CEOWORLD magazine Edition January 2022 Print

Extraordinary Leadership Retaining Human Talent in Finance Prevailing in the Arena Mastering the Art of the Quick Check-In

How to Attract New Talent to Your Company in 2022?

LVMH’S Bernard Arnault THE EXTRAORDINARY CEO

CEOWORLD.BIZ

JANUARY 2022

EDITOR’S NOTE

EDITOR’S NOTE CEO and Editorial Director Prof. Dr. Amarendra Bhushan Dhiraj CEOWORLD magazine Copyright 2022 Circulation details can be found at https://ceoworld.biz/ Writers and columnists: Prof. Dr. Amarendra Bhushan Dhiraj, Lisa Veneziano, Lance Mortlock, Leo Bottary, Pooja Duggal Batra, Sophie Ireland, Ryan Miller, Anna Papadopoulos, Alexandra Dimitropoulou, Maria Gourtsilidou, Natalie J. McGill, Katharine Manning, Andy Nairn, Anna Marshall, Dr. Olivia Ong, James Wu, Amanda Hainline, Rhett Power, Campbell Macpherson, Didi Gurfinkel, Jenna Banks, Henrik Reif Andersen, Bryan Adams, Michelle Gibbings, Paul Taylor, Dr. Lynda Folan, Colleen Callander, Paola Knecht, Richard Vague, Dr. Gleb Tsipursky, Dr. Alison Mitzner, MD, Catherine Mattiske, Dr. Samantha Madhosingh, Larry Robertson, Rebecca Houghton, Phil Andrews, Dr. Jim White

Hello and welcome to the January 2022 issue of CEOWORLD magazine!

Happy New Year!

It’s official, 2022 is here… time to put the past in the past and start with a fresh perspective. Easier said than done? Perhaps. It’s so tempting to imagine the economic and emotional turmoil of the last 12 months simply vanishing with the turn of a calendar page.

In truth, we’re not out of the woods yet, but there is certainly much to be positive about. And valuable lessons learned during the pandemic are fueling growth and optimism for the future.

Here are some of our favorite stories from CEOWORLD magazine’s January 2022 edition:

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Pint, Design, and Illustration

by Nektaria Palaiogianni Office: Fifth Avenue, New York, 10001, United States Web: https://ceoworld.biz Email: info@ceoworld.biz HQ Tel: + 1 3479835101 / + 1 6465831414 Tel: +44 (20) 8123 4833 (United Kingdom) Tel: +46 (8) 559 165 75(Sweden) Tel: +61 (3) 9016 9070 (Australia) Published by CEOWORLD magazine.

All rights reserved. No part of this publication may be reproduced without the expressed approval of the copyright owner.

Whilst every effort has been made to ensure the accuracy of the information in this publication, the Publisher accepts no responsibility for errors or omissions. All opinions expressed are held solely by the contributors and are not endorsed by The CEOWORLD magazine. Neither The CEOWORLD magazine nor the publisher nor any of its employees hold any responsibility for any losses and or injury incurred (if any) by acting on information provided in this magazine. Furthermore, the Publisher does not give any warranty regarding the accuracy thereof. For further information on annual subscription rates email at info@ceoworld.biz

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So, as we head into this new year, let’s not be afraid to embrace the wisdom of uncertainty. By all means have a well-conceived strategy, a focus, a plan but when the inevitable stumbling blocks appear on the path, we know now that there will be a silver lining and we aren’t alone on the journey.

We hope you find this issue illuminating, interesting, informative, engaging, and enlightening. As always, we welcome your feedback.

Here’s to a very happy 2022.

Best wishes,

Prof. Dr. Amarendra Bhushan Dhiraj CEO and Editorial Director

Content 2

EDITOR’S NOTE Written by

Prof. Dr. Amarendra Bhushan Dhiraj

26 New year, new reason to be optimistic about Canada’s energy Written by

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How to Attract New Talent to Your Company in 2022 Written by

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Rhett Power

Lance Mortlock

28 Residency by Investment Programs & Citizenship by Investment programs

The Future of Work Depends on Bringing Women Back to the Workforce Written by

Natalie J. McGill

10 Prevailing in the Arena Written by

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Mastering the Art of the Quick Check-In Written by

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Leo Bottary

Katharine Manning

7 ways to improve your company’s luck in 2022 Written by

Andy Nairn

29 Extraordinary Leadership Written by

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How to turn around a toxic culture Written by

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Anna Marshall

The Importance of Visibility for Medical Entrepreneurs with Creative Businesses Written by

Dr. Olivia Ong

20 A people-centred strategy will drive a successful hybrid switch Written by

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Campbell Macpherson

James Wu

Have you ever considered picking clothes based on what colors you need?

Written by

Amanda Hainline

32 Retaining Human Talent in Finance Written by

Didi Gurfinkel

34 The World’s Most Influential CEOs And Business Executives Of 2021 Written by

Sophie Ireland

39 Best Business Schools In The World For 2021 Written by

Sophie Ireland

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Content 47

Best Medical Schools In The World For 2021 Written by

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Best Fashion Schools In The World For 2021 Written by

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Sophie Ireland

Sophie Ireland

Best Hospitality And Hotel Management Schools In The World For 2021 Written by

Sophie Ireland

66 7 ways to make the last few weeks of 2021 supercharge your career in 2022 Written by

Michelle Gibbings

68 The 10 elements behind long term happiness and Flourishing Written by

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How To Build a Stronger Culture In 2022?

Written by

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by Jenna Banks

Driving digital transformation with Configuration Lifecycle Management Written by

Henrik Reif Andersen

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Kindness is the new SUPERPOWER for leaders Written by

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63 How to Use Employer Branding to Protect Against a Mass Exodus of Talent Written by

January 2022 ·

Bryan Adams

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Colleen Callander

Yes, We Need to Embrace Hard Work. Here’s Why Written by

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Lynda Folan

Women in the Workplace: How to Speed Up the Snail’s Pace of Creating Gender Equality at Work Written by

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Paul Taylor

Paola Knecht

Rising Private Sector Debt Leads to Rising Inequality – Here’s Why, and How to Fix It Written by

Richard Vague

Content 80 How Leadership Associations Can Improve New Member Retention Written by

Dr. Gleb Tsipursky

82 How to Juggle the Pressures of Entrepreneurship and Motherhood Written by

Dr. Alison Mitzner, MD

92 The reason leadership development isn’t working Written by

Rebecca Houghton

94 Promoting Diversity As A Sports Business Leader Is Crucial To Moving Sport Forward Written by

Phil Andrews

96 VIEWPOINTS AND PERSPECTIVES 84 How to Bring Your Hybrid Meetings to the Next Level Written by

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Written by

Dr. Jim White

Catherine Mattiske

Why Empathy Is Crucial In The Lay-Off Conversation Written by

Dr. Samantha Madhosingh

89 For Leaders, The Central Problem of 2021 was a Lack of Centering Written by

Larry Robertson

98 Best Practice Toolkit by the CEOWORLD magazine 102 The World’s Richest People (Top Billionaires, 2021) Written by

Sophie Ireland

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BUSINESS TRANSFORMATION

Written by Rhett Power

is the CEO of Power Coaching and Consulting. His bestselling book “The Entrepreneur’s Book of Actions” provides daily exercises for becoming wealthier, smarter, and more successful.

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y now, almost everyone has heard of the mass exodus of employees happening globally, formally coined the “Great Resignation.” Employers certainly have. Businesses everywhere are losing some of their best talent in droves, all in the face of persistent staffing shortages due to the pandemic — just in time for Career Development Month.

For employers who have lost talent because of the Great Resignation and are now trying to attract the most qualified replacements, here are four ways to set yourself apart and stand out as a place people want to work:

1. Cultivate an authentic employer brand.

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One of the most important parts of business is employer branding.

It’s also one of the most often overlooked. Whether your business is actively cultivating its reputation or not, that reputation exists and is an influential part of prospective employees’ decision-making.

Strong employer branding requires authenticity. If you try to paint only a rosy picture of your workplace and employee experience, you won’t be able to deliver on your promises. This is a recipe for disaster.

It gives employees a reason to leave and gives your company a bad reputation when those employees

BUSINESS TRANSFORMATION share their frustrations. Not exactly a good talent attraction strategy.

That said, if you’re looking to craft an authentic employer brand, be ready to share all about what it’s like to work at your company — the good, the bad, and the in-between.

Be honest about the upsides and the challenges. When you give prospective employees a full, transparent picture of yourself, it establishes trust and compels only the best-fitting talent to join your team. According to Bryan Adams, CEO and founder of global employer branding agency Ph.Creative: “Some jobs ask more of employees than others. That will always be true, but it doesn’t have to be a bad thing.

The key for organizations is to be mindful of the company narrative surrounding culture instead of painting a false picture that doesn’t reflect reality. Authenticity is crucial.”

2. Focus on DEI. Another key part of attracting talent is prioritizing — and making clear how you’re prioritizing — diversity, equity, and inclusion (DEI). Prospective employees care deeply about working for employers that make diversity and inclusion a focus. As a result, companies everywhere are touting DEI initiatives — but some are more talk than action.

Making DEI a cornerstone of your business is good and necessary, but if your promises to foster a diverse, inclusive, equitable workplace aren’t backed up with action, you risk looking like a dishonest, inauthentic, and performative employer.

So how can you ensure you’re prioritizing DEI in an authentic,

meaningful way? Start by ensuring your anti-discrimination policies and employee manual are updated to reflect your DEI expectations. Host roundtable discussions regularly to see where people see room for improvement and what they think is going well in the company’s DEI work. You should also offer regular training and workshops on different DEI topics to ensure continuous education is a part of the work you’re doing. Ultimately, whatever you do, just be sure that it’s intentional.

3. Showcase your company culture.

Prospective employees want to work for companies that have good cultures. In the current job market where workers have more power, it’s important to make your culture a priority — whether that means improving a weak or toxic existing culture or highlighting a great one that you’re proud of.

If the former is the case for your company, there are a number of ways to change your culture for the better. Before diving into them, though, it’s important to note that any culture change will require more than updated policies or workplace mandates; it requires a collective shift in heart and mindset.

To make concrete and positive changes in your culture, start by identifying areas that need work.

This lays the foundation for you to understand what is at the root of certain cultural weaknesses and identify how to fix them. Once you’ve done that, work on fostering connection and purpose, which is the center of all lasting change.

4. Offer a flexible workplace.

Finally, just as prospective employees want to work for a company with good culture, a strong reputation, and a focus on DEI, they also increasingly want — and expect — flexibility. The pandemic transformed the way we work. Many employees had to start working from home overnight, and, under the circumstances, employers were forced to extend more trust and flexibility than ever before.

Workers want that to last. For many employees, the flexibility afforded by the pandemic allowed them to be both productive team members and human beings. When you as an employer offer flexibility, you signal to employees that you trust them to do great work and take care of life’s responsibilities. People with appointments, caregiving, and other responsibilities appreciate knowing they are trusted to balance work and personal obligations.

Bryan Garey, vice president and chief human resources officer at Virginia Polytechnic Institute and State University says: “The new workplace will require a recognition of the ‘whole person paradigm,’ where work is part of life and not compartmentalized to create the illusion that everything is in a different silo. All workers have become accustomed to it, and the new majority workforce, Millennials and Gen Z, will gravitate to cultures that celebrate this intersection.”

The Great Resignation is real, and it has impacted employers in every industry. But hope isn’t lost. Show prospective employees that your company is the best place for them to share their talents. It takes work, but when done well, it has the power to turn hard times into something great.

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BIG PICTURE

The Future of Work Depends on Bringing Women Back to the Workforce The vulnerability of women’s role in the workplace showed up front and center when COVID-19 took hold of the world. Nearly half a million more women than men exited the workforce during the pandemic, and, earlier this year, one in four women were considering leaving their careers entirely.

This creates a challenge and concern among employers today, as having a diverse team fosters productivity, increases employee engagement, and boosts motivation. So, how can businesses retain their female staff?

How can they bring women back into the organization? Moreover, what role does HR play?

Why did more women than men exit the workforce during the pandemic?

Three key drivers have led to more women leaving the labor force in

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the last 18+ months. First, women predominantly hold roles that were hardest hit, such as hospitality, childcare, and clerical jobs. Second, schools shut down, giving many women a disproportionate load of the childcare and virtual teaching responsibilities.

Lastly, existing salary discrepancies played a part, as women still earn less than men for the same job. The gender pay gap left women in two-income households with a dilemma, as it made the most financial sense to leave their jobs and focus on what needed to be taken care of at home, instead of outsourcing costly childcare.

Why do women continue to feel less optimistic about their career prospects?

Despite some companies’ attempts to support employees throughout the pandemic, women felt exhausted, burned out, and under pressure. The crisis forced everyone to reevaluate their priorities, which prompted some women to leave their positions voluntarily in an effort to lessen the anxiety that comes with juggling home and work responsibilities, and having more time for their interests outside of work, especially during a time of such mental stress.

Written by Natalie J. McGill Associate Vice President of Client Development, Vensure.

Even with some COVID-related restrictions lifting, many women are not running to get back into the workforce.

According to a recent survey, more than half of the women interviewed were not optimistic about the future of their careers. History has shown that women are penalized for taking breaks, whether to care for a new baby or explore new opportunities, and often come back to a lower paying job with less responsibilities. Some families have made financial adjustments during the pandemic, such as moving and lowering their household expenses, and no longer need additional income to maintain their lifestyle.

On the other hand, there is reason to believe that the dissatisfaction with their work prospects will inspire more women to strike out on their own and build a new wave of female-led businesses. Such was the case during the Great Recession of 2007 and 2009 when women-owned businesses (who helped stabilize the economy during the recovery) were created out of a sense of necessity as the unemployed are more inclined to start a business during a recession to avoid extended financial difficulties.

How can corporate leaders turn this around?

Businesses know that women are valuable in the workplace. An unwillingness to budge in meeting the needs of female workers will result in a loss of any momentum gained over the last decade in terms of diversity and inclusion. In addition, turnover has the potential to cost businesses billions.

Employers are struggling to find new workers as the “Great Resignation” has led to millions leaving their jobs.

Without making some changes, more women will leave and building an inclusive workplace will be even more difficult.

There are several things that corporate leaders need to examine to turn this exodus around: 1. Meet the needs of working mothers Flexible work schedules and the ability to work from home will increase women’s job retention.

Leadership should determine if working mothers really need to have a solid 9:00 – 5:00 workday and if teamwork synergy and processes can be handled remotely.

2. Evaluate pay structures Companies need to continue to evaluate salaries and equity, and pay the same regardless of if a worker is in the office or remote.

Time away from work should not equate to taking two steps back.

3. Implement empathy Corporate leadership needs to understand each person’s unique perspective and respect it, regardless of race or gender, in order to excel at retaining their diverse and dynamic workforces.

4. Provide meaningful development opportunities Businesses need to increase the developmental support of their workforce, finding ways to rescale their worker’s training and education. Giving them the tools and the path to more satisfying careers results in greater retention and higher performance.

Instead of recoiling to pre-pandemic habits, companies need to reevaluate what makes sense in the future by finding ways to keep employees engaged and make sure they are supporting their work/life balance.

What role might human resources departments play in developing work

BIG PICTURE environments that inspire women to return?

Human resources departments play a pivotal role in facilitating the office culture. When it comes to women, HR should continue to encourage leadership to create flexible work schedules and work-from-home opportunities in order to retain their top talent. They need to train their leaders on active listening skills and assist with building productive teams that can function remotely. Programs that recognize and reward female employees for their contributions and foster a culture that encourages women to share their opinions help create a workplace where all feel valued.

The cost of investing in active listening, empathy, and workplace flexibility far outweighs the cost of recruiting. However, hiring women employees is just as important as retaining them. Often, HR is the first point of contact that a prospective employee has. From the language in job postings to the initial interview, how the HR team conducts those interactions factors into candidates’ perceptions of the company. If a business implements a commitment to diversity in hiring, that will also speak volumes to potential female employees.

It’s a crisis, but also an opportunity.

Women have made substantial gains in representation, but COVID-19 magnified where work is still needed.

Adapting to the needs of the female staff helps reverse the loss caused by COVID-19’s resulting gender inequality and has tremendous advantages for organizations in terms of hiring, costs, and reaching diversity and inclusion goals. If organizations want to retain their talent and bring women back into the workplace, they must accept and embrace this new normal.

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CEO INSIDER

Prevailing in the Arena Written by Leo Bottary

is the founder and managing partner of Peernovation. A popular author of three books, including Peernovation: What Peer Advisory Groups Can Teach Us About Building High-performing Teams (Archway; October 16, 2020), he is also an author, keynote speaker, workshop facilitator, and thought leader on the topic of peer advantage. Leo is a member of the External Advisory Board (EAB) for the CEOWORLD magazine.

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CEO INSIDER

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ore than 100 years ago, Teddy Roosevelt delivered a speech at Le Sorbonne, University of Paris, titled Citizenship in a Republic, popularly known for its passage “the man in the arena.” Future Hall of Fame quarterback Tom Brady saw this quote every day in the locker room during his time at the University of Michigan. It fittingly serves as the title of his new documentary series on ESPN+.

The passage reads as follows:

Roosevelt warned us about the cynics: “There are many men who feel a kind of twister pride in cynicism; there are many who confine themselves to criticism of the way others do what they themselves dare not even attempt. There is no more unhealthy being, no man less worthy of respect, than he who either really holds, or feigns to hold, an attitude of sneering disbelief toward all that is great and lofty, whether in achievement or in that noble effort which, even if it fails, comes to second achievement.”

“It is not the critic who counts; not the man who points out how the strong man stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”

At the start of the 2002 Super Bowl, when America and the world were still reeling from the 9/11 attacks, the Patriots chose to be introduced as a team – one team, one nation.

Throughout the season, they won and lost together. No finger-pointing. No blame culture. It was a team committed to learning, stumbling, getting up, and growing every day. Great teams don’t regard winning the championships as the goal; they see it as the reward for a daily commitment to setting their own standard of excellence. The Patriots are about the process and, as a result, have won six Super Bowls.

As forceful as this passage reads by itself, it sings louder in the context of the entire speech - one that warns us against cynicism and speaks to the importance of an individual’s commitment to the team. Whether it involves the fate of the republic, the success of a football franchise, or the future of our organizations, the power of we begins with each of us.

No Place for Cynicism Before uttering his famous passage,

A Commitment to One Another Later in the speech, Roosevelt stated: “Individual initiative, so far from being discouraged, should be stimulated; and yet we should remember that, as society develops and grows more complex, we continually find that things which once it was desirable to leave to individual initiative can, under changed conditions, be performed with better results by common effort.”

