a cycle of confident investments and real results.
Utilising the proven frameworks outlined in Drive RAPPID Results From Data, we work with leaders to build this confidence, bringing structure and intention to how executives engage with data.
Our methodology is not merely theoretical; it is built for decision-makers. Used consistently, it keeps data teams focused on what matters and helps executives stay aligned with outcomes rather than outputs. It gives CEOs the confidence to lead data initiatives with the same authority they bring to strategic planning or financial oversight.
Closing the Gap Between Business and Data Teams
One of the biggest reasons data projects lose traction is that business leaders and data professionals operate in separate worlds. Executives focus on growth, margin, and shareholder value, while data teams focus on models, pipelines, and data quality. These worlds need to meet.
The role of the CEO is to bridge this gap. Business defines the context; data defines the capability. But value only emerges when the two are in sync.
This means ensuring that business problems are properly articulated, requiring data teams to speak in terms that connect with commercial objectives.
The leadership team must ensure that every legal, technical, and operational stakeholder is aligned with the shared goal. By defining success in terms of business outcomes, leaders give everyone a clear reason to act.
Turning Insight into Impact
Every data initiative should begin with a business outcome in mind:
● What are we trying to improve?
● What intervention is needed?
● How will we know if it worked?
If these questions are not being asked from the beginning, then the data work is likely to fall short of its potential.
In Drive RAPPID Results From Data, we outline the 5Rs Framework: a practical decision-making tool to help business leaders assess whether a data analytics or AI-led initiative is worth pursuing. Its core purpose is to reduce failure rates by ensuring that every initiative is aligned with strategic business goals, has clear accountability, and delivers measurable outcomes. By evaluating projects through the lenses of Readiness, Ringleader, Results, ROI and Roadmap, the framework helps leaders prioritise efforts that are most likely to generate determinate value, shifting the focus from data activity to business impact.
Culture Eats Dashboards for Breakfast
While you can invest in the most advanced tools available and build impressive reports and visualisations, the truth remains: if your culture does not value action, none of it will matter.
In the companies that succeed, data is not just the responsibility of a specialist team. It is everyone’s responsibility. Operations, finance, marketing, and product leaders all understand how data contributes to their
outcomes. They share success stories, celebrate progress, and use data to drive value collectively.
Take Data Trust, for example. By aligning governance, security, and strategic priorities, you can create a system where trust is not just a compliance requirement but a strategic asset. The result? Decisions can be made with clarity. Customers notice. Partners respond. And the bottom line speaks for itself.
The Role of the CEO in a Data-Confident Company
You do not need to understand every technical detail to lead a data-confident company, but you do need to keep the focus on value. You can delegate execution; you cannot delegate clarity.
Every data initiative, no matter how complex, must be tied to a clear business reason. What does this look like in practice?
It means being willing to stop vanity projects early, asking uncomfortable questions when the numbers do not make sense, and backing the teams and projects that are showing real results.
The Data Value Assurance framework, which we describe in Drive RAPPID Results From Data, helps executives stay in control without becoming overwhelmed by technical detail. It provides a structured way to keep strategy, delivery, and outcomes aligned. CEOs who use this approach tell us the same thing: their teams become more focused, their initiatives move faster, and their results are easier to communicate.
This is not a theory. This is what leadership looks like when it connects data to value.
Final Thoughts: Lead With Value, Not Noise
As a CEO, you do not need to become a data scientist. But you do need to move beyond a belief that dashboards will lead to better business performance.
Becoming data-confident is not about having all the answers. It is about knowing what questions to ask. It is about knowing when something does not sound right. And it is about keeping the conversation focused on what truly matters: value.
You already have more data available than ever before. What your company needs now is leadership: the real, value-focused kind of leadership that connects data to outcomes that grow your business.
Challenge your teams to deliver impact, sponsor the initiatives that are moving the right numbers, and do not hesitate to shut down work that is not producing value.
Forget the technical: data-confidence is all about becoming more intentional. If you lead this way, your bottom line will reward you for it.