Tom Brady speaks to the team culture of the New England Patriots, where the players did whatever it took to make them more vital individual contributors

to the collective. Their commitment to one another (including each other’s families) helped them maximize their potential as a team in a game where the difference between winning and losing can be measured in inches.

Hard work and relentless attention to detail won the day and earned them championships. Brady and Coach Bill Belichick would be the first to tell you that no individual player or coach was responsible for creating their winning culture. Instead, it took everyone willing to step into the arena to give everything they had for the team.

Gratitude As we emerge from the Thanksgiving holiday here in the US, with gratitude in our hearts, we might take a moment to remind ourselves of what it takes to build and sustain a great nation, a winning culture, and a successful, sustainable organization. At its epicenter is a culture committed to learning, stumbling, getting up, and growing every day.

The strength of such a culture is a byproduct of our commitment to one another toward a shared purpose. It’s about being in the arena, not criticizing others from the cheap seats – no cynics allowed. The term Peernovation combines the words peer (people like me) and innovation (creativity realized).

Peernovation occurs when a carefully selected, diverse collection of people with a common purpose and shared values work together to make each other better and create something larger than themselves. It’s also what makes us agile and adaptable enough to handle whatever the outside world throws in our direction.

The power of we begins with each of us. To prevail, it will take all of us.

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C-SUITE LIFESTYLE

Mastering the Art of the Quick Check-In As we face the Great Resignation, it’s become clear that the leaders who can show through their actions that they care about their workers are going to surge forward in this new era.

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Written by Katharine Manning, advises organizations on how to support their employees and clients through challenging times. She is the author of The Empathetic Workplace: 5 Steps to a Compassionate, Calm, and Confident Response to Trauma on the Job (HarperCollins Leadership 2021).

C-SUITE LIFESTYLE

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ccording to Businesssolver’s 2020 report on the state of workplace empathy, 80% of employees would be willing to leave their job if they found a more empathetic employer; 57% would take a pay cut to do so. As we return to the office, so many are suffering the effects of the upheaval and trauma of the past 18 months. Recent surveys show that 55% of American workers are looking for a new job. What they crave isn’t a higher paycheck; it’s meaning and connection. To avoid seeing their most valuable asset stream out the door, it’s essential that leaders pay the same attention to their employee relationship management as they do to their client relationship management. One easy way is to get better at the quick check-in.

1.

Identify who matters.

First, make a list of the people who make your business work.

If it’s too many to name, list by department or role (e.g., the sales team). Think beyond the usual suspects. We often get into ruts of talking to the same few people, but we gain so much by expanding our circle, in our own success and in our organization’s.

2.

Calendar it.

One of the most important things I’ve learned in my career is that what you count is what counts.

Simply tracking something focuses me and helps me to stay on top of the things that matter when the challenges of the day begin to call. However best works for you, find a way to schedule time for the easy check-in. You can calendar an hour on Friday afternoons to walk around the office, or build in time at the beginning of a weekly project status meeting, or give yourself a list of three people each week to call or email with a quick hello.

3.

4.

How to do it.

The goal is to show an interest in them beyond what they can provide for you. Ask them an open-ended question on something non-work related.

Consider a question like, “What are you reading?,” “How’s your kid’s soccer team doing?” or “Did you see that the new season of Money Heist is out?” You can also ask about something in the environment: “Is that a new Red Sox pennant?” “What’s that mountain in your Zoom background?” It doesn’t really matter what you ask as long as it’s not offensive (so, for instance, stay away from comments on personal appearance).

Once they answer, be sure that you’re actually listening to the response. Don’t look at your watch or around the room or at someone across the hall. Make eye contact. Then acknowledge what they’ve said: “I haven’t read that, is it good?” “I have to get to a game, it’s been way too long.”

“That sounds fantastic!”

Getting away gracefully.

Studies show that the way we end an experience can color our entire perception of it, so if you have a great conversation and run off without saying goodbye or demonstrate by your clumsy exit that something else is more important to you than they are, you’re actually doing worse than if you hadn’t stopped by at all.

Two ideas that can help: A) Interrupt yourself, not them, for example, “That’s excellent!

My kid has a big tournament this weekend, too—shoot, I’m just seeing what time it is. I’ll let you go but hope the game goes well.”

B) Consider an easy exit line. My old boss used to say, “Keep up the good work” as his signal that the conversation was over.

5.

Know when you need more than a quick check-in.

A friend once showed up for her weekly meeting with her boss and went through with him all of her projects and their current status. At the end, she said, “I also wanted to let you know that my father is sick and I will need to take off a few days at the end of the week to go see him.” He put down his pen and met her eye. “You should have started with that. Nothing else is as important. Please take all the time you need.” Because he was so adamant, she ended up staying with her father for two weeks. She kept working during that time, but also was able to spend what ended up being her father’s final moments with him.

She now says, of that boss, “I would walk through fire for that man.” Because he demonstrated that he cared about her, she has a fierce loyalty and commitment to him.

Maya Angelou said, “I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.”

We are busy, of course—everyone is busy. But all of the matters that are so urgent today will fade in a few years’, or even a few months’, time. What won’t fade is the empathy we show when it matters most. The way we show up for each will have a long-lasting effect on our team members and our relationships with them, and ultimately, on our organization as a whole. Let’s do it with care and commitment.

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C-SUITE AGENDA

7 ways to improve your company’s luck in 2022

Written by Andy Nairn

author of People Solve Problems: is the founder of UK ad agency Lucky Generals and author of Go Luck Yourself: 40 ways to stack the odds in your brand’s favour.

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C-SUITE AGENDA ‘Luck’ is a 4-letter word in Western business circles. At best, it’s seen as a taboo topic. At worst, it’s viewed as an insult. Faced with such ‘superstitious nonsense’, most leaders typically fall back on the comforting old adage that ‘There’s no such thing as luck: the harder you work, the luckier you get.’

Now, nobody’s suggesting that managers suddenly dig out the tarot cards or visit their local palm reader. However, there’s an emerging body of research which shows that luck plays a bigger part in business than we care to admit. And crucially, that leaders can stack the odds in their organizations’ favour by actively seeking out serendipity. So at a time when many of us could do with the rub of the green, here are 7 ways to improve your company’s fortunes (without the need for any rabbit’s feet, horseshoes or four-leafed clovers).

1. Appreciate what you’ve got There is now a truckload of evidence, showing that when individuals appreciate the good things in their lives, they become happier, more successful and even healthier. The same goes for companies. Often organizations are sitting on priceless assets that they take for granted: whether that’s their brand, their people, their data, or their own media channels. So one of the simplest things that leaders can do, to maximise their chances of success, is encourage their teams to be much more appreciative of the advantages they already enjoy.

What crock of gold might be sitting right under your nose?

2. Build resilience If the last couple of years has taught us anything, it’s that organizations need to be able to deal with bad luck too. This is not simply a case of forcing people to work harder.

It’s about building a culture where

employees see opportunities in adversity. Many social experiments show that ‘bad luck’ is often a matter of perception and that human beings can be taught to reframe misfortunes as positive chances. What obstacle do you currently face, that could turn out to be a blessing in disguise?

3. Hire diversely The most important arguments for Diversity, Equality and Inclusion are ethical ones. But on top of these moral imperatives, there’s a compelling commercial case to be made: all the evidence shows that diverse teams are more likely to develop breakthrough ideas than homogenous units. That’s because creativity thrives on the collision of concepts and the sparks caused by different points of view.

Smart businesses actively encourage the cross-fertilisation of ideas by hiring people from different backgrounds and then ensuring that their voices are heard. How can you mix things up in your organization?

4. Don’t focus so hard This one might sound heretical, because we’ve all been taught that strategy requires sacrifice. However, many studies point to the dangers of employees focusing overly hard, or narrowly, on their brief.

Particularly at the moment, when times are tough, there’s a risk that teams bury themselves in their own category, business, department or discipline – and blind themselves to opportunities in adjacent areas.

Good leaders encourage their people to be like magpies – and borrow ideas from other spheres.

What could you learn from another sector or a very different field, such as music, nature, sport or politics?

5. Avoid perfectionism This is another counter-intuitive one but excessive perfectionism

can actually impede performance, by slowing organizations down: by the time you’ve honed your idea to the nth degree, a competitor may have launched with a prototype that’s 90% as good. Research shows that perfectionist tendencies have rocketed in recent decades, but smart leaders know that making your own luck requires speed as well as excellence. How could you ram home the message that ‘quick and good is better than slow and perfect’?

6. Encourage experiments Most leaders will acknowledge the need for experimentation in coming up with breakthrough ideas. But few companies enshrine this in their work culture, by ring-fencing the time to test hypotheses and play around with wild ideas. The exceptions are Silicon Valley titans like 3M and Google, who set aside 15%-% of their engineers’ time for such projects. How could you create the conditions necessary for lucky accidents to happen?

7. Embrace the unexpected Finally, be careful not to over-plan your processes. Of course, procedures should be put in place to minimise risk and predict likely outcomes. But there can come appoint when rigour leads to rigor mortis. In particular, many companies use research rather unimaginatively – to “eliminate luck” or “leave nothing to chance”.

A better mindset is to commission research that opens doors and creates opportunities – including ones that you did not envisage at the outset.

The record producer Quincy Jones has a nice turn of phrase to describe this mentality: “Let the lord walk through the room.” How can you create a culture where your people embrace positive surprises, rather than writing them off because they aren’t on the plan?

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CEO INSIDER

How to turn around a toxic culture 16

January 2022 ·

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W

hen you’re the CEO, and without a hint of selfishness, I’d like to suggest that the culture is all about you. What you say, what you don’t say, what you do, what you don’t do. As much as culture is determined by the collective lived behaviours of the organisation (‘how we do things around here’) when you’re in the top spot a toxic culture is re-set by the way you do things around here.

Written by Anna Marshall, author of On your marks, get set… LEAD!: A beginner’s guide to people leadership, is an engaging facilitator, inspiring coach and entertaining speaker. Anna enables CEOs and their organisations to flourish by developing their leaders, transforming their cultures and enhancing their people systems.

As CEO you wear your leadership like a sequinned ball gown; every single move you make catches the light, even the slightest shift grabs people’s attention. Whether you know it or not, and whether you like it or not, people are observing your behaviours under a microscope. This can feel like a heavy burden at times, but when you intend to turn around a toxic culture, how might you use your eyecatching sequins to their best effect?

right now? ‘It’s a basket case!

There’s no way I can turn this around!’ or ‘What might I be able to do?’. As Professor of Psychology Carol Dweck, known for her work on mindset, tells us “In a growth mindset, challenges are exciting rather than threatening. So rather than thinking, oh, I’m going to reveal my weaknesses [fixed mindset] you say ‘wow, here’s a chance to grow.” The silver lining in a toxic culture is that there’s not much you can do to make it worse. They offer a vast range of opportunities to experiment with new techniques. Channel your inner scientist! Grab your lab coat, run a few experiments, observe what happens. What works? Do more of that. What doesn’t work? Stop doing that.

When you experiment there are only two things that can happen; you win, or you learn. And when you’re learning, you’re winning.

In my opinion, when you’ve knowingly stepped into a toxic culture with the express purpose of transforming it into an engaging and inspiring, high performance organisation the best place to start is with you. Here are 5 simple things to get you off to a good start: 1.

2.

Choose to lead Toxic cultures often have a dearth of people leadership.

It doesn’t matter how many people leadership ‘roles’ there are in the organisation if no-one in those roles is choosing to lead. If you’re in the role for the prestige, the pay packet, the ‘I need this role/company on my resume’, you’re in the wrong job. If you choose to lead, you are saying yes to connecting and communicating with people, yes to focusing people on what’s important and what’s not, yes to developing yourself and your team and yes to enabling people to solve their own problems. If you have any hesitation, do everyone a favour and hang up your boots or stillettos now. If you’re in the ‘hell yes’ camp, then let’s move on to the next one: mindset.

Check your mindset What are you telling yourself

3.

Use your values as a compass In a toxic culture it can be hard to know how to make the best decisions. Mixed messages, politics, cliques, conflicts of interest and patch protection can impede your ability to decide what’s best for your business and the people around you. When you’re sure of your values you can use them to guide your decision making. Is this the honest thing to do? Is this the fair thing to do? Whilst your organisation’s values might be ready for a refresh (and this may be an important step to transforming the culture) you can, in the interim, get really clear on your personal values. Through which values do you intend to lead the

CEO INSIDER organisation? When you’re clear on your values they become an internal GPS that can lead you safely through the toxic storm and underpin consistent and constructive decision making.

4.

Leverage your unique skills and talents As you set out to transform the culture of your organisation, consider what strengths and development opportunities you have. What skills have you used successfully in the past in this type of situation? What failures did you experience, what did you learn and how might you do things differently this time? You have a unique set of skills, talents and previous experiences that you can employ in this situation. Look to leverage your strengths and even more importantly ask for help in areas where you’re not feeling confident. When you model asking for help you give permission for your team to do the same.

5.

Look for your learnings If you don’t have any failures, you’re going to greatly reduce your learnings. You’re not being courageous enough. Through failure comes learning and through learning comes growth.

The behaviours that got this organisation into this toxic mess, are not going to get it out of it.

You have to try different things.

If I were to give you an injection of courage, what’s the most radical thing you might do?

If you are to turn your culture around and bedazzle your team with your brilliance, which one do you think is the most useful for you?

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CHIEF EXECUTIVE INSIGHTS

The Importance of Visibility for Medical Entrepreneurs with Creative Businesses 18

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Written by Dr. Olivia Ong

a pain physician and medical entrepreneur, small business owner, CEO and Founder of The Heart-Centred Doctor from Melbourne, Australia.

She is an established author of The Heart-Centredness of Medicine, which Jack Canfield wrote the foreword for. She is a keynote speaker on burnout in the healthcare industry and has been featured in media talking about self-compassion and burnout in healthcare professionals. She runs a thriving coaching business helping healthcare professionals transform their lives from burnout to brilliance using self-compassion and other heart-based tools.

CHIEF EXECUTIVE INSIGHTS

I

t is important for medical entrepreneurs with creative businesses to be visible, but unfortunately this is something that medical entrepreneurs struggle with. We are not used to being in the limelight and selflessly serve our patients in the highest way, the quiet light workers. But the reality is that visibility is the only thing that is going to make you stand out from the masses if you believe that your contribution and service will positively impact the broader community.

never control other people’s words or actions, but you can control the level of importance you give those words or actions.

You can do this by creating a blog and consistently sharing content is another amazing idea to improve online visibility. This tool, when paired with correct knowledge of search engine optimization (SEO) and search keywords can efficiently help to increase online presence.

2.

Your business is not unique, but you certainly are. The only way to cut through the clutter and noise of your competition is to make yourself visible and relevant. And by relevance, you need to have an intentional presence that changes your branding and business into a timeless essence.

Many medical entrepreneurs still rely on traditional marketing tools from the past to get their name out there.

Nevertheless, they keep forgetting a very powerful tool at their disposal, and that’s the internet. Indeed, the internet can be a great tool to get a medical entrepreneur’s name out there. Many medical entrepreneurs have adopted this strategy and are actively growing their online presence or visibility.

How can medical entrepreneurs improve their online visibility?

1.

Express yourself It’s about using the power of words to leverage your opportunities. It’s about expressing yourself in a way that is bigger than yourself, and more independent of your external environment because you can

3.

PR and publicity You could pitch about your business and how it is scaling impact, to editors and get published in relevant magazines, you could be a guest blogger for blog sites, you could write an article for different platforms that are aligned to purpose and fit your branding, you could get interviewed in a podcast, or you could be invited to speak at workshops and conferences. Visibility results in growth of a business and growth doesn’t come from stagnation, it comes from movement so in order for any of this to happen, you need to step out of your comfort zone and actively source for opportunities that could elevate your branding.

Social media One cannot talk about online visibility without mentioning social media. Indeed, social media platforms are possibly the best way to reach a larger target audience and spread the word about your business. If used in conjunction with the tools afore-mentioned, your business success might reach new heights in no time.

4.

Content marketing You need to offer incredibly valuable content that can serve your target market and resolve their concerns. If you don’t know where to start in terms of content, start by processing your authenticity and sharing parts of your story. Your struggles, your pain points, how you overcame stumbling blocks, even though all of this may be deeply personal, people see their real vulnerable selves in your experiences and can truly connect with you.

This is where people start to take notice, when they feel they can invest in you to invest in their own happiness and success. Sharing your behind the scenes and the backend journey is actually a marketing tactic. Your connection and engagement levels will grow tremendously if you use the power of emotions to tell your brand story as your story. That’s what makes you human and very visible. Everything you achieved is not done overnight. It was done over time and there was a process you followed with trials and errors and your followers and fans genuinely want to know what makes you human or more importantly what makes you vulnerable.

As medical entrepreneurs, we build personal brand businesses, which is more important than ever. Just remember one key thing - you are the brand. In a world filled with business brutality and ruthlessness, people are looking for genuine, human connections and if you can offer it to them, they will hold onto you. Don’t be afraid to be visible.

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ART AND CULTURE

A people-centred strategy will drive a successful hybrid switch For HR professionals, taking aim at the moving target of a “return to the workplace” in an ongoing pandemic is an unprecedented challenge.

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s much of corporate America identifies a hybrid working model – mixing on-site and remote employees – as the rational path forward, strategizing the execution can feel like framing a house while the foundation is still being poured. Lurking beyond occupancy planning, seating

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policies and booking systems is the more nuanced, social implications of the return to work; health and safety, personal values and choice.

Employees everywhere have

concerned about what work will look like after all of this. At the same time, we’ve reached a new era of employee empowerment, where companies must demonstrate that they are keeping

absorbed constantly changing dialogue

their people’s needs top of mind. Not

and directives – both from employers

meeting these needs means losing

and officials – and are understandably

talent. According to a recent New York

ART AND CULTURE

keep this in mind as they welcome their cohorts back.

and offices, and garners implicit early buy-in from employees.

Culture and morale are extremely sensitive right now as people feel pushed to pivot their work lives after making huge changes in their personal lives. If companies assume that things will fall back into place, or that blanket mandates will work for everyone, they may find a lack of engagement.

It’s also easy to overlook one key segment of the workforce: middle management. Engage this group specifically in strategic discussions as it helps maintain trust and positive morale more broadly. Consider an advisory board with employees from all levels of the company to gut-check any return-towork strategy.

Hybrid work models, while efficient on paper, can exacerbate alreadypeaked anxiety and other concerns among staff who are now expected to share desks and re-configured collaboration spaces. Recognizing this is step one of any strategy.

Times article, a record 4 million people (2.8 percent of the workforce) quit their jobs this past April, many of whom never even got the chance to meet colleagues face-to- face, many of them feeling detached from their place of work.

A return to the workplace is best based on a people-centred strategy, driven by data that can inform decisions to manage employee uncertainty.

Here, some key considerations to keep in mind.

Recognize the current state of mind Constant change is contributing to widespread employee burnout. The emotional fallout from 18 months of COVID has taken a major toll on workers’ mental health, and companies must

Include employees in the planning

Offer choice Executing a workplace program built on choice is empowering. For nervous, reticent employees, this can help them overcome lingering concerns.

In an era of greater trust, responsibility and empowerment, it’s wise to allow employees to feel part of the change underway so they feel their voice is helping drive decisions.

We know that not all employees want to work the same way. Progressive companies on a hybrid path may allow them to choose between preset roles that could include in-office 100 percent of the time, in-office half the time, predominantly teleworker, or permanent remote worker.

Plan for interviews, deep discussions and other stakeholder engagements to understand how your staff prefers to work, what kind of work they find most fulfilling, and how hybrid work styles can best support them. In so doing, uncover pain points that can be circumvented by thoughtful planning.

Long before the pandemic, the Canadian telecom company TELUS rolled out a “Work Styles” program that gave such freedom of choice before modernizing offices to be fully flexible and open-concept. TELUS reported that employee engagement rose from 53 to 85 percent.

It’s all too easy to make assumptions that inform potentially flawed strategies. Getting on-the-ground feedback ensures there are no guessing games around how to organize teams

Measure performance against objectives The days of punching clocks are history: employees must be

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ART AND CULTURE performance-managed against quantifiable objectives. Start by reviewing existing programs and seeing how they can be adapted to changing conditions. This may be a cultural shift, and it will need executive approval and transparent communications to support it. All managers must be on board and given the tools to manage in this way.

Underpinning this tactic is bidirectional trust. Employees are free to pursue flex work, but they must earn back trust by meeting their objectives.

Companies that trust employees to design their own workstyles are poised for rewards by the efforts of those employees.

To this end, companies can communicate this commitment to a hybrid style. Demonstrating that leaders understand the ins and outs of what hybrid means, and are willing to change the way they manage employees, will bring relief.

Design spaces that employees want Empowering employees also extends into office design – where the workplace becomes a service for workers, designed to support the reasons why they are on site in the first place.

To do this, companies must decipher how different employees operate within a space, and consider how it can be flexibly designed to those ends. Teams (e.g. sales, legal, marketing) may need collaborative space at the beginning of a project, but focused, quiet areas at other times. Versatile rooms and pods that can be conveniently adjusted can facilitate collaborative sessions, oneon-ones, large conferences, and virtual meetings.

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By the same token, it’s imperative to bring employees back into a space and structure that puts their safety and emotional needs first. Each office should be analyzed for how it supports the softer side of human needs. Ensuring flow of traffic, freedom of movement, and wellbeing can bolster efficiency, culture, morale, and individual comfort levels.

Put real-time data to work For companies that invest in redesigning offices for hybrid work, it’s essential to measure how they are being used. Take what the data show, and adjust as needed.

WiFi-powered indoor location technology has evolved into a precision method that can be reliably trusted to guide decisions. Far beyond just ‘people counting’, the more comprehensive dataset reveals how often people visit the office, how long they stay, the distinct behaviours among different groups, their interactions with different teams, how they prefer to work, and reveals both their unique practical and emotional needs - all designed with privacy in mind.

HR teams that can tap this behavioural data will see how floor/ room/zone/area is used by both new and returning visitors. There is no better tool to validate decisions: if larger boardrooms are hosting mostly three-person meetings, then creating smaller rooms may be the answer. This is evidence one cannot reliably find in surveys or casual observation.

Such analytics ensures office space is used as intended, that it supports staff, and that it delivers the resources and needed for teams to succeed in a changing workplace.

In the end…

The glue that binds these efforts is clear, frequent and transparent communications to staff. Build sound internal communications into a returnto-work strategy. Doing so also avoids miscommunication, a trigger for conflict and dampened morale.

In the hybrid transition, keep an open dialogue, listen to employee needs and concerns, and let them see what the data is showing themselves. If any new technologies, like smart software and employee apps are deployed, it’s up to HR managers to communicate and to ensure employees understand how to adopt them effectively.

Whatever a company’s preferred return-to-work path is, make it a collective, thoughtful, and transparent endeavour.

Written by James Wu

James Wu is the CEO and Founder of InnerSpace, a space utilization and analytics platform that uses proprietary technology and advanced data science to provide location intelligence that goes well beyond people counting.

C-SUITE LIFESTYLE

Have you ever considered picking clothes based on what colors you need?

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C-SUITE LIFESTYLE

M

ost people pick clothing based on which color goes best with their skin tone, or which color best expresses how they feel.

But as a busy executive, have you ever considered picking clothes based on what colors you need?

Is this concept totally foreign to you?

Let’s delve into it!

I’m an emotional freedom mentor, intuitive healer, and author of the best-selling new book “Feel Better in Five Minutes — An Empowering Guide to Gain Control Over Your Emotions.” When you’re in my line of work, you know wearing color isn’t only for bringing out your best features or complementing your hair. Color is an extraordinarily powerful tool that holds the energetic vibrations of emotions.

Knowing that, it makes sense that we should use it to our advantage whenever possible — especially when we’re deciding what clothes to wear for work — in order to make the impression we want to make and feel the way we want to feel.

Did you know wearing the right color can help you: • Boost your confidence before a big meeting?

• Get an energy pep if you’re feeling sluggish?

• Make decisions if you’re feeling indecisive?

• Relax and unwind after a long work week?

It’s true! But there’s a special formula for knowing which colors can accomplish which tasks… because while some colors may help you accomplish a task, a totally different color may be counterproductive!

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This may seem strange or otherworldly at first, but you likely do it and are influenced by it on a semiunconscious basis already. A red tie is commonly known to project strength.

But do you feel the same strength being projected by a lavender tie? Sticking with red, do you find yourself wearing red to visit a family member recovering in the hospital? Or would you be more apt to wear more calming, soothing colors for those occasions? Come to think of it, do hospitals paint their walls bright red, or more calming, soothing colors? Have you ever thought of why?

How Colors Relate to Emotions The human energy system is a fabulous array of color. Everyone has seven main chakras, or energy centers, with the colors red, orange, yellow, green, blue, indigo, and violet, each representative of vibrational and emotional energy. Orange, for example, usually represents sexuality, creativity and self-expression, while green is usually indicative of love, harmony, gratitude, and compassion.

Some people’s chakras can be very strong and vibrant (a very bright orange chakra potentially represents a very sensual, sexual, and creative individual), while other people’s chakras can be very dull (an aura devoid of green suggests a person who may have difficulty being loving or compassionate with themselves and others).

The more you work with a specific color, whether it be a walking through and looking at a beautiful green forest, eating a bright red apple, or wearing a comfy blue sweater, the more you bring that color into and strengthen that portion of your energy system.

Each color, therefore, has a use — kind of like a vitamin that is providing a specific nutrient.

Let’s again take the example of red.

If you’re feeling insecure, this means that you have a deficiency of red in your energy system and need to add it in. This will help you release the feeling of insecurity and replenish your deficiency! Absolutely wear that bold red tie or that red work dress and watch how your confidence shifts!

I also previously mentioned that some colors may be counterproductive for a task you want to accomplish.

Let’s say you’ve been very angry with a fellow coworker, have a meeting with them today, and want to make peace.

Red is NOT the color to wear. Adding more red will only amplify your anger, and likely theirs as well!

In order to accomplish a certain task or heal a certain deficiency with color, I encourage you to get my book and look at the color chart I provide on page 62. You’ll see a table of colors, when to use them, and when NOT to use them.

If your goal is to let go of your anger and make peace with your coworker, the table shows red, orange, yellow and violet in the “Don’t Use” columns.

Instead, try wearing green or blue. We already know green represents the emotions of love, harmony, gratitude, and compassion. Blue is associated with self-expression and communication, and can help calm the mind. Much better colors to wear than the fiery red!

Color Wearing Tips 1) If you have a big meeting and feel like you’re lacking confidence, try wearing something red or orange to bring on the power to boost you.

C-SUITE LIFESTYLE

2) It’s already been a long week of work, and it’s only Wednesday.

You need an energy boost. Put down that Red Bull energy drink, and wear something yellow, orange, or red instead! Think Santa — the CEO of Christmas, Inc. is decked out in red while he’s up all night Christmas Eve! Definitely stay away from green or violet, though.

3) If you are relaxing after a long week, cuddle up in some soft offwhite, pink, or gray loungewear for the morning. Stay away from red or orange, though.

3) Having trouble being decisive?

You want to be wearing blue, orange, or yellow. That’ll help you clear the cobwebs and make more definitive decisions. Stay away from indigo or violet, though. That’s too much head space! We want clear-mindedness and to be in tune with our confidence when making gut calls.

5) If you feel you need to wear a color that does not look good on you, you can put it on under your clothes, slip it in your pocket, or wear it in accessories. This way you still get the benefit without feeling like you are washed out or overpowered by it. Think painting your nails yellow to cheer yourself up while you’ve got your dress shoes on.

4) If you’re not sure which colors to wear, just open up your closet and see what clothes you are attracted to that day. Let your intuition guide you.

Written by Amanda Hainline

is an emotional freedom mentor, intuitive healer, and author of the bestselling new book “Feel Better in Five Minutes — An Empowering Guide to Gain Control Over Your Emotions.” She helps people find freedom from anxiety, depression and stress through energy healing.

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CEO INSIDER

New year, new reason to be optimistic about Canada’s energy

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‘ m excited about the future of energy. Granted, unknowns abound, and ambiguity persists.

It’s also fair to say the energy sector faces greater complexity than at any other time in recent memory. Even so, there’s a new year just around the corner, and I’m optimistic about what that means for energy in Canada, and businesses nationwide.

•

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The energy transition will be different for industries within this sector—and that’s a good thing.

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We are at the early stages of an “astounding” energy transition that will have a particularly powerful impact here, in Canada.

Our national economy continues to be largely driven by natural resources. Thirty percent of our exports—and a considerable number of jobs—depend in some way on energy and transportation.

Meanwhile, an ongoing $100 trillion clean energy revolution is reshaping the entire world.

This landscape represents a unique set of risks for Power and Utilities, Oil and Gas, and Mining, respectively. The thing is, it’s what companies do in light of these risks that will define the future.

The shift to electric vehicles, the uptick in prosumer culture, and increasingly more affordable renewable energy sources (think solar and wind) mean different things for each industry.

For mining, this is already

Written by Lance Mortlock is managing partner at Ernst & Young Canada for the energy market segment, visiting professor at the Haskayne School of Business; and author of Disaster Proof: Scenario Planning for a Post-Pandemic Future. Lance serves as an external advisory board member for the CEOWORLD Magazine.

bringing a surge in the need for minerals specifically tied to the development of batteries. For oil and gas that could look like a change in demand that drops progressively, over an extended number of years.

The key is to zero in on how you can turn these evolving realities into meaningful progress for your organization and your own people. Whether you’re a utility leaning into risk to reframe what you do; or a professional services firm like my own, aligning offerings, skills, and capabilities against transformational challenges: evolving in line with the times doesn’t just serve your customers better. It creates exciting new possibilities for your people, rich career experiences, and an ability to recruit and retain top talent motivated by your visionary purpose.

•

Owning the disruption before it owns you can offer up a profitable route to future growth.

In the last few years, we’ve seen example after example of companies that saw the renewable energy writing on the wall, and moved to proactively tackle that disruption. Whether we’re talking about a cluster of companies in Europe, working together to produce cleaner energy; or a global energy giant redefining corporate purpose to support a greener future: there are a lot of ways to take action.

Case in point: energy storage now represents a fast-emerging

•

CEO INSIDER

opportunity in clean technology.

True, too, for wind farms, which are quickly becoming more costeffective than coal production, even when plants already exist. Technology improves on an exponential curve, often much faster than forecasters can predict. Betting on the innovators, not the forecasters is the smart choice. But I’ll go one step further and say don’t only bet on them—become one yourself.

What we’re building and producing is reshaping the supply chain, and driving new demand for metals like copper, nickel, lithium all as we witness the growing popularity of non-traditional sources, like hydrogen. Each of these shifts represents a moment in time that won’t come around twice.

Waiting for calmer seas before exploring some of these areas could mean missing out all together.

If the world is turning upside down, it’s time to flip your perspective. Look long and hard at holes you see in the market, and then dive inward to ask: how can our existing skills, talent base or organizational capabilities bridge those gaps? Whether that means seizing on evolving tax incentives to develop novel ways of storing clean energy or aligning with an incubator to fuel broad-based solutions, organizations that seek to shake up disruption can lead the way in a post-pandemic world.

It doesn’t matter who you are. A leading national energy company rethinking its identity for 2030, 2040 and beyond. A nimble start-up looking to invent the next component needed to bring solar energy to families everywhere. A professional services firm like my own, enabling enterprisewide digital transformation to help companies unlock data in pursuit of innovative new energy solutions.

There is something for everyone layered in the complexities of this transitional period. Be curious. Be entrepreneurial. Don’t let this time pass you by.

Massive transformation brings equally monumental opportunities and the way we explore that potential is what counts the most here, today, now. Things are complicated. But if the sector can become part of the change itself, I am confident Canada can lead the global energy transformation in an incredibly positive direction.

No one can afford to view uncertain times as time to be wasted.

Explore various scenarios linking what’s happening in the market now to what could happen next. What does that look like? We know ground electrification is inevitable, as electric cars morph from luxury items to mainstream vehicles.

People everywhere are now poised to experience autonomy as a service, as opposed to something people buy (think the rise of ride-sharing, for example).

When I see Canada’s largest solar energy facility coming to life, I’m deeply inspired. There are so many ways for organizations here to play a vital role in defining what the future of energy can be—here, and everywhere. If that’s not a cause for optimism, I don’t know what it is.

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BUSINESS TRANSFORMATION

Residency by Investment Programs & Citizenship by Investment programs

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itizenship by Investment and Residency by Investment programs are gaining popularity internationally not only as an excellent opportunity to obtain a second passport but also as an option to fast-track your permanent residence claim in a foreign country.

If you have the means and the will for an investment program-driven citizenship, then the road to a new home is short! Countries allow investment into their nation by foreign nationals and offer them substantial benefits in return.

You need to start by being objective about your reason to apply for this program. What is it that you want to achieve? Are you a businessman in need of a better opportunity? Or are you just looking for a second home away from your home? There are plenty of reasons for wanting to go with this investment or pleasure-related initiative.

Start by making a list of the opportunities that you want to avail yourself of, which will give you an idea about what you want to achieve. Once you have done that, next comes the question of your possible options.

You have multiple options to choose from once you have made up your mind about what it is that you want out of the residency program. Making a list will help you choose and prioritize your options. There are two types of options, that are available to any prospective investor. The first is the quick one Residency by Investment Program – the ones that are willing to give you a residency permit within a very short time. And then there are the popular options, the ones that most people want to avail themselves of - Citizenship by Investment programs.

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Written by Campbell Macpherson

Campbell Macpherson is a sought-after speaker and international business adviser on leadership, strategy and change. He is an Anglicised Australian based in the UK and can be found wherever his clients need him to be. Campbell is an Executive Fellow of Henley Business School and author.

CEO INSIDER

Extraordinary Leadership C EOWORLD M agazine · January 2022

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CEO INSIDER

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n my 25+ years of enabling business leaders to lead successful and sustainable change, I have determined that extraordinary leaders possess three core, critical skills: 1. The ability to deliver results 2. The ability to influence, motivate and empower people (Emotional Intelligence) 3. The ability to build extraordinary leadership teams Poor leaders possess none of these skills. Extraordinary leaders possess all three - in abundance.

Extraordinary leaders are focused on the delivery of outcomes that are sustainable. They have honed their influencing skills and worked on their emotional intelligence, knowing that when it comes to leadership, EQ trumps IQ hands down. And that 21st Century leadership is a team game, not a solo pursuit.

They also realise that every one of these attributes requires continual development. The future of their careers and their organisations depend upon it.

Extraordinary Leaders … of leaders When it comes to the first two attributes of individual leadership (Delivery and EQ), each different type of leader between the two extremes of woeful and extraordinary can be plotted on a simple matrix that I have called ‘The Chequerboard of Leadership’.

The position on the board is not set in stone. No matter which square a leader may occupy today, they do not have to be imprisoned in that cell forever. They can move - preferably upwards and to the right - as long as they are aware of their position on the board and possess the desire to change.

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Where would you place yourself on the board? Where would other people place you?

Where would you place your manager?

Where would you place each member of your organisation’s leadership team?

Why? While the leaders who are floundering in The Disaster Zone may be irredeemable in their current role, every other type of leader on the chequerboard can transform to become better leaders.

‘Chaos Creators’ and ‘Authoritarians’ are renowned for delivering results that are short-term and leaving pandemonium in their wake. Helping them to move ‘eastwards’, developing their emotional intelligence skills, will enable them to deliver results that are sustainable.

Members of ‘The Lost Tribe’ and ‘Care Bears’ can move ‘northwards’, developing their delivery skills, which they will need to do if they wish to become relevant in the future.

The most populous square on the board is the one in the centre. ‘The Engine Room’ is also the square that contains a treasure trove of hidden potential. One global CEO once described it as his “permafrost middlemanagement layer”, but he was wrong.

The Engine Room is full of leaders and managers that are so often taken for granted – and yet they are the backbone of the business.

CEO INSIDER This square can roughly be divided into two: 1.

2.

‘Safe Pairs of Hands’ – competent managers that every business needs. Their leadership competence and effectiveness can be enhanced.

‘Latent Leadership Potential’ – hidden leaders whose development will deliver substantial returns for the business.

Too many organisations still conflate leadership with people management, which is a mistake. In today’s world of flattening organisational structures, virtual teams, hybrid working, outsourcing, partnerships and accelerating change, leadership is about influencing people across departments and outside of the organisation – to deliver the outcomes you need.

leadership teams consistently underperform. Some are weakened so much by the actions and inactions of their most senior team that they have to be rescued or become take-over targets.

Some go under.

But even dysfunctional teams can be transformed – as long as the team leader is ready, willing and able to do so. They can move across the spectrum – first to ‘Fragile’, then onto ‘Developing’ and finally to ‘Extraordinary’.