BIOGRAPHY
Karl Dinkelmann is a seasoned data analytics expert and business strategist with nearly two decades of experience. As co-founder and CEO of Nexus Data, Karl leads a team of internationally renowned data experts, helping organisations unlock value from their data assets.
Together with Zjaén Coetzee, an award-winning data, digital and business executive, they are the co-authors of “Drive RAPPID ResultsFromData”, a practical guide for business leaders who want to make the most of their data to generate growth.
As an expert or entrepreneur, coach or consultant, speaker or leader, you are standing on a gold mine of knowledge and experience. Hidden underground is the precious substance that shines out in your work with clients; the mighty foundation you've built your business on; the deep source of energy that powers your mission and vision.
LUCY MCCARRAHER
As the UK’s most experienced business book mentor – I’ve taken over a thousand entrepreneurs and business leaders through the process of writing and publishing their book – I’ve developed tools and techniques for mining the gold of your IP and unique value proposition that forms the content of your book, and also develops your business.
Gold mining is a four-step process: prospecting, mining, extracting and refining. First, we prospect for your perfect readers - your ideal clients, promoters and partners – and when we've located the sweet spot, we go through the steps for mining the ore of your unique value proposition and leveraging it in your book. Like mining, the Book Magic process is as much science as art, based on years of research with a wide range of entrepreneur and expert authors, and now distilled into the gold standard of book creation.
Gold serves as a powerful metaphor for the knowledge economy, where your expertise and experience as a business leader, entrepreneur, coach, consultant, or service provider is a precious commodity. Just as gold must be prospected, mined, extracted, and refined, so too must your knowledge and experience be discovered, developed, articulated, and polished to stand out in the marketplace. Your participation in this economy is not just about possessing valuable insights; it's about the ability to transform that intellectual capital into a tangible asset that can be shared, traded, and leveraged for growth, much like the way gold is unearthed and processed to realise its full potential.
“I’ve taken over a thousand entrepreneurs and business leaders through the process of writing and publishing their book.”
“Your
book should be aimed squarely at the readership of your ideal client, address the subject of their central question and provide the answer or solution throughout the book with your big promise.”
Just as a gold bar has a universal and recognisable format with accepted value, so does a book. When you've worked through the process - ideally supported by the Book Magic AI app – you will have turned your mine of raw gold into its purest and highest form of value.
There are three types of gold we prospect, mine, extract and refine from your business gold mine and turn into your book.
Ore represents the solid veins of value that underpin your business, starting with your robust client base. You may have a range of clients or customers who come to you to solve diverse problems and work with you in different ways. We are going to identify your ideal prospect, their typical issues, and the solution you offer them, which will also be the premise and promise of your book.
Nuggets of gold are rare and represent significant value, much like a wellestablished business model or process in an entrepreneur's arsenal. These are the tried-and-true methods you have developed and honed, which your clients have found so effective, and which now provide you with a unique service, reliable returns and the cornerstone for your business's ongoing prosperity and growth.
Dust is the other form of gold that a prospector sifts through the earth to find. You, as an entrepreneur, have accumulated a wealth of industry knowledge over time. This knowledge might seem to you at the moment to be a collection of discrete pieces of data, experience, intuition and information, scattered through your business like individual flecks of gold dust. But collectively, these form a valuable asset, allowing you to make informed decisions and strategic moves for your clients and within the wider market.
Prospecting is the first step in the mining process, and the ore, nuggets and dust in your gold mine are sitting there, waiting to yield their value.
The prospecting we start with in your gold mine is not about taking a chance on finding placer gold. We know your hardrock or lode gold deposits are there. We’re going to be drilling into a subsurface that you and your business have built up over the years and writing the book that showcases your experience.
We approach the task of mining your unique value proposition by defining your ideal client, understanding their pain, and
crafting a promise to solve their problem with the meticulous care of a seasoned prospector searching for gold. This is not a haphazard endeavour but a deliberate search for the individual whose needs align perfectly with the services or products you and your business offer.