Dysfunctional leadership teams are eventually and inevitably replaced - starting from the top. But so much damage is often done in the meantime that organisations can become shadows of their former selves. One reason is that dysfunctional leadership teams create dysfunctional cultures that mirror the tribal, warring behaviour at the top. Another is that dysfunctional leadership teams are too busy fighting one another to appreciate what makes their business special or to recognise the opportunities, let alone seize them.

Transforming dysfunctional leadership teams is challenging, but the alternative is far worse – as so many leaders have discovered.

No transformation is easy and there will almost inevitably be casualties along the way, but it is critical for the success of the organisation or department, the success of every employee and, of course, for the success of the leaders themselves.

Here is an abridged version of the spectrum:

Leadership today is not about hierarchy. It is about influence. And leaders exist at all levels of your organisation.

Extraordinary Leadership Teams The third trait of an extraordinary leader is the ability to build leadership teams that trust one another and work together to deliver shared objectives.

21st Century leadership is a team game, not a solo pursuit.

Leadership teams exist on a spectrum – from dysfunctional to extraordinary. They also exist at every level of an organisation – and each team must be functioning as well as it can if the unit, division, department or organisation is to succeed.

Organisations with dysfunctional

Where would you place the team you lead on the spectrum?

Where would you place the team of which you are a member on the spectrum?

Where would you place your organisation’s leadership team?

Why?

C EOWORLD M agazine · January 2022

31

CEO INSIDER

Retaining Human Talent in Finance

P

opular discussions surrounding “the rise of the robots” often manifest as hyperbolic sci-fi posturing, though it is unlikely that the Terminator prophecy will come to fruition any time soon. But that does not mean “robots” (or at least digitally automated processes) are not rising in our world.

In fact, according to an August 2020

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January 2022 ·

C EOWORLD M agazine

Deloitte/IMA survey, 51.4% of finance leaders reported that automation would impact the way their organization worked in the coming five years.

And yet, despite fears of an AI takeover, the Bureau of Labor Statistics (BLS) reported almost 300,000 financial services job openings as of September 2021. Job openings in for positions that are not as easy to automate, such as

accounting, bookkeeping, and auditing, are expected to rise over the next decade. With more job options available to them, employees, especially top talent, may become harder to retain.

Given that more than half of workers in the US are currently considering a career change, there should be no illusions that the finance industry will be immune to such trends.

Written by Didi Gurfinkel is Co-Founder and CEO of DataRails. Didi was previously a GM at Cisco. He has extensive senior management experience with a focus on growth and innovation. Didi oversees business, strategy and operations. He holds a B.Sc in economics and computer science, and an MBA in business management.

To retain top financial analysts and talent, employers must take care of their employees’ professional and personal needs. But they must also harness automation and digital processes not as a means to replace the need for human workers, but to help make their jobs simpler, more efficient, and more enjoyable.

Take care of your employees It seems obvious, but if more employers took this call to action more seriously, the “Great Resignation” may not have become as widespread. In these challenging pandemic times and amid an increasingly challenging labor landscape, businesses now more than ever need to keep their fingers on the pulse of employee satisfaction – both professionally and personally.

Employees are saying this loud and clear, and it falls on the business leadership to listen. A recent corporate survey found that more than half of employees considered good benefits essential to their employment. However, only 31% of those surveyed were satisfied with their current conditions.

Even negative candidate experiences at the interview stage can have an impact on the perception of a company, and employee retention begins with satisfaction.

Meeting employee wellness needs can take many forms, from offering individualized benefits and tangible compensation to providing flexibility with options like hybrid working, which has taken off in the wake of the pandemic. COVID-19 has also brought a barrage of new and unique challenges, and accordingly, considerations like mental health promotion and childcare benefits are more pressing than ever.

On a professional level, taking care of employees can mean anything from prioritizing an engaged and continuous

process of feedback to providing opportunities for workers to broaden and sharpen their skillsets. For example, supplementary educational courses can be a good way to imbue employees with a sense of self-determination, vision, and meaning. This kind of dynamic, initiative-taking approach to employee management can go a long way toward stopping employees from heading for the exits.

Simplify, simplify, simplify Burnout is a further challenge, with 61% of people experiencing this at some point in their career. Financial professionals are often especially overworked and overwhelmed, often at the hand of complex and slow paperbased workflows. Frustration with such inefficiencies could drive some workers to more “streamlined” positions that would reduce the symptoms of burnout. Here’s where it pays to try and simplify day-to-day processes in a way that benefits both employees and the company’s bottom line.

If CFOs simplified their operations accordingly, beginning with the hiring process itself, they would be more likely to hire and retain more satisfied and more productive employees. Indeed, Deloitte reports that employees who feel their talents are being utilized well are more likely to stay in their positions.

Figuring this out can’t be a one-way conversation: Engaging employees in improving organizational operations and structure is crucial. Those who are doing the work itself on a daily basis are very likely to have the keenest understanding of where improvements can be made, and asking for employee input will not only yield practical outcomes, but it also provide employees with a sense of inclusion and authenticity that in turn fosters greater loyalty.

CEO INSIDER Make technology work for you Technology can help relieve the burden of overworked accountants and CFOs, but only if used and implemented with savvy. Workers who feel that technology is being implemented in ways specifically designed to help them will be happier with their ability to do their jobs, more likely to stay in their positions, and more resilient down the line to technologically driven changes.

On the other hand, technological processes that are too complex can have the reverse effect, turning financial professionals away.

For employers navigating the postpandemic needs of their workforces, it will also prove essential to use data, AI, and other technologies to glean in-depth insights into employee satisfaction and employment trends, both within their company as well as in the wider industry.

The age of tenured employment has given way to an era of “job-hopping,” raising the stakes for employers. As such, employers must pay attention now more than ever to the shifting dynamics of the workforce and react accordingly in order to preserve their top talent.

This is hardly the first major challenge to confront the industry in recent years.

The 2008 crash shook the world of finance, and the recent shocks that have come about due to the pandemic also have the potential to radically reshape the industry. Cultural shakeups are likely to continue, and businesses must develop thoughtful talent recruitment and retention strategies now if they want to mitigate their impact on their workforce.

The good news is that employees are also aware of, and even catalyzing, these changes. Employees are feeling a heightened sense of responsibility in working with employers to meet their needs. Out of this moment’s challenges comes a rare opportunity to leap to the forefront of the financial industry.

C EOWORLD M agazine · January 2022

33

CEO INSIDER

The World’s Most Influential CEOs And Business Executives Of 2021

C

EOWORLD magazine has revealed its annual list of the most influential CEOs and Business Executives in the world. The issue features CEOs and top business executives, including Tesla CEO Elon Musk, and Tech honchos like Apple CEO Tim Cook, and NVIDIA CEO Jensen Huang. Unsurprisingly, Elon Musk came first in the CEOWORLD magazine’s global ranking of the world’s best chief executives across all industries for 2021.

34

December 2021 ·

C EOWORLD M agazine

He is followed by Microsoft CEO Satya Nadella and Mark Zuckerberg, who is the CEO of Facebook. The 2021 rankings placedAmazon CEO, Andy Jassy in 4th spot ahead of Apple’s Tim Cook into 5th, JPMorgan Chase CEO Jamie Dimon ranked sixth; while Arvind Krishna of IBM ranked seventh, and Bernard Arnault eighth. Overall, among the top 10 best CEOs and business executives in the world for 2021, the ninth and tenth positions are held by Pfizer CEO Albert Bourla and Saudi Aramco chief executive Amin H. Nasser.

Written by Sophie Ireland as CEOWORLD magazine’s senior vice president for news and editorial director, Sophie Ireland oversees CEOWORLD magazine’s journalism and journalists around the world and across platforms. She leads an award-winning team of journalists and newsroom executives who are committed to excellence, innovation and the highest quality reporting and storytelling.

Rank

Name

CEO INSIDER

Company

Country

1

Elon Musk

Tesla, SpaceX

US

2

Satya Nadella

Microsoft

US

3

Mark Zuckerberg

Facebook

US

4

Andy Jassy

Amazon

US

5

Tim Cook

Apple

US

6

Jamie Dimon

JPMorgan Chase

US

7

Arvind Krishna

IBM

US

8

Bernard Arnault

LVMH

France

9

Albert Bourla

Pfizer

US

10

Amin H. Nasser

Saudi Aramco

Saudi Arabia

11

Noel Paul Quinn

HSBC

UK

12

Bob Chapek

Walt Disney Company

US

13

David Michael Solomon

Goldman Sachs

US

14

Hironori Kamezawa

Mitsubishi UFJ Financial Group

Japan

15

Safra A. Catz

Oracle

US

16

Brian Moynihan

Bank of America

US

17

Lakshmi Mittal

ArcelorMittal

Luxembourg

18

Bahk Jae-wan

Samsung Electronics

South Korea

19

Jean-Laurent Bonnafe

BNP Paribas

France

20

Warren Buffett

Berkshire Hathaway

US

21

Mukesh Ambani

Reliance

India

22

Philippe Brassac

Credit Agricole

France

23

Takeshi Uchiyamada

Toyota

Japan

24

Stephane Bancel

Moderna

US

25

Nicolas Hieronimus

Loreal Group

France

26

Norito Ikeda

Japan Post Bank

Japan

27

Pablo Isla

Inditex, Zara

Spain

28

Herbert Diess

Volkswagen Group

Germany

29

Jane Fraser

Citigroup

US

30

Gautam Adani

Adani Group

India

31

Masayoshi Son

SoftBank Group

Japan

32

Hans Vestberg

Verizon Communications

US

33

Charles Koch

Koch Industries

US

34

Doug McMillon

Walmart Inc

US

35

Charles Scharf

Wells Fargo.

US

36

John Donahoe

Nike

US

37

Tatsufumi Sakai

Mizuho Financial Group

Japan

38

Andrew Witty

UnitedHealth Group

US

39

Daniel ODay

Gilead Sciences

US

40

Michael Dell

Dell Technologies

US

C EOWORLD M agazine · December 2021

35

CEO INSIDER Rank

36

Name

Company

Country

41

Jose Antonio Alvarez

Banco Santander

Spain

42

Rich Lesser

Boston Consulting Group (BCG)

US

43

Frederic Oudea

Societe Generale SocGen

France

44

Shantanu Narayen

Adobe Inc.

US

45

Jes Staley

Barclays

UK

46

Oliver Bate

Allianz

Germany

47

Gu Shu

ICBC China

China

48

Ma Huateng

Tencent Holdings

China

49

Francois Perol

Groupe BPCE

France

50

Christian Sewing

Deutsche Bank

Germany

51

James P. Gorman

Morgan Stanley

US

52

Thomas Gottstein

Credit Suisse

Switzerland

53

David I. McKay

Royal Bank of Canada

Canada

54

Wang Hongzhang

China Construction Bank Corporation (CCB)

China

55

Liu Jingzhen

Sinopharm

China

56

Brian L. Roberts

Comcast

US

57

Dong Xin

China Mobile

Hong Kong

58

Alex Gorsky

Johnson and Johnson

US

59

Charlie Nunn

Lloyds Banking Group

UK

60

Jensen Huang

Nvidia Corporation

US

61

Pat Gelsinger

Intel

US

62

Severin Schwan

Roche

Switzerland

63

Karen S. Lynch

CVS Health

US

64

Ulf Mark Schneider

Nestle

Switzerland

65

Liu Liange

Bank of China

China

66

Ola Kallenius

Daimler

Germany

67

Timotheus Hottges

Deutsche Telekom

Germany

68

Bharat Masrani

Toronto-Dominion Bank

Canada

69

H. Lawrence Culp Jr.

General Electric

US

70

David S. Taylor

Procter & Gamble

US

71

Mary Barra

General Motors

US

72

Pascal Soriot

AstraZeneca

UK

73

Zhao Dong

Sinopec

China

74

Intesa Sanpaolo

Intesa Sanpaolo

Italy

75

David Cordani

Cigna

US

76

Thomas Buberl

AXA Group

France

77

Zhao Huan

Agricultural Bank of China

China

78

Lee Yuan Siong

AIA Group

Hong Kong

79

Marc Benioff

Salesforce

US

80

Werner Baumann

Bayer

Germany

December 2021 ·

C EOWORLD M agazine

CEO INSIDER Rank

Name

Company

Country

81

Vasant Narasimhan

Novartis

Switzerland

82

Yoshio Kono

Norinchukin Bank

Japan

83

Giovanni Caforio

Bristol Myers Squibb

US

84

Robert M. Davis

Merck Co.

US

85

Robert A. Bradway

Amgen

US

86

Marc N. Casper

Thermo Fisher Scientific

US

87

Steven van Rijswijk

ING Group

Netherlands

88

Emma Walmsley

GlaxoSmithKline

UK

89

Stefan Oschmann

Merck Group

US

90

C.C. Wei

Taiwan Semiconductor

Taiwan

91

Dinesh Kumar Khara

State Bank of India

India

92

Nicolas Thery

Credit Mutuel

France

93

Richard A. Gonzalez

AbbVie

US

94

Paul Hudson

Sanofi

France

95

Craig Menear

Home Depot

US

96

Andrea Orcel

UniCredit

Italy

97

Roland Busch

Siemens

Germany

98

Chuck Robbins

Cisco Systems

US

99

Michel Lies

Zurich Insurance Group

Switzerland

100

Ralph Hamers

UBS Group AG

Switzerland

101

Carlo Messina

Intesa Sanpaolo

Italy

102

Jakob Stausholm

Rio Tinto Group

UK

103

Andrew Cecere

U.S. Bancorp

US

104

Tom Rutledge

Charter Communications

US

105

Alan Jope

Unilever

UK

106

Matt Comyn

CommBank

Australia

107

Young Liu

Foxconn

Taiwan

108

Stephen Squeri

American Express

US

109

Alison Rose

NatWest Group

UK

110

Ramon Laguarta

PepsiCo

US

111

Jose Ignacio Senchez Galen

Iberdrola

Spain

112

Bill Winters

Standard Chartered

UK

113

Charles Lowrey

Prudential Financial

US

114

Frederick W. Smith

FedEx

US

115

Herman Gref

Sberbank

Russia

116

Sashidhar Jagdishan

HDFC Bank

India

117

Carlos Torres Vila

Banco Bilbao Vizcaya Argentaria

Spain

118

Brian J. Porter

Scotiabank

Canada

119

Nick Read

Vodafone Group

UK

120

Robert B. Ford

Abbott Laboratories

US

C EOWORLD M agazine · December 2021

37

CEO INSIDER Rank

38

Name

Company

Country

121

Alfred F. Kelly Jr.

Visa Inc

US

122

James Quincey

Coca-Cola

US

123

Christian Klein

SAP SE

Germany

124

Marc N. Casper

Thermo Fisher Scientific

US

125

Larry Fink

BlackRock

US

126

Wiebe Draijer

Rabobank

Netherlands

127

James Taiclet

Lockheed Martin

US

128

Darius Adamczyk

Honeywell International

US

129

Walter W Bettinger II

Charles Schwab Corporation

US

130

Hock E. Tan

Broadcom Corporation

US

131

Thomas J. Wilson

Allstate Corporation

US

132

Dan Schulman

PayPal Holdings

US

133

Julie Sweet

Accenture

Ireland

134

Phebe Novakovic

General Dynamics

US

135

Geoff Martha

Medtronic

Ireland

136

Jim Umpleby

Caterpillar

US

137

Philippe Donnet

Generali Group

Italy

138

Stephane Richard

Orange S.A.

France

139

Octavio de Lazari

Banco Bradesco S.A.

Brazil

140

Rainer M. Blair

Danaher

US

141

Peter King

Westpac Banking Group

Australia

142

Joaquim Silva e Luna

Petrobras

Brazil

143

James L Robo

NextEra Energy

US

144

Daniel Zhang

Alibaba Group

China

145

Lakshmi Mittal

ArcelorMittal

Luxembourg

146

Aliko Dangote

Dangote Group

Nigeria

147

Abigail Johnson

Fidelity Investments (FMR)

US

148

Lei Jun

Xiaomi

China

149

Jack Dorsey

Twitter

US

150

Robin Li

Baidu

China

151

Evan Spiegel

Snap Inc

US

152

Dara Khosrowshahi

Uber

US

153

Dan Cathy

Chick-fil-A

US

154

Reed Hastings

Netflix

US

155

Ivan Glasenberg

Glencore

South Africa

December 2021 ·

C EOWORLD M agazine

EXECUTIVE EDUCATION

Best Business Schools In The World For 2021

H

arvard Business School takes the prestigious title of the world’s business school for 2021, that’s according to the CEOWORLD magazine. Wharton School earned itself a respectable second place, with MIT Sloan School of Management is ranked third. The 2021 rankings placed London Business School in fourth ahead of INSEAD Business School into fifth; while Said Business School ranked sixth and Columbia Business School seventh.

Overall, among the top 10 business schools, the eighth, ninth, and tenth positions are held by Haas School of

Business, Stanford Graduate School of Business, and IESE Business School.

International Institute for Management Development (IMD) took the No. 11 spot, followed by Yale School of Management and Cambridge Judge Business School (No.13). Meanwhile, Alliance Manchester Business School ranked No. 14 in the CEOWORLD magazine’s ranking of the best business schools in the world for 2021. HEC Paris came in fifteenth place, followed by the University of Chicago Booth School of Business (sixteenth), Kellogg School of Management Northwestern University (seventeenth), Duke University Fuqua

School of Business (eighteenth), and Leonard N. Stern School of Business ranked nineteenth. Out of the 100 best business schools in the world for 2021, ESADE Business School ranked No. 20th. A number of parameters are used to compile the ranking, which is based on the satisfaction levels of individual students, industry professionals, and corporate recruiters. So, if you are thinking about boosting your prospects with a postgraduate-level degree in business, we have got just the thing for you; here are the best international business schools that can help advance your career…

C EOWORLD M agazine · December 2021

39

EXECUTIVE EDUCATION

40

Rank

Institution

Campus

Country

Score

Rating

1

Harvard Business School

Boston, MA

US

99.81

AAA

2

Wharton School

Philadelphia

US

98.38

AAA

3

MIT Sloan School of Management

Cambridge, MA

US

95.95

AAA

4

London Business School

London

UK

95.56

AAA

5

INSEAD Business School

Fontainebleau

France

95.3

AAA

6

Said Business School

Oxford

UK

95.19

AAA

7

Columbia Business School

New York

US

94.98

AAA

8

Haas School of Business

Berkeley, CA

US

94.73

AAA

9

Stanford Graduate School of Business

Stanford, CA

US

94.71

AAA

10

IESE Business School

Barcelona

Spain

94.54

AAA

11

I nternational Institute for Management Development (IMD)

Lausanne

Switzerland

94.42

AAA

12

Yale School of Management

New Haven, CT

US

94.21

AAA

13

Cambridge Judge Business School

Cambridge

UK

93.9

AA

14

Alliance Manchester Business School

Manchester

UK

93.57

AA

15

HEC Paris

Paris

France

93.56

AA

16

niversity of Chicago Booth School of U Business

Chicago

US

93.52

AA

17

ellogg School of Management NorthK western University

Evanston, IL

US

93.18

AA

18

uke University Fuqua School of D Business

Durham, North Carolina

US

92.96

AA

19

Leonard N. Stern School of Business

New York

US

92.86

AA

20

ESADE Business School

Barcelona

Spain

92.37

AA

21

UNC Kenan Flagler Business School

Chapel Hill, North Carolina

US

92

AA

22

Tuck School of Business

Hanover, New Hampshire

US

91.9

AA

23

Stephen M. Ross School of Business

Ann Arbor, Michigan

US

91.85

AA

24

HKUST Business School

Hong Kong

Hong Kong

91.37

AA

25

CLA Anderson School of ManageU ment

US

90.97

A

26

ornell SC Johnson College of BusiC ness

US

90.82

A

27

arden School of Business at the UniD versity of Virginia

US

90.8

A

28

cDonough School of Business, M Georgetown University

US

90.31

A

December 2021 ·

C EOWORLD M agazine

Los Angeles, California New York Charlottesville, Virginia Washington D.C.

Written by Sophie Ireland as CEOWORLD magazine’s senior vice president for news and editorial director, Sophie Ireland oversees CEOWORLD magazine’s journalism and journalists around the world and across platforms. She leads an award-winning team of journalists and newsroom executives who are committed to excellence, innovation and the highest quality reporting and storytelling.

EXECUTIVE EDUCATION

Rank

Institution

Campus

Country

Score

Rating

29

I ndian Institute of Management Calcutta

Kolkata

India

90.3

A

30

IESE Business School

Madrid

Spain

90.27

A

31

I ndian Institute of Management Ahmedabad

Ahmedabad

India

90.16

A

32

ational University of Singapore (NUS N Business School)

Singapore

Singapore

89.92

A

33

Olin Business School

St. Louis, Missouri

US

89.92

A

34

li Broad College of Business, Michigan E State University

US

89.83

A

35

Mannheim Business School (MBS)

Germany

89.72

A

36

USC Marshall School of Business

US

89.51

A

37

oster School of Business, University F of Washington

Seattle, Washington

US

89.45

A

38

Rotman School of Management

Toronto, Ontario

Canada

89.34

A

39

T epper School of Business at Carnegie Mellon University

Pittsburgh, Pennsylvania

US

88.89

A

40

urdue University Krannert School of P Management

West Lafayette, Indiana

US

88.88

A

41

ESMT Berlin

Berlin

Germany

88.88

A

42

Penn State Smeal College of Business

University Park, Pennsylvania

US

88.62

A

43

Warwick Business School

Coventry, England

UK

88.58

A

44

HU Otto Beisheim Graduate School W of Management

Dusseldorf

Germany

88.57

A

45

otterdam School of Management at R Erasmus University

Rotterdam

Netherlands

88.5

A

46

Melbourne Business School

Melbourne

Australia

88.4

A

47

eorge Washington University - GW G School of Business

Washington D.C.

US

88.21

A

48

ies College of Business at the UniverG sity of Illinois

Champaign,Illinois

US

88.19

A

49

obert H. Smith School of Business, R University of Maryland

US

87.73

A

50

hina Europe International Business C School (CEIBS)

Shanghai

China

87.7

A

51

aculty of Management Studies at F University of Delhi

New Delhi

India

87.64

A

52

SAIT School of Business

Calgary, Alberta

Canada

87.44

A

53

HKU Business School

Hong Kong

Hong Kong

87.12

A

East Lansing, Michigan Mannheim Los Angeles, California

College Park, Maryland

C EOWORLD M agazine · November 2021

41

EXECUTIVE EDUCATION Rank

Institution

Campus

Country

Score

Rating

54

mory University’s Goizueta Business E School

Atlanta, Georgia

US

87.07

A

55

anyang Business School at Nanyang N Technological University

Singapore

Singapore

86.67

A

56

CUHK Business Schools

Hong Kong

Hong Kong

86.62

A

57

Geneva Business School

Geneva

Switzerland

86.1

A

58

unster School of Business and EcoM nomics

Munster

Germany

85.9

BBB

59

Cranfield School of Management

Cranfield, England

UK

85.8

BBB

60

endoza College of Business, UniverM sity of Notre Dame

Notre Dame, Indiana

US

85.72

BBB

61

CI Paul Merage School of Business, U University of California

Irvine, California

US

85.54

BBB

62

raduate School of Business, G Sungkyunkwan University (SKKU)

Seoul

South Korea

85.17

BBB

63

rankfurt School of Finance and ManF agement

Frankfurt

Germany

85.08

BBB

64

anderbilt Owen Graduate School of V Management

Nashville, Tennessee

US

84.6

BBB

65

Indian Institute of Management Bangalore

Bangalore

India

84.58

BBB

Koln

Germany

84.23

BBB

us

84.22

BBB

Ghent

Belgium

84.08

BBB

66 67

University of Cologne Business School Indiana University - Kelley School of Business

68

Vlerick Business School

69

HHL Leipzig Graduate School of Management

Leipzig

Germany

83.97

BBB

70

EUROPEAN INTERNATIONAL UNIVERSITY (EIU - PARIS)

Paris

France

83.69

BBB

71

Fisher College of Business, Ohio State University

Columbus, Ohio

US

83.49

BBB

72

Durham University Business School

Durham

UK

83.11

BBB

73

USD School of Business, University of San Diego

San Diego, California

US

82.97

BBB

74

Indian Institute of Management Lucknow

Lucknow

India

82.89

BBB

Dusseldorf

Germany

82.84

BBB

Boston, Massachusetts

US

82.78

BBB

Tempe, Arizona

US

82.75

BBB

75

42

Bloomington, Indiana

Fashion Design Institut

76

Boston University Questrom School of Business

77

W. P. Carey School of Business at Arizona State University

December 2021 ·

C EOWORLD M agazine

EXECUTIVE EDUCATION Rank

Institution

Campus

Country

Score

Rating

78

Indian Institute of Management Kozhikode

Kozhikode

India

82.72

BBB

79

EIDM - Ecole Internationale de Mode et Luxe

Paris

France

82.56

BBB

Lisbon

Portugal

82.38

BBB

80

Nova School of Business and Economics

81

IFM Business school - IFM University

Geneva

Switzerland

82.32

BBB

82

Indian Institute of Management Indore

Indore

India

81.63

BBB

83

Carlson School of Management

Minneapolis, Minnesota

US

81.46

BBB

Atlanta, Georgia

US

81.4

BBB

Jamshedpur

India

81.32

BBB

Shanghai

China

81.31

BBB

84

Scheller College of Business, Georgia Institute of Technology

85

Xavier Labour Relations Institute (XLRI)

86

Antai College of Economics & Management, Shanghai Jiao Tong University

87

Macquarie Business School

Sydney

Australia

80.6

BB

88

Tippie College of Business

Iowa City, IA

United States

80.53

BB

89

Vlerick Business School

Leuven

Belgium

79.77

BB

90

SDA Bocconi School of Management Rome

Rome

Italy

78.85

BB

91

Indian Institute of Management Shillong

Shillong

India

77.82

BB

77.69

BB

92

Strathclyde Business School

Glasgow

United Kingdom

93

School of Management (SoM) at the University of St.Gallen

St. Gallen

Switzerland

77.59

BB

94

Desautels Faculty of Management, McGill University

Montreal, Quebec

Canada

76.51

BB

Dallas, Texas

United States

76.29

BB

Greece

76.27

BB

United Kingdom

75.61

BB

95

Cox School of Business

96

Athens University of Economics and Business

Athens

97

University of Bath School of Management

Bath, England

98

TIAS School for Business and Society

Tilburg

Netherlands

74.62

BB

99

Indian Institute of Management Rohtak

Rohtak

India

74.16

BB

Dublin

Ireland

74.07

BB

100

UCD Michael Smurfit Graduate Business School

101

Babson College

Babson Park, MA

United States

73.58

BB

102

UBC Sauder School of Business

Vancouver

Canada

72.75

BB

C EOWORLD M agazine · December 2021

43

EXECUTIVE EDUCATION Rank

Institution

103

Boston College Carroll School of Management

104

University of Edinburgh Business School

105 106

Vlerick Business School Darden School of Business at the University of Virginia

107 108

Indian Institute of Management Ranchi School of Management at Fudan University

Newton, Massachusetts Edinburgh

Country

Score

Rating

United States

72.72

BB

71.45

BB

United Kingdom

Brussels

Belgium

70.74

BB

Shanghai

China

68.65

BB

Ranchi

India

68.27

BB

Shanghai

China

67.5

BB

109

UNSW Business School

Sydney

Australia

67.33

BB

110

Alberta School of Business

Edmonton

Canada

67.1

BB

111

Birmingham Business School

Birmingham

United Kingdom

66.67

BB

112

Southampton Business School

Southampton

United Kingdom

65.57

B

113

Smith School of Business Queen’s University

114 115

Rady School of Management University of Queensland Business School

Kingston, Ontario

Canada

65.34

B

San Diego

United States

65.29

B

Queensland

Australia

64.63

B

116

TIAS School for Business

Utrecht

Netherlands

64.15

B

117

Ivey School of Business

Ontario

Canada

63.8

B

118

Indian Institute of Management Raipur

Raipur

India

63.78

B

Pamplona

Spain

62.59

B

Paris

France

62.29

B

119

School of Economics and Business Universidad de Navarra

120

Emlyon Business School

121

Darden School of Business at the University of Virginia

San Francisco

United States

61

B

122

Indian Institute of Management Tiruchirappalli

Tiruchirappalli

India

60.53

B

123

Sydney Business School, University of Wollongong

Sydney

Australia

59.76

B

Cergy

France

59.76

B

United States

57.77

B

124

44

Campus

ESSEC Business School

125

Darla Moore School of Business, University of South Carolina

126

China Europe International Business School (CEIBS)

Shenzhen

China

57.65

B

127

Indian Institute of Management Kashipur

Kashipur

India

57.38

B

December 2021 ·

C EOWORLD M agazine

Columbia, South Carolina

EXECUTIVE EDUCATION Rank

Institution

Campus

Country

Score

Rating

128

Emlyon Business School

Bhubaneswar

India

56.31

B

129

Coller School of Management at Tel Aviv University

Tel Aviv

Israel

56.29

B

130

Indian Institute of Management Udaipur

Udaipur

India

56.2

B

Eindhoven

Netherlands

55.98

B

Nagpur

India

55.89

B

131 132

TIAS School for Business Indian Institute of Management Nagpur

133

Emlyon Business School

Casablanca

Morocco

55.73

B

134

TIAS School for Business

Taipei

Taiwan

55.46

B

135

Indian Institute of Management Amritsar

Amritsar

India

55.37

B

136

Indian Institute of Management Bodh Gaya

Bodh Gaya

India

55.31

B

137

Indian Institute of Management Sirmaur

Sirmaur

India

55.19

B

138

The College of Business and Economics at Qatar University

Doha

Qatar

54.95

B

54.92

B

United Arab Emirates

139

University of Dubai

Dubai

140

TIAS School for Business

Beijing

China

54.69

B

141

China Europe International Business School (CEIBS)

Zurich

Switzerland

54.63

B

142

Indian Institute of Management Visakhapatnam

Visakhapatnam

India

53.99

B

143

Emlyon Business School

Shanghai

China

53.74

B

144

EAE Business School

Barcelona

Spain

53.59

B

Kuwait City

Kuwait

53.55

B

145

College of Business Administration at Kuwait University

146

Monash Business School

Melbourne

Australia

53.41

B

147

United Arab Emirates University

Abu Dhabi

United Arab Emirates

53.28

B

148

Indian Institute of Management Sambalpur

Sambalpur

India

53.25

B

Buenos Aires

Argentina

53.13

B

149

IAE Business School

150

EGADE Business School

San Pedro Garza Garc?a

Mexico

53

B

151

Adelaide Business School

Adelaide, South Australia

Australia

52.83

B

United Kingdom

52.52

B

152

Lancaster University Management School

Lancaster

C EOWORLD M agazine · December 2021

45

EXECUTIVE EDUCATION Rank

Institution

Campus

Country

Score

Rating

153

TIAS School for Business

Shanghai

China

52.5

B

154

Indian Institute of Management Jammu

Jammu

India

52.4

B

155

Graduate School of Business, University of Cape Town

Cape Town

South Africa

52.35

B

156

GIBS Business School, University of Pretoria

Pretoria

South Africa

52.24

B

157

China Europe International Business School (CEIBS)

Accra

Ghana

51.85

B

158

The American University in Cairo School of Business

Cairo

Egypt

51.8

B

Tokyo

Japan

51.7

B

159

Keio Business School, Keio University

160

IPADE business school of Universidad Panamericana

Mexico City

Mexico

51.61

B

161

Waseda Business School at Waseda University

Tokyo

Japan

51.41

B

162

Imperial College Business School

51.34

B

United Kingdom

163

Graduate School of Business Administration at Kobe University

Kobe

Japan

50.88

CCC

164

ESAN Graduate School of Business

Lima

Peru

50.73

CCC

165

Nagoya University of Commerce & Business (NUCB)

Nagoya

Japan

50.59

CCC

Melbourne

Australia

50.39

CCC

Tokyo

Japan

50.28

CCC

Beirut

Lebanon

50.13

CCC

166 167

La Trobe Business School Tokyo University of Science School of Management

168

American University of Beirut

169

Catolica Lisbon School of Business & Economics

Lisbon

Portugal

50.04

CCC

170

Schulich School of Business at York University

Ontario

Canada

49.97

CC

171

Sprott School of Business at Carleton University

Ontario

Canada

49.9

CC

172

Gordon S. Lang School of Business and Economics at the University of Guelph

Ontario

Canada

49.87

CC

Ontario

Canada

49.64

CC

173

46

London

December 2021 ·

Lakehead University

C EOWORLD M agazine

EXECUTIVE EDUCATION

Best Medical Schools In The World For 2021 Johns Hopkins University School of Medicine takes the prestigious title of the world’s medical school for 2021, that’s according to the CEOWORLD magazine.

H

arvard Medical School earned itself a respectable second place, with Perelman School of Medicine at th University of Pennsylvania is ranked third.

The 2021 rankings placed NYU Grossman School of Medicine in fourth ahead of Stanford University School of Medicine into fifth; while Columbia University Vagelos College of Physicians and Surgeons ranked sixth, and Mayo Clinic Alix School of Medicine seventh.

Overall, among the top 10 best medical schools, the eighth, ninth, and tenth positions are held by David Geffen School of Medicine at UCLA (DGSOM),

UCSF School of Medicine, and Washington University School of Medicine in St. Louis. The University of Pittsburgh School of Medicine took the No. 11 spot, followed by Weill Cornell Graduate School of Medical Sciences and Yale School of Medicine (No.13). Meanwhile, ANorthwestern University Feinberg School of Medicine ranked No. 14 in the CEOWORLD magazine’s ranking of the best medical schools in the world for 2021. Vanderbilt University School of Medicine came in fifteenth place, followed by Duke University School of Medicine (sixteenth), Icahn School of Medicine at Mount Sinai (seventeenth),

the University of Chicago Pritzker School of Medicine (eighteenth), and the University of Michigan Medical School Ann Arbor, ranked nineteenth.

Out of the 100 best medical schools in the world for 2021, the University of Washington School of Medicine ranked No. 20th. Only fully accredited degree programs or schools in good standing during the study period are ranked. So, if you are thinking about boosting your prospects with an accredited degree in medicine, we have got just the thing for you; here are 100 outstanding international medical schools that can help advance your career.

C EOWORLD M agazine · December 2021

47

EXECUTIVE EDUCATION

48

Rank

Institution

Campus

Country

Score

1

Johns Hopkins University School of Medicine

Baltimore, Maryland

US

99.06

2

Harvard Medical School

Boston, MA

US

98.13

3

erelman School of Medicine at the University of P Pennsylvania

Philadelphia, Pennsylvania

US

96.75

4

NYU Grossman School of Medicine

New York City, New York

US

96.53

5

Stanford University School of Medicine

Stanford, California

US

96.15

6

olumbia University Vagelos College of PhysiC cians and Surgeons

New York City, New York

US

94.4

7

Mayo Clinic Alix School of Medicine

Rochester, Minnesota

US

93.69

8

avid Geffen School of Medicine at UCLA (DGD SOM)

Los Angeles, CA

US

92.08

9

UCSF School of Medicine

San Francisco, California

US

91.26

10

ashington University School of Medicine in St. W Louis

St. Louis, MO

US

91.23

11

University of Pittsburgh School of Medicine

Pittsburgh, Pennsylvania

US

90.68

12

Weill Cornell Graduate School of Medical Sciences

New York City, New York

US

90.3

13

Yale School of Medicine

New Haven, Connecticut

US

89.67

14

orthwestern University Feinberg School of N Medicine

Chicago, Illinois

US

89.11

15

Vanderbilt University School of Medicine

Nashville, Tennessee

US

88.73

16

Duke University School of Medicine

Durham, North Carolina

US

88.52

17

Icahn School of Medicine at Mount Sinai

New York City, New York

US

88.23

18

University of Chicago Pritzker School of Medicine

Chicago, Illinois

US

87.76

19

University of Michigan Medical School Ann Arbor

Ann Arbor, MI

US

87.64

20

University of Washington School of Medicine

Seattle, Washington

US

87.62

21

University of North Carolina School of Medicine

hapel Hill, North CarC olina

US

86.85

22

UC San Diego School of Medicine

San Diego, California

US

86.6

23

All India Institute of Medical Sciences

New Delhi

India

86.38

24

Oxford University Medical School

Oxford, England

UK

86.02

25

University of Cincinnati College of Medicine

Cincinnati, O

US

85.08

26

niversity of Cambridge School of Clinical MedU icine

Cambridge, England

UK

84.96

27

Boston University School of Medicine

Boston, MA

US

84.75

28

Karolinska Institute

Solna

Sweden

84.64

29

Indiana University School of Medicine

Indianapolis, Indiana

US

84.43

30

UCL Medical School

London, England

UK

83.79

31

Baylor College of Medicine

Houston, Texas

US

83.39

32

University of Toronto’s Faculty of Medicine

Toronto

Canada

83.39

33

Melbourne Medical School

Melbourne

Australia

83.26

34

Armed Forces Medical College

Pune

India

83.04

35

University of Virginia School of Medicine

Charlottesville, VA

US

82.95

December 2021 ·

C EOWORLD M agazine

Written by Sophie Ireland as CEOWORLD magazine’s senior vice president for news and editorial director, Sophie Ireland oversees CEOWORLD magazine’s journalism and journalists around the world and across platforms. She leads an award-winning team of journalists and newsroom executives who are committed to excellence, innovation and the highest quality reporting and storytelling.