So, here’s my deceptively simple, but tried and tested tool – the 3 Ps of Position.
3 Ps of Position
It takes just three things to get clarity and certainty about what book you should be writing now: the person you’re writing for; what their pain – their central question or problem – is; and how to make your book the answer or solution that will satisfy their needs and make them want to come to you for more –your big promise.
The intersection between your ideal client and their central question defines your market. The intersection between your ideal client and your big promise is where you’ve positioned your business. And the way you transform your client’s central question into your big promise is your genius. Once you understand how these elements intersect, you have your book concept – a book that will appeal to your market, promote your business and be powered by your genius.
Person – your ideal client
The important first step is to clarify exactly who you are writing your book for. Some authors with a broad subject matter can be tempted to say their book is for ‘anyone and everyone’. Even a traditional publisher, looking for maximum retail sales, won’t be happy with that answer. Every book has to be sold from a section or shelf in a bookshop, or a handful of categories on Amazon. But for a business book author who has other reasons for publishing than to achieve retail sales, it is better to focus on one or two ideal clients as the reader you are addressing.
To position your book to your market, consider:
● Your ideal client’s business or type of business
● Their position in your/their industry
● Your ideal client’s turnover or income (an amount below which they’re unlikely to be able to afford your services)
● What their top three motivations for using your services would be
Try to define your ideal client’s demographics, such as age range, gender and circumstances, and then give a name to a current, past or future ideal client. It can be helpful to create an avatar of your ideal client – the individual you would love to work with if you have a B2C business, or the decision-maker in a business you would most like as a client if you work B2B. They may be a theoretical concept at this point, or they could be someone you know but haven’t made contact with yet, or someone who has already been your client and who’s the type of client you’d like to attract more of.
Write a description, draw a picture or find an actual photo of this client, then keep it in your line of vision as you write your book as a one-to-one conversation with that person. It will also help you find your author voice when you start writing.
Pain – your ideal client’s central question
The second part of positioning your book is to establish the central question or problem that your ideal client avatar has. Ask yourself:
● What are your ideal client’s biggest problems, and what issues are they facing in their business or work?
● How do these problems impact them personally?
● What will happen if their problem persists?
Write down the top three reasons your clients work with you, and the three most frequent questions your prospects and clients ask you.
Knowing and appealing to your ideal client’s underlying problems tells you the position they will be in when they come looking for help through your book; the point in their business or personal journey at which you need to meet them with your solution. This is their central question.
Promise – your big promise to your reader
Thirdly, ask yourself what your promise is to your reader when they’ve read your book? Where will you have taken them to by the time they finish reading? What is the underlying solution that all your ideal clients will want you to provide?
To identify that, you need to unpack exactly how you improve their business, work or life. What is the unique solution that you offer your clients? How does it differ from
other solutions or challenge conventional wisdom in your area? Write down the three top solutions or interventions you provide to the majority of your clients. List the benefits your readers or ideal clients will get if they take your advice or implement your solution.
This is your big promise, and the subject matter of the book you should be writing right now to build your business.
Your book should be aimed squarely at the readership of your ideal client, address the subject of their central question and provide the answer or solution throughout the book with your big promise.
When you've done the 3Ps of Position exercise, I'm sure you'll have found it has brought you clarity and insight about your unique value proposition, your work, your business, and the subject of your book. You will be writing your book to the reader who is your Person, addressing their Pain points and showing how you deliver your big Promise, which is the answer to their question, solution to their problem, or healing to their pain.
You have gone prospecting for the gold that is the market for your unique value proposition and revealed from under the inevitable dirt and earth, the shining veins of ore that you are now ready to start extracting.
“The intersection between your ideal client and their central question defines your market.”
BIOGRAPHY
Lucy McCarraher is the UK’s most experienced business book mentor and has mentored over a thousand entrepreneurs, experts, and business owners to write and publish their books. She is the founder of Rethink Press. Her 14th book, Book Magic, is a galvanising call to action, empowering business owners to get their book out of their heads and into the world.
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