EXECUTIVE EDUCATION

Rank

Institution

Campus

Country

Score

36

Faculty of Medicine Imperial College London

London, England

UK

82.87

37

University of Sydney School of Medicine

Camperdown

Australia

82.8

38

GKT School of Medical Education

London, England

UK

82.69

39

Case Western Reserve School of Medicine

Cleveland, Ohio

US

82.48

40

London School of Hygiene and Tropical Medicine

London, England

UK

82.38

41

NUS Yong Loo Lin School of Medicine

Singapore

Singapore

82.34

42

University of Massachusetts Medical School

US

82.24

43

McGill University - Faculty of Medicine

Canada

82.06

Worcester, Massachusetts Montreal

South Korea

44

Seoul National University College of Medicine

Seoul

45

Medical Faculty - Heidelberg University

Heidelberg

Germany

81.82

46

Emory School of Medicine

Atlanta, Georgia

US

81.46

47

Faculty of Medicine - The University of Tokyo

Tokyo

Japan

81.08

48

UBC Faculty of Medicine

Vancouver

Canada

80.96

49

Christian Medical College

Vellore

India

80.83

50

University of California, Irvine School of Medicine

Irvine, California

US

80.78

51

Faculty of Medicine - University of Amsterdam

Amsterdam

52

Monash School of Medicine

Melbourne

Australia

80.11

53

UT Southwestern Medical School

Dallas, Texas

US

79.69

54

University of Manchester

Manchester, England

UK

79.54

55

L i Ka Shing Faculty of Medicine, The University of Hong Kong (HKUMed)

Hong Kong

Hong Kong

79.46

56

Georgetown University School-Medicine

Washington D.C.

US

79.39

57

aculty of Health and Medical Sciences at the F University of Copenhagen

Copenhagen

Denmark

79.08

58

Erasmus MC | Erasmus University Rotterdam

Rotterdam

59

JIPMER​

60

Netherlands

81.93

80.68

Netherlands

78.86

Pondicherry

India

78.86

chool of Medicine and Public Health at UW-MadS ison

Madison, Wisconsin

US

78.77

61

aculty of Medicine of The Chinese University of F Hong Kong

Hong Kong

Hong Kong

78.72

62

McMaster University Medical School

Hamilton

Canada

78.49

63

University of Minnesota Medical School

Minneapolis, Minnesota

US

77.95

64

Madras Medical College

Chennai

India

77.94

65

yiv National University of Technologies and K Design

Kiev

Ukraine

77.75

66

School of Medicine at Oregon Health and Science University

Portland, OR

US

77.55

67

edicine at LMU Munich - Ludwig Maximilian M University of Munich

Munich

Germany

77.42

C EOWORLD M agazine · December 2021

49

EXECUTIVE EDUCATION

50

Rank

Institution

Campus

Country

Score

68

Faculty of Medicine - Sorbonne Universite

Paris

France

77.35

69

National Taiwan University School of Medicine

Taipei

Taiwan

77.28

70

niversity of Alabama-Birmingham School of U Medicine (UAB)

Birmingham, Alabama

US

77.22

71

Faculty of Medicine - KU Leuven

Leuven

Belgium

77.16

72

Institute of Medical Sciences BHU

Varanasi

India

76.77

73

University of Colorado School of Medicine

Aurora, Colorado

US

76.77

74

Graduate School of Medicine Kyoto University

Kyoto

Japan

76.76

75

Peking University Health Science Center

Beijing

China

76.56

76

eck School of Medicine of the University of K Southern California

Los Angeles, California

US

76.46

77

SKKU School of Medicine

Seoul

South Korea

76.46

78

Faculty of Medicine - University of Zurich

Zurich

Switzerland

76.32

79

University of Florida College of Medicine

Gainesville, Florida

80

Faculty of Medicine - Universiteit Utrecht

Utrecht

81

Medicine - Universitat de Barcelona

82

UC Davis School of Medicine

83

aculty of Health, Medicine and Life Sciences F Maastricht University

Maastricht

84

TUM School of Medicine (TUM MED)

Munich

Germany

74.89

85

Albert Einstein College of Medicine

New York City, New York

US

74.8

US

75.66

Netherlands

75.52

Barcelona

Spain

75.49

Sacramento, CA

US

75.45

Netherlands

75.11

86

ETH Zurich

Zurich

Switzerland

87

Leiden University Medical Center

Leiden

Netherlands

88

University of Utah School of Medicine

Salt Lake City, Utah

US

74.11

89

Faculty of Medicine - Lund University

Lund

Sweden

73.66

90

International Medical School, University of Milan

Milan

Italy

73.59

91

Warren Alpert Medical School of Brown University

Providence, Rhode Island

US

73.21

92

chool of Medicine at National and Kapodistrian S University

Athens

Greece

73.16

93

niversity of Rochester School of Medicine and U Dentistry

Rochester, New York

US

73.08

94

Medicine - University of Groningen

Groningen

95

University of Maryland School of Medicine

Baltimore, Maryland

US

72.95

96

University of Crete Medical School

Crete

Greece

72.74

97

Roy J. and Lucille A. Carver College of Medicine

Iowa City, Iowa

US

72.57

98

Ohio State University College of Medicine

Columbus, Ohio

US

72.33

99

School of Medicine at Aristotle University

Thessaloniki

Greece

72.03

100

Medical University of Vienna

Vienna

Austria

72.03

December 2021 ·

C EOWORLD M agazine

Netherlands

74.79 74.13

73.05

EXECUTIVE EDUCATION

Best Fashion Schools In The World For 2021 Fashion Institute of Technology (FIT) has been named the best fashion school in the world for 2021 by the CEOWORLD magazine, while London College of Fashion and Westphal College of Media Arts & Design at Drexel University, respectively.

A

lso making the cut was the prestigious School of Arts, Design and Architecture – Aalto University (No. 4) as well as Central Saint Martins (No. 5); Parsons School of Design (No. 6); and Istituto Marangoni International – Milan (No. 7). Overall, among the top 10 best fashion schools in the world, the 8th, 9th, and 10th positions are held by Bunka Fashion College, National Institute of Fashion Technology -New Delhi, and Savannah College of Art and Design.

Fashion: It’s as intimate as personal style and as global as the vast, multitrillion-dollar garment industry.

School of Design at Royal College of Art took the No. 11 spot, followed by Fashion Design Institut (No. 12) and Royal Academy of Fine Arts Antwerp (No. 13).

Meanwhile, Shenkar College of Engineering, Design and Art ranked No. 14 in the CEOWORLD magazine’s ranking of the best fashion schools in the world for 2021.

Polimoda Florence came in 15th place, followed by the University of Westminster (16th), ESMOD Paris (17th), the University for the Creative Arts (UCA Rochester) (18th), and ArtEZ Institute of the Art Arnhem, ranked 19th. Out of 100 best fashion institutes in the world for 2021, Stephens College in Columbia, Missouri ranked No. twentieth.

C EOWORLD M agazine · December 2021

51

ART AND CULTURE

52

Rank

Institution

Campus

Country

Score

1

Fashion Institute of Technology (FIT)

New York

US

98.09

2

London College of Fashion

London, England

UK

94.29

3

Westphal College of Media Arts & Design at Drexel University

Philadelphia, Pennsylvania

US

94.11

4

School of Arts, Design and Architecture - Aalto University

Espoo

Finland

93.62

5

Central Saint Martins

London, England

UK

92.36

6

Parsons School of Design

New York

US

92.23

7

Istituto Marangoni International - Milan

Milan

Italy

90.62

8

Bunka Fashion College

Tokyo

Japan

90.15

9

National Institute of Fashion Technology

New Delhi

India

89.07

10

Savannah College of Art and Design

Savannah, Georgia

US

88.37

11

School of Design at Royal College of Art

London, England

UK

86.15

12

Fashion Design Institut

Dusseldorf

Germany

85.66

13

Royal Academy of Fine Arts Antwerp

Antwerp

Belgium

84.29

14

Shenkar College of Engineering, Design and Art

Tel Aviv

Israel

83.98

15

Polimoda

Florence

Italy

83.88

16

University of Westminster

London, England

UK

83.66

17

ESMOD Paris

Paris

France

82.18

18

University for the Creative Arts (UCA Rochester)

UK

81.93

19

ArtEZ Institute of the Art, Arnhem

Arnhem

20

Stephens College

Columbia, Missouri

US

80.63

21

Marist College - Poughkeepsie

Poughkeepsie, New York

US

80.28

22

Pratt Institute, New York

New York

US

79.96

23

Royal Danish Academy of Fine Arts

Copenhagen

Denmark

79.16

24

Bath School of Art & Design

Bath, England

UK

79

25

Ryerson University School of Fashion

Toronto, Ontario

Canada

78.9

26

Miami International University of Art & Design

Miami, Florida

US

77.89

27

Istituto Marangoni International - Florence

Florence

Italy

77.43

28

Geneva University of Art and Design

Geneva

Switzerland

77.37

29

IED Istituto Europeo di Design

Milan

Italy

77.3

30

Academy of Art University

San Francisco, California

US

76.6

31

Manchester School of Art

Manchester, England

UK

75.95

32

Institut Francais de la Mode

France

75.79

December 2021 ·

C EOWORLD M agazine

Rochester, Kent, England

Paris

Netherlands

81.55

Written by Sophie Ireland as CEOWORLD magazine’s senior vice president for news and editorial director, Sophie Ireland oversees CEOWORLD magazine’s journalism and journalists around the world and across platforms. She leads an award-winning team of journalists and newsroom executives who are committed to excellence, innovation and the highest quality reporting and storytelling.

Rank

Institution

Campus

EXECUTIVE EDUCATION Country

Score

UK

75.63

33

Nottingham Trent University

Nottingham, England

34

Thomas Jefferson University

Philadelphia, Pennsylvania

US

75.33

35

California College of the Arts

San Francisco, California

US

74.72

36

Rhode Island School of Design

Rhode Island

US

74.27

37

Art Institute of Tampa

Tampa, Florida

US

73.22

38

Istituto Marangoni International - Paris

Paris

France

73.02

39

AMFI Amsterdam Fashion Institute

Amsterdam

40

Ravensbourne College of Design and Communication

London, England

UK

72.08

41

University of Brighton

Brighton, England

UK

72

42

Swedish School of Textiles

Boras

Sweden

71.34

43

Virginia Commonwealth University School of the Arts (VCUarts)

Richmond, Virginia

US

71.04

44

Design School Kolding

Kolding

Denmark

70.36

45

Faculty of Design, Architecture and Building (DAB) at University of Technology Sydney

Sydney

Australia

70.05

46

Institute of Textiles and Clothing, The Hong Kong Polytechnic University

Hong Kong

47

University for the Creative Arts (UCA Epsom)

Epsom, England

UK

69.47

48

Art Institute of Atlanta

Atlanta, Georgia

US

69.34

49

Domus Academy

Milan

Italy

69.33

50

RMIT University

Melbourne

Australia

68.83

51

Istituto Marangoni International - London

London

UK

68.68

52

School of the Art Institute Chicago

Chicago, Illinois

US

67.91

US

67.5

US

66.59

Netherlands

Hong Kong

72.41

69.5

53

Moore College of Art & Design

Philadelphia, Pennsylvania

54

Otis College of Art and Design

Los Angeles, California

55

Middlesex University

London, England

UK

66.32

56

George Brown College

Toronto, Ontario

Canada

66.25

57

Art Institute of Austin

Austin, Texas

US

66.06

58

Fashion Institute of Design and Merchandising, Los Angeles

US

65.84

59

La Cambre

Brussels

Belgium

65.44

60

Kyiv National University of Technologies and Design

Kiev

Ukraine

65.2

61

LIM College

New York

US

65.18

62

Fashion Design School at Otago Polytechnic

Dunedin

New Zealand

64.99

63

University of Applied Arts Vienna

Vienna

Austria

64.89

64

Ullman School of Design at University of Cincinnati

Cincinnati, Ohio

US

64.84

Los Angeles, California

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ART AND CULTURE

54

Rank

Institution

Campus

Country

Score

65

Art Institute of Dallas

Dallas, Texas

US

64.79

66

Columbus College of Art & Design

Columbus, Ohio

US

64.01

67

University of North Texas

Denton, Texas

US

63.81

68

Accademia Costume e Moda

Rome

Italy

63.79

69

Nuova Accademia di Belle Arti

Milan

Italy

63.71

70

Istituto Marangoni International - Mumbai

Mumbai

India

63.34

71

University of Central Lancashire

Lancashire, England

UK

63.22

72

School of Design at Edinburgh College of Art

UK

63.13

73

Marist College - Florence

Florence

Italy

63.12

74

Art Institute of Houston

Houston, Texas

US

63.09

75

Istituto Marangoni International - Shanghai

Shanghai

China

62.87

76

Paris College of Art

Paris

France

62.81

77

Istituto Marangoni International - Miami

Miami

US

62.78

78

Northumbria University

Newcastle, England

UK

62.53

79

WdKA Willem de Kooning Academy

Rotterdam

80

Salford School of Arts, Media and Creative Technology at University of Salford

Salford, England

81

National Institute of Design

82

University of Northampton

83

Nuova Accademia di Belle Arti

84

Edinburgh, Scotland

Netherlands

62.27

UK

61.7

Ahmedabad, Gujarat

India

61.67

Northampton, England

UK

61.65

Rome

Italy

61.61

Marist College - NYC

New York

US

61.56

85

Istituto Marangoni International - Shenzhen

Shenzhen

China

61.31

86

Art Institute of San Antonio

San Antonio, Texas

US

61.31

87

Arts University Bournemouth (AUB)

Poole, England

UK

61.12

88

Oslo National College of Art and Design

Oslo

Norway

61.07

89

University of East London

London, England

UK

60.56

90

Glasgow School of Art

Glasgow, Scotland

UK

60.46

91

AMD Akademie Mode & Design

Hamburg

Germany

59.32

92

Greater Brighton Metropolitan College

Brighton, England

UK

59.1

93

De Montfort University (DMU)

Leicester, England

UK

58.85

94

Limerick Institute of Technology

Limerick

Ireland

58.84

95

Jannette Klein Universidad

Mexico City

Mexico

58.63

96

IED Barcelona - Istituto Europeo di Design

Barcelona

Spain

58.62

97

Koefia Academy

Rome

Italy

58.52

98

LaSalle College

Montreal, Quebec

Canada

58.42

99

Art Institute of Virginia Beach

US

58.29

100

Fashion Design Studio - TAFE NSW

Australia

58.24

December 2021 ·

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Virginia Beach, Virginia Sydney

EXECUTIVE EDUCATION

Best Hospitality And Hotel Management Schools In The World For 2021

E

cole hôtelière de Lausanne (EHL) once again ranked No. 1 on the list of the best hospitality and hotel management schools in the world for 2021, according to a new study out by the CEOWORLD magazine, the School of Hotel Administration at Cornell University placed second on the list, followed by the William F. Harrah College of Hospitality at the University of Nevada at No. 3.

The 2021 rankings placed the School of Hospitality Business at Michigan State University in fourth ahead of the Rosen College of Hospitality Management at the University of Central Florida into fifth; while College of Hospitality at Johnson & Wales University ranked sixth; and Oxford School of Hospitality Management seventh.

Overall, among the top 10 best hospitality and hotel management schools

in the world for 2021, the eighth, ninth, and tenth positions are held by the International School of Hospitality and Tourism Management at Fairleigh Dickinson University, School of Hospitality Management at The Pennsylvania State University, and the School of Hospitality Business Management at Washington State University.

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EXECUTIVE EDUCATION Rank

Institution

Campus

Country

Score

1

Ecole hôtelière de Lausanne

Lausanne

Switzerland

98.53

2

School of Hotel Administration at Cornell University

New York

US

98.39

3

William F. Harrah College of Hospitality at the University of Nevada

Las Vegas

US

98.28

4

School of Hospitality Business at Michigan State University

East Lansing, Michigan

US

95.71

5

Rosen College of Hospitality Management at the University of Central Florida

Orlando, Florida

US

95.26

6

College of Hospitality at Johnson & Wales University

Charlotte, North Carolina

US

94.87

7

Oxford School of Hospitality Management

Oxford

UK

93.85

8

International School of Hospitality and Tourism Management at Fairleigh Dickinson University

New Jersey

US

91.58

9

School of Hospitality Management at The Pennsylvania State University

University Park, Pennsylvania

US

90.95

10

The School of Hospitality Business Management at Washington State University

Pullman, Washington

US

90.86

11

Fritz Knoebel School of Hospitality Management at the University of Denver

Denver, Colorado

US

89.96

12

Howard Feiertag Department of Hospitality and Tourism Management

Blacksburg, Virginia

US

89.43

13

UW-Stout’s School of Hospitality Leadership (SHL)

Menomonie, Wisconsin

US

88.38

14

School of Sport, Tourism and Hospitality Management (STHM) at Temple University

Philadelphia, Pennsylvania

US

87.35

15

Collins College of Hospitality Management, Cal Poly Pomona

Pomona, California

US

87.08

16

Conrad N. Hilton College of Hotel and Restaurant Management

Houston, Texas

US

87

17

Institute of Hotel Management Catering Technology and Applied Nutrition

Chennai, Tamil Nadu

India

86.49

18

School of Hotel and Restaurant Management at Northern Arizona University

Flagstaff, Arizona

US

85.32

19

SAIT’s School of Hospitality and Tourism

Calgary, Alberta

Canada

84.27

20

Les Roches - Crans-Montana

Crans-Montana

Switzerland

83.8

21

Kendall College of Culinary Arts and Hospitality Management at National Louis University

Chicago, Illinois

US

83.69

22

Boston University School of Hospitality Administration (SHA)

Boston, Massachusetts

US

83.66

23

Culinary Arts and Hospitality Administration Division at University of Alaska Anchorage

Anchorage, Alaska

US

82.71

24

School of Hospitality and Tourism Management at Oklahoma State University

Stillwater, Oklahoma

US

81.52

25

Cecil B. Day School of Hospitality Administration at Georgia State University

Atlanta, Georgia

US

81.27

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Written by Sophie Ireland as CEOWORLD magazine’s senior vice president for news and editorial director, Sophie Ireland oversees CEOWORLD magazine’s journalism and journalists around the world and across platforms. She leads an award-winning team of journalists and newsroom executives who are committed to excellence, innovation and the highest quality reporting and storytelling.

EXECUTIVE EDUCATION

Rank

Institution

Campus

Country

Score

26

Isenberg School of Management at UMass Amherst

Amherst, Massachusetts

US

81.01

27

School of Hotel & Tourism Management at Hong Kong Polytechnic University

Hong Kong

Hong Kong

79.16

28

Jonathan M. Tisch Center of Hospitality

New York

US

78.99

29

School of Hospitality and Tourism Management (SHTM) at the University of Surrey

Surrey

UK

78.83

30

College of Merchandising, Hospitality and Tourism at the University of North Texas

Denton, Texas

US

78.79

31

College of Human Environmental Sciences at The University of Alabama

Tuscaloosa, Alabama

US

78.74

32

Center for Hospitality and Sport Management at the Drexel University

Philadelphia, Pennsylvania

US

78.66

33

Hotel Institute Montreux

Montreux

Switzerland

78.27

34

Culinary Institute of America

New York

US

78.16

35

Rochester Institute of Technology

New York

US

77.74

36

Barcelona School of Tourism, Hospitality and Gastronomy

Barcelona

Spain

77.53

37

College of Hospitality at Johnson & Wales University

Providence, Rhode Island

US

76.74

38

EHL Swiss School of Tourism and Hospitality

Passugg

Switzerland

76.6

39

Les Roches - Marbella

Marbella

Spain

76.41

40

Glion Institute of Higher Education - Glion

Glion sur Montreux

Switzerland

76.38

41

Lubin School of Business at Pace University

New York

US

75.32

42

Culinary Institute of New York at Monroe College

New Rochelle, New York

US

75.02

43

State University of New York Plattsburgh

Plattsburgh, New York

US

74.21

44

Glion Institute of Higher Education -Bulle

Bulle

Switzerland

73.07

45

Les Roches - Shanghai

Shanghai

China

72.44

46

IHTTI School of Hotel Management

Caux

Switzerland

72.2

47

American College of Greece

Athens

Greece

71.98

48

Nanyang Technological University, Singapore (NTU)

Singapore

Singapore

71.75

49

Sun Yat-sen University

Guangzhou

China

71.62

50

Sejong University

Seoul

South Korea

71.15

51

School of Tourism & Hospitality at Mediterranean College

Athens

Greece

70.94

52

Ecole Hoteliere de Geneve - EHG Hotel Management School

Geneva

Switzerland

70.82

53

Emirates Academy of Hospitality Management

Dubai

UAE

70.8

54

IHTTI School of Hotel Management

Leysin

Switzerland

70.28

55

Glion Institute of Higher Education - London

London

UK

69.88

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C-SUITE LIFESTYLE

Women in the Workplace:

How to Speed Up the Snail’s Pace of Creating Gender Equality at Work 58

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C-SUITE LIFESTYLE

W

e apply new technologies and capabilities in our workplace every day.

Only a couple of years ago, remote and hybrid work arrangements, doing business by Zoom, and widespread application of artificial intelligence were not standard practices. The next five years promise to bring another period of exponential change. Keeping up with technology requires us to learn, grow, and evolve.

Imagine what the workplace will be like for your great-great-great-greatgreat-granddaughter. The technologies she will use are unimaginable to us. She may be working on another planet. And when she joins the workforce in the year 2191, she may be the first in your line to experience gender pay equality at work. In their Global Gender Gap Report from 2016, the World Economic Forum estimated that, at the current rate of change, it will take 170 years to close the gender pay gap.

Technologically, we are moving at a lightning pace. We embrace this change.

Societally though, we remain mired in outdated norms and archaic thinking about women at work, especially in leadership roles. It’s hard to believe that it wasn’t that long ago when, in 1974, women were first permitted to have credit cards in their names. So change is occurring. But while we are quickly keeping up with technology, we are failing to learn, grow, and evolve our cultural thinking when it comes to women in the workplace.

Why Gender Inclusivity is Vital at this Moment Taking a broad view, we face incredible global challenges with growing economic, educational, and health inequalities, planetary pillage for the profit of a few, and severe food instability in many regions. All of these

issues are exacerbated by a lack of global cooperation to address them.

The bottom line is that the political, economic, and social hierarchies that have been in place for countless years are not working.

We must place a higher value on inclusivity of all ideas, capabilities, and talents. It’s a matter of survival.

Why Women Are Decelerating Their Careers or Leaving the Workforce Women are suffering burnout at a rate higher than men, and many are considering a significant change in their professional lives. Some are opting out of the workforce entirely.

In McKinsey’s 2021 Women in the Workplace study encompassing 65,000 respondents from more than 400 organizations, one in three women said they “have considered downshifting their career or leaving the workforce this year,” up considerably from one in four in early 2020. This exodus could wipe out recent gains towards workplace gender equality.

We become frustrated and angry when our contributions are undervalued and minimized at work. We try harder to please, we disengage, or we leave.

At home, even if with a supportive spouse or partner, we wrestle with the longstanding cultural norms that have compelled us to bear the weight of planning and managing the daily demands of a household and family.

We are also on the front lines of improving the cultures of our workplaces, keeping tabs on the well-being of our employees, and spearheading diversity, equity, and inclusion (DEI) initiatives. But this work is in addition to our primary responsibilities and often goes unrecognized and unrewarded.

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C-SUITE LIFESTYLE

How Women Are Undervalued in the Workforce, Sometimes By Their Actions We continue to hit the glass ceiling at every level. This stagnation in upward mobility is multi-faceted with minimal representation in positions of influence, outdated societal attitudes towards our roles in the workforce, and the selfsabotaging behaviors that allow others to treat us as less capable and less valuable.

Attitudes of both men (and women) towards women leaders remain outmoded. High-achieving women are subject to negative feedback or exclusionary behavior from their bosses and peers when we come across as “too ambitious.” And due to our general lack of comfort with the concept of being “powerful,” we may downplay our achievements, fearing disapproval for engaging in any form of self-advocacy, a behavior accepted and even rewarded in our male counterparts.

Bottom Line Benefits to Gender Equality in the Workplace We must work to normalize women in leadership roles. Equality brings measurable business, cultural, recruiting, and retention benefits.

Researchers have studied the impacts of diversity in the workplace, finding that work teams with greater diversity are more creative, innovative, and financially successful. Studies show that gender-diverse teams increase discussion, collaboration, and ideasharing, improve an organization’s understanding of customer needs, and increase the likelihood of aboveaverage profitability by 21 percent.

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Company Reward Structures, Employee Attitudes, and Women’s Self-Love to Increase Gender Equality To increase gender equality in the workplace, three critical evolutions must occur. Companies implement reward systems to incentivize behaviors that drive equality. Workplace attitudes evolve, more fully recognizing the power of women’s leadership, competency, and impact. We women, through selflove, free ourselves from the discomfort we feel when being assertive, promoting our accomplishments, and bucking our belief that perfection is the standard by which we measure ourselves.

Sparking women to more fully value their contributions, advocate for themselves, and embrace their power as a positive feminine attribute is my mission.

Companies evolve when they reward managers who practice inclusive behaviors (e.g., equitable promotion rates, mentoring of women, etc.), institute gender-neutral performance evaluation practices, eliminate disclosure of salary histories by new hires to avoid perpetuating pay inequities, and recognize employees who actively and positively impact inclusive cultures and DEI initiatives.

The second evolution that must occur is changing others’ attitudes towards women in the workplace, especially women in leadership roles. While possible, this is an agonizingly slow proposition. Deep-rooted biases may appear to be an unyielding roadblock, but inclusive actions of company leaders, policies, and reward structures can circumvent individuals who are unwilling to change.

Lastly, we women must evolve to

understand when we practice self-love, we recognize and embrace the value and power we bring to the workplace.

We stop shouldering the unbearable weight of our self-imposed requirement of perfectionism. We release ourselves from concerns about who our coworkers think we should be, whether those expectations are real or imagined.

We teach our colleagues how to treat and value us. We love ourselves first in a way that is not selfish but empowers us to be our best. We create positive impact by embracing and harnessing our power, instead of denying, diminishing, or fighting it.

We can implement these changes in our behavior now. We can simultaneously press our companies to evolve and push back against discriminatory, diminishing behaviors.

We must do this for ourselves and for the generations of women following us who deserve greater equality at work.

Written by Jenna Banks

is an entrepreneur, public speaker, author, podcast host, real-estate investor, and self-love advocate, and author of I Love Me More: How to Find Happiness and Success Through Self-Love (Greenleaf/Braintrust Ink, Feb 2022).

CEO INSIDER

Driving digital transformation with Configuration Lifecycle Management

Written by Henrik Reif Andersen

chief strategy officer, Configit the global leader in Configuration Lifecycle Management (CLM) Solutions and a supplier of business-critical software for the configuration of complex products.

He holds a doctorate in computer science from the University of Aarhus and has more than 25 years of experience in IT development and research.

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CEO INSIDER

T

he manufacturing industry is facing digital disruption on numerous fronts – and this is driving digital transformation.

Increasing competition and changing demands means the pressure is on organizations to reduce costs, improve customer experience and increase profitability. All of this means that organizations must rethink how products are designed, manufactured and sold.

As digitalization, automation and software in products increase, it’s crucial to ensure consistency and reliability in the delivery of products to meet customer needs. This is where Configuration Lifecycle Management can play a key role.

Siloed processes are hindering transformation efforts As organizations grapple with digital transformation, one of the biggest hindrances is the siloed functional areas and systems. You have an engineering department that’s focused on engineering the products, and then you have the marketing, sales and manufacturing departments.

Traditionally, the way information has flowed between these different departments has been through disparate systems or manual processes like Word and Excel documents.

This method might have worked in the previous era, but it won’t suffice for today’s digital economy where you need to be able to get products to market much more quickly. Manufacturers need a solution that aligns every business function that touches configured products – from engineering and sales to manufacturing and service – to a single source of configuration truth. This type of enhanced collaboration that supports cross-functional teams can significantly decrease time to market - and remove costly errors in order fulfillment.

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Improving the customer journey When it comes to manufacturing today, staying competitive really all comes back to the customer journey: how do we improve it and make it easier? Today’s customers, also in the B2B segment, expect to be able to selfserve in terms of exploring the options.

They want to know what products are available, how much they cost, and be able to order the products themselves.

To use an example from the consumer world, think about buying a car. You need particular features, including a particular type of engine and amount of horsepower. Is it intended to transport your family, meaning you will need a lot of space? You have these criteria, and you want to find out what kind of car you can get that meets all these needs. Today, customers spend a lot of time looking online before they reach out to a dealer. It’s estimated that before you go to the dealer to look for a new car, you will have spent more than 20 hours of research and exploration time online.

If you, as a manufacturer, are not in that game, you’re losing market share. You need to connect all those functions and systems mentioned above. You need to be sure that when the customer is exploring the opportunities, this is really a product you can build and provide pricing for.

And for this to happen, these systems must work together. They have got to be synchronized and aligned on what products are being offered and all the different options/configurations. For manufacturing companies, this is a huge challenge.

Enter Configuration Lifecycle Management Manufacturers need what’s called Configuration Lifecycle Management

(CLM), which ensures consistent product configuration data across all those functions. It establishes a single source of truth on the thousands, millions or more potential product configurations that can be manufactured, sold and delivered to customers. By deploying a Configuration Lifecycle Management solution, manufacturers of complex products can improve time-to-market, lower risk, increase product quality and ensure a seamless product lifecycle.

In addition, Configuration Lifecycle Management provides a reliable single source of truth foundation that can be updated in real time to reflect changes in the configuration options that are available. This, then, enables companies to adapt to new market trends, customer demands and business models faster than the competition, providing them with a significant competitive advantage.

Enabling cross-functional collaboration Research from Gartner showed that 36% of heavy manufacturing CIOs whose organization had experienced some form of disruption said operating cost competitiveness had fallen behind.

Senior leaders and executives in the industrial sector have the difficult task of helping to steward their organizations’ digital transformation while reducing cost and improving customer experience.

Configuration Lifecycle Management is an efficient and scalable approach for providing reliable, up-to-date product configuration information that can enhance engineering, manufacturing, sales and service solutions. But the real value of Configuration Lifecycle Management is in providing a platform for cross-functional collaboration that can transform the organization and not only make it efficient but also more agile, responsive and competitive.

BIG PICTURE

How to Use Employer Branding to Protect Against a Mass Exodus of Talent Employer branding occurs regardless of whether you’re strategically crafting and shaping it. So it’s crucial to invest time and energy into your employer brand strategy to avoid ending up watching as talented folks walk away. These suggestions can help you get started on your journey to build a strong employer brand.

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BIG PICTURE

C

ompanies everywhere are grappling with a mass exodus of talented people. This includes plenty of decent, good companies — not just organizations that have mistreated or undervalued people during the COVID-19 pandemic.

This June, approximately 3.9 million employees quit their jobs. The phenomenon has been coined the “Great Resignation.” After a year of upheaval and soul-searching, people are reevaluating their lives. They’ve recalibrated to find their own “new normal,” and their current employers sometimes don’t align with that vision.

Some are heading for other companies, others are launching startups, and a few are leaving the rat race altogether. After withstanding the intensity of the past year, people have realized that they no longer want to work for their existing employers.

Perhaps it should be called the “Great Epiphany.”

How can employers best respond to this paradigm shift? As the CEO of employer brand agency Ph.Creative, I’ve worked on employer branding, employee value propositions, and talent engagement strategy with companies like Apple, American Airlines, Virgin Media, and Magellan Health. The best move for companies to make right now is to start building a strong employer brand.

What Is an Employer Brand?

An employer brand is best described as the reputation you have as an employer. This includes the expectations you set and the experience you provide for both candidates and employees. It’s the sum of the employee experience you offer and what the public thinks when it hears

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your company name. It’s everything that makes you different today as well as what your company aspires to be tomorrow.

People crave authenticity and transparency from their employers.

They want their employee experience to mean something. By refocusing on your mission, vision, and employee value proposition and then communicating it with employees, you can differentiate your organization, reengage the talent you have, control expectations around your business in general, and reinforce the reputation you want to cultivate.

When we began working with Virgin Media, the company faced a significant challenge: It had lost 7,500 customers due to candidate rejection or poor candidate experience — a number that translated to more than $5 million in lost revenue. So, we focused on the heart of the matter: people.

Through workshops and persona and experience mapping, we worked to understand more about Virgin Media’s recruitment process and candidate experience, which allowed us to uncover the company’s value proposition. Why? Because people are at the heart of any value proposition. We then created a site designed to guide candidates through the hiring journey in a way that communicated Virgin Media’s value proposition and offered a targeted, improved candidate experience.

Employer branding occurs regardless of whether you’re working to strategically craft and shape it.

That said, it’s crucial to invest time and energy into your employer brand strategy to avoid ending up watching as talented folks walk away — and the most promising replacements join your competitors.

Written by Bryan Adams

is the CEO and founder of Ph.Creative, a global employer branding agency.

Ph.Creative has built world-class employer brands and talent engagement strategies for companies like Apple, Entain, and American Airlines.

Launching an Employer Brand to Mitigate Talent Migration Building your strategy and shaping your employer brand isn’t possible without clarity, conviction, and intention. The following suggestions can help you get started: 1.

Concentrate on precision when considering your preferred reputation

BIG PICTURE An employer brand is made up of several components, including your business reputation as an employer.

Although you can’t predict or control everything said about your company, you can actively influence the conversation.

The trick is picking specific attributes you’d like your business to be known for and then purposely reflecting those attributes in your employer brand.

Don’t say something vague like, “We want to be the best in our field.” Why do you want that?

And a phrase like “the best” isn’t tangible. Instead, think about what you specifically would like people to think about when your brand comes up. Do you want to be known as the tough employer who ultimately makes hard work worth the investment with growth opportunities? Or the employer that might have less upward trajectory but can offer incredible people and passion? Consider what would serve your overall business strategy best, focusing on those attributes rather than any generic alternatives.

2.

Be bold in your employer branding premise and promise You don’t want to have a brand so lukewarm that anyone and everyone applies to join your organization — volume alone is not your friend. Your employer branding should have a “repelcompel” effect. By design, it should repel the wrong people from applying to be part of your team and compel those who will align with your vision. The challenge some people relish should be the barrier others avoid.

Could you potentially lose some applicants if your employer brand seems overpowering or too distinct? Possibly. But if your employer brand is basic and indistinct, you lose the opportunity to build a strong, tangible culture that people are proud to embrace and eager to discuss on your behalf.

3.

Choose and use digital tools purposefully How you use tech tools (e.g., AI) matters. Think of it this way: Our company is headquartered in Liverpool, England, which happens to be the birthplace of The Beatles. The Beatles relied on a set of drums, two guitars, and a bass. But instruments alone didn’t turn four local kids into global phenomena — how they used those instruments did.

As you’re developing your employer brand, remember that tools are only tools. You can’t buy your way out of employeeemployer brand issues or avoid employer branding altogether just because you use the hottest technology. You have to communicate the heart, rhythm, and essence of your brand by using your tools strategically.

For instance, you might want to use digital surveys to take your team’s collective pulse. If you do nothing but analyze your results and sit on them until the next survey, even the most powerful tech tools won’t make an impact. Instead, find insights from employee responses to help you unearth purposetold stories that align with the themes of your employer brand.

Remind people of the impact their contributions make and the value they add to those around them.

4.

Measure the employer branding results that make sense for your company Keeping your ear to the ground is vital to strengthening and refining your employer brand.

Choose metrics to track along the way, and make sure they’re measurements that matter.

These could include anything from current employee retention rates to new employee turnover statistics, but they must be specific and aligned to the existing priorities of the organization.

Case in point, it’s difficult for recruiters to hire people efficiently if they’re being flooded with applications from mostly unqualified candidates.

In this situation, the percentage of valued applicants is far more useful to know than the total volume of applicants.

You might also want to shorten the amount of time it takes to get from posting a job to making a hire. This can be possible by reducing your target number for applications and revising your job descriptions to set the bar higher. Measure only what you need to know and what serves your interests.

The public already has an impression of your company.

So do your employees, many of whom are ready for a change after a tumultuous year. But is it the impression you want them to have?

Regain control and truly listen to your team. Remind them why they’re important to your organization while improving their employee experience, and you’ll reignite their loyalty with a strong and strategic employer brand.

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BUSINESS TRANSFORMATION

7 ways to make the last few weeks of 2021 supercharge your career in 2022 2021 has been another year of uncertainty and change, so as you look into 2022 and the hope of brighter days, now is the perfect time to take stock and set your career up for its best year yet. There are many predictions about the post-COVID future of work, from never returning to the office to hybrid working models, along with talent shortages, shifting employee expectations and significant turnover as disengaged employees leave. It’s important to be ready to navigate this shifting landscape so you can take advantage of what the future holds.

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BUSINESS TRANSFORMATION 3.

Written by Michelle Gibbings

is a workplace expert and the author of three books, including her latest ‘Bad Boss: What to do if you work for one, manage one or are one’.

1.

2.

Shake off 2021 In the iconic words of singer Taylor Swift – ‘Shake it off’.

It’s time to spring clean your mind and discard the ideas and pre-conceived conceptions that are holding you back. Consider what’s stopping you from moving forward or expectations that may be constraining you. Are their habits that are unhelpful or unhealthy? Are you telling yourself it’s too hard?

Think long term, not short term While each day matters, if you have the occasional down day or go-slow day, it won’t impact your whole life. You want to manage your energy and give yourself time and space. If you need a break, take it. If you need space to reflect, find it. As you do this, keep your eye on your career goals, and remember that you need to ensure your health and well-being come along for the ride to make sustained progress.

4.

5.

Check your identity Herminia Ibarra, the Charles Handy Professor of Organisational Behaviour at London Business School, has researched what can hold people back as they progress through their careers. She found that the sense of who we are is shaped by our experiences and the meaning we put on those experiences in terms of the stories we tell ourselves. At specific points, those stories are no longer helpful. Understanding your career identity is about understanding how you see yourself and how other people see you. It’s a critical part of career success because your career can stall when there’s a disconnect between the two.

You may need to do some work to elevate your reputation and what you are known for.

Know your USP Everyone brings specific skills and ways of operating to the work they do. It’s the value you deliver through your work. It’s how you engage and lead. It’s what makes you stand out from everyone else. These elements comprise your unique selling proposition. Being able to articulate that value and how you can help an organisation, business or client achieve their objectives is essential.

However, what’s valued changes over time, so make sure your USP is meaningful, current and targeted. There may be additional learning or skills you need to acquire.

Expand what you have Even if you are thinking of

moving on, don’t ignore the options in front of you. Look for opportunities to expand your current role and to involve yourself in tasks you find stimulating. Volunteer to get involved in projects you are curious about or seek out initiatives that enable you to acquire new skills. Take the initiative and talk to your boss or other leaders to find out what’s possible. As well as making your work more interesting, you’ll broaden your network, and you’ll be delivering more value than expected, which is good for your career progression.

6.

Prioritise ruthlessly Avoid the trap of being ‘busy’ on things that don’t matter. Instead, get ‘busy’ on purpose. Ask yourself: Will the activities I do today get me closer to my goals?

How much time am I wasting on non-value adding activities?

Time-box your working day and set aside the morning for highly complex thinking. It can be easy to accept every social invitation or underestimate how long a piece of work may take and set unrealistic deadlines. Prioritise your day ruthlessly, so you are deliberate about what you say ‘yes’ and ‘no’ to.

7.

Get connected Focus on building a network of people who are willing to back you and advocate for you. Doing this means you need to spend time thinking more about what you can do for others than what they can do for you. The more you proactively help others, the more they will want to help you.

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C-SUITE ADVISORY

The 10 elements behind long term happiness and Flourishing

Written by Paul Taylor,

Director of The Mind-Body-Brain Performance Institute, is an Exercise Physiologist, Nutritionist Neuroscientist and PhD Scholar in Psychology. He is a former British Royal Navy Aircrew Officer, and specialises in helping senior leaders and their teams to optimise their resilience, performance and well-being, whilst reducing the risk of burnout.

The concept of happiness and Human Flourishing has been debated from the time of the ancient Greeks, when there were 2 opposing schools of thought.

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C-SUITE ADVISORY

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ne was led by the Philosopher Epicurus, who believed that the best life was one with filled with pleasure and little bodily, mental and emotional pain.

The other, led by Aristotle, suggested that it was more complex and consisted of The Pleasant Life, The Engaged Life and The Meaningful Life.

Leading researchers today, such as Professor Martin Seligman and Professor Corey Keyes have built on Aristotle’s ideas and talk about Human Flourishing, which incorporates what we tend to think of when we refer to ‘happiness’ – positive emotions in their language - with the other Aristotle elements of engagement and meaning. Recent research has clearly shown that the health of our body also contributes to the health of our mind, so my approach to happiness and flourishing consists of 10 elements; 1.

2.

Get clear on the values that are important to you and use them to guide your behaviours and choices. Values are simply words that describe how you want to behave in this moment and on an ongoing basis – how you want to treat yourself, others and the world around you. The Stoic Philosophers believed that living in accordance with your values and virtues was all that you need to flourish.

Exercise daily, as this upregulates a swarm of positive neurochemicals that enable your brain to function well – these include endorphins, serotonin, dopamine, noradrenaline and endocannabinoids. Without regular physical activity, you deprive your brain of these critical chemicals.

3.

The brain is a social organ, so actively work on the relationships in your life, with particular focus on the people who support and uplift you.

4.

Don’t fall into the trap of comparing yourself to others – instead, focus on personal growth and compare yourself to who you were last week, last month and last year.

5.

Live within your means – research shows that money can contribute to happiness, but only if it’s in a savings account. Earning a big wage and overspending will not contribute to happiness, but even a modest wage where you save some of it regularly will.

6.

7.

Engage regularly in activities that interest you. If you’re lucky, your work could fall into this bracket, but you don’t need to love your job to flourish. Having one or more hobbies that you are interested in is critical for a life of flourishing Get serious around sleep – chronic poor sleep is a big contributor to anxiety and depression, so ensure you use good sleep hygiene practices, such as: keep caffeine (a known stimulant) to 3 cups a day and try to be done by 2pm; go to bed and get up at regular times so that your circadian rhythm is regular; keep alcohol to one or 2 drinks most of the time; wind down for 30 minutes by turning off all screens and read a novel, meditate, do breathwork or stretch.

8.

Eat a low-HI diet, where HI stands for Human Interference.

Basically, eat like your grandparents, where most of your food is real food – that you can tell has recently been alive and minimally interfered with by humans. Real food -especially fruits, vegetables, nuts and seeds – contain thousands of polyphenols which recent research has shown is important for good brain function. People who eat a lot of ultra-processed food starve their brains of these nutrients and introduce a whole range of nasty chemicals that disrupt proper cellular processes.

9.

Practice gratitude and kindness daily. Gratitude primes your brain for positivity and our brains are wired to feel good when we help others.

10. Work on your purpose – many people get put off by the idea of a purpose statement as it feels too hard, but this is not about changing the world, but how you can make your little corner of the universe better for you being in it. I find it helps to create a tombstone statement – what you’d like to be written on your tombstone that would sum up your positive contribution.

Once you have a draft, spend at least 5 minutes a day bringing it to life by doing those activities, and you’ll find that it becomes clearer the more you focus on it.

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BUSINESS ENVIRONMENT

How To Build a Stronger Culture In 2022?

We are living in unprecedented times, and the business environment we work in is more volatile and uncertain than ever before. As 2021 draws to a close and we look ahead to 2022 we need to accept that our world has shifted on its axis and that we have a new normal.

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BUSINESS ENVIRONMENT whole organisation must develop the capacity to evolve and bounce back to stay ahead of the change curve. To achieve this, the focus needs to be on building resilient organisational cultures. A genuinely resilient organisation enables agility and builds flexibility to respond to the VUCA environment.

Written by Lynda Folan,

the author of ‘Leader Resilience, The New Frontier of Leadership’, is an Organisational Psychologist and a renowned specialist in Leadership and Organisational Development. Lynda has considerable expertise in leading organisations through transformational change and works with organisations across the globe to deliver Leadership Development, Organisational Development, Resilience Building, and Executive Coaching.

F

or years researchers have made us aware that we were living in a VUCA world that is volatile, uncertain, complex and ambiguous (Bennis & Nanus, 1985). However, many organisations have simply ignored this and continued to do what they had always done. When COVID hit in 2020, people finally accepted that our world was different, and organisations began to respond to this ever-changing environment.

To survive the VUCA world, it is imperative that; businesses shift, do things differently, and don’t go back to doing what they have always done.

Unfortunately, those that don’t respond will not survive in this unrelenting VUCA world, which continues to challenge organisations across the globe.

If organisations want to flourish in 2022, their leaders, their teams and the

In the past, organisations have invested a lot of time and effort into managing change, and it has been the norm to build large change teams that deliver projects. We no longer have time for this, nor do most organisations have the resources for this way of doing business. In 2022 and beyond, organisations need to evolve their focus to building organisational resilience on an ongoing basis.

When a change is required, the organisation simply incorporates the change into business as usual and continues to move forward. It is no longer going to be enough for organisations to manage change or do transformational projects. Organisations will need to invest in building resilience in their everyday operations and enhancing capacity across the business.

Evolution and change are now the norm. For organisations to thrive in today’s dynamic, changing, and uncertain business context, it is essential that they invest in building resilience at all levels of the organisation so that agility is the norm.

In 2022 and beyond, leaders must take responsibility for developing resilient individuals, teams and building a resilient organisational culture.

In simply terms, organisations need to stop managing change and put their efforts into building truly resilient organisations.

Building A Resilient Organisation Culture Research shows some critical aspects of organisational functioning that differentiate resilient organisations from the rest of the pack. The seven habits essential for organisational resilience (Folan, 2021) are: 1.

2.

3.

4.

5.

6.

A Resilient Culture with a clear Vision and Values that are lived Boundary Management Environmental Responsiveness A Strong and Transparent Internal and External Communication Network Organisational and Workforce Flexibility Demarcated Innovation and Experimentation Activities

Developing Resilience across the Organisation While all these habits are essential, however three of them are demanding even greater attention from organisations as we move into 2022.

If your organisation is not focusing on environmental responsiveness, boundary management, and building resilience, it will become more challenging to stay ahead of the curve.

Environmental Responsiveness Organisations must keep a watchful eye on the external and internal environments to realign their strategy and maintain responsiveness. It is no longer acceptable to wait till strategic planning sessions or to be pushed by external factors. Organisations must be attuned to the external environment and respond to the requirements for evolution. Charles Handy (1995) suggests that the best time to make changes is not after you have reached

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BUSINESS ENVIRONMENT

the peak of success but before you reach it. If organisations do not continuously assess their environment and align with these changing dynamics, they will eventually decline or become irrelevant to their clients, customers, or community.

Now, more than ever, organisations must stay attuned to the external environment and have the agility to meet the demands they are facing.

Boundary Management Over years of working with organisations across the globe, I found that the single most neglected aspect of organisational resilience is effective boundary management. This is the systemic and disciplined management of acceptable and unacceptable attitudes, behaviours and actions.

To achieve this requires: • Regular and consistent celebration of attitudes and behaviours that align with the values and culture of the organisation.

• Regular and consistent management of unacceptable attitudes and behaviours that don’t align.

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•

Accountability for the delivery of business outcomes and a commitment to adjust proprieties as the business requires.

For organisations to remain agile and adaptable to the requirements of the VUCA world, these have to be a daily focus for leaders and their teams.

Developing Resilience Well-designed development strategies are crucial to unlocking potential. Strategies designed to enhance personal resilience levels are essential for building resilient organisations. It is even more critical that the leadership are developing their resilience, as, without resilience, they will not be able to deliver a transformational leadership style (Folan, 2021).

Show me a resilient organisation that responds well to the VUCA world, and I can guarantee that the leadership team is resilient and thriving. The VUCA world requires that organisations build resilience on an ongoing basis to enable the business to flourish.

BUSINESS ENVIRONMENT The importance of good leadership in a VUCA world While leadership has been a key topic of discussion over the past hundred years, it is now a critical issue in organisations across the globe in the present economic, social and business context. Bennis and Nanus (1985) were the first to describe that we are living in a VUCA world (Volatile, Uncertain, Complex and Ambiguous).

However, it was not until COVID-19 happened that businesses finally accepted the truth of what the researchers were saying. Over the past two years, there have been a plethora of global phenomena impacting our world; Black Lives Matter, the “Me Too” movement, the US election challenges, global climate change, to name just a few.

These phenomena are shifting our worldview and changing the way that we do things. Living in these exceptional times means that we need to adapt and find new ways of being, and specifically, we need to find new ways of leading. These extraordinary times call for extraordinary leaders to step up and be counted.

Researchers have been telling us for a long time that a significant shift needs to take place in how we define, identify, promote, and develop leaders to ensure that they are successful in today’s VUCA world. We can no longer allow individuals in positions of power to get away with being ‘old school’ or choosing not to lead effectively.

Globally we invest approximately $366 billion in developing leaders (Westfall, 2019). In contrast, Ashford and DeRue (2010) noted that nearly sixty percent of companies face leadership shortages.

Thirty-one percent expect a lack of leadership capability to impact organisational outcomes negatively.

We can all identify people who do not deliver effective leadership, and there is a plethora of evidence of toxic leadership behaviours in all business sectors. The time has come for businesses to make some tough decisions and stop appointing and promoting people who are not prepared, uninterested or can’t lead people. In 2022 and beyond, we need to demand that those in positional of power take responsibility for their impact and actively develop their capacity to lead.

Times have changed, and the focus of leadership needs to change. Leadership research has evolved over the past ten years, and it is now clear that to thrive in the VUCA world, leaders must first develop their personal attributes.

Research tells us that effective leadership requires the internal attribute of resilience (Folan, 2019).

Developing resilience enables leaders to thrive in the VUCA world and ensures that they can deliver a constructive leadership style.

Without effective leadership, organisations will, at minimum, fail to achieve their full potential, and at the other end, poor leadership will result in the organisation’s demise.

Unfortunately, a lack of effective leadership will result in negative repercussions for all involved.

In the present business context, with its volatile economic and social environments and constantly changing sector requirements, the ability to manage and lead as we did in the past is no longer sufficient. Leadership 2022 and beyond requires that we learn to adapt to the VUCA world; simultaneously, leaders need to maintain and enhance organisational performance and ensure alignment with the broader business context (Judge, Naoumova & Douglas, 2009).

Maintaining business outcomes in

today’s world requires leaders to stay ahead of the changing business requirements and deliver competitive advantages for their organisations by continuing to achieve (Draghici & Draghici, 2007).

This might all sound overwhelming and challenging. If so, that’s because it can be, however achieving it is far from impossible. You, and only you, can craft your leadership and build your resilience.

But once you do, you will achieve far greater success than you ever imagined.

To enhance leadership outcomes, you first need to do the internal work to build resilience. For companies to meet the challenge of working in a VUCA world, their leaders must develop new attributes, skills and ways of thinking and working that result in sustainable outcomes for themselves and their businesses (Schein, 2009). For organisations to grow and flourish, they need to reassess leadership requirements and address resilience levels.

Ensuring effective leadership is one of the essential components in delivering an organisation’s competitive advantage and allows it to operate successfully in a dynamic marketplace. Just look at the most successful companies in the world. Many share a commonality— strong leadership that delivers an organisational culture that enhances everyone’s dialogue, empowerment, and engagement. They aren’t standing still, or resting on their laurels, or hanging out waiting for the tides to turn. Instead, they are innovating, reinventing, and working hard to improve their businesses, no matter the context. Doing this requires solid internal leadership and the capacity to flourish in the context of challenges.

In simple terms, it is time to focus on enhancing to enable sustainable leadership so that our organisations can thrive.

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CRITICAL THINKING

Kindness is the new SUPERPOWER for leaders.

A

lthough human thought is often based on emotion, the ability to use reason is often considered one of the characteristics of being human. When we reason, we apply logic to determine if B follows A. Logical thinking – that

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is, checking the components of an argument or discussion, and making connections between them – is the strategy called “reasoning.”

Kindness is the new SUPERPOWER for leaders and one of the reasons why

we need more female leaders in this new era of leadership we are entering.

It’s also a new and powerful form of currency: one that we can trade for loyalty, trust, and high performance.

However, kindness isn’t the first

Written by Colleen Callander Former Sportsgirl CEO, Founder ‘Mentor Me Women’, Author of LEADER BY DESIGN, Keynote Speaker, Business and Leadership Coach and Non-Executive Director

word that comes to mind when you think about great leadership right?

Well, I’m here to challenge that thought and strongly believe that leading with kindness is what will separate good leaders from great leader of the future.

Kind leadership brings in all the different elements of authenticity, transparency, warmth, trust, and empowerment. When I talk about kind leadership, what I really mean is including a little of each of these attributes in our day-to-day leadership lives.

We have all heard of or experienced firsthand bullying, intimidation or dealing with difficult people in the workplace which can be very destructive to both people and organisations. If leaders can create negative and toxic work environments that makes it difficult for people to grow and thrive, then I believe the opposite is also true. These are issues that have been around for a long time and will only continue until leaders step up and start leading with compassion and kindness.

The old era of leadership was about status, title, power, dictatorship, selfserving, and having people do what you say.

The new era of leadership is about kindness, compassion, authenticity, collaboration, trust, and humility, and being a leader people choose to follow. In this new era of leadership that I keep talking about, organsations that thrive will be those who cultivate a culture of openness, mentoring, inclusivity, build human connections and empower their people to lead with kindness.

It’s a common misconception that being a kind leader makes you a weak leader. I believe that being a kind leader requires courage and strength. Kind

leaders are very capable of making good and strong business decisions – even tough decisions with kindness. A huge part of being a great leader is understanding and valuing the people you lead. It’s about embracing the different personalities you work with and creating a culture that encourages individuals to bring their best selves to work each day. Employees want more consistent feedback, delivered with kindness; they want to build trust within their peer group, develop meaningful relationships, have a life in balance and feel bigger than just the seat they sit in.

Kindness is one of my values and is right up there when it comes to the way I have led over the 13 years in my roles as CEO. I have always made time to get to know my people, understand how I can support them to reach their goals, and how I can create an environment where people thrive. I do this because I genuinely care for people. I have always had a people first philosophy and I am a strong believer that if you look after your people the results will follow.

People are your greatest asset and the heartbeat of any organisation.

Great leadership is about understanding and valuing the people you lead. It’s about embracing the different personalities you work with and creating a team, culture and environment that encourages and allows individuals to bring their best selves to work each day. Today, employees want more consistent feedback, they want to build trust amongst their peers, develop meaningful relationships and have a better work-life balance.

My role as a leader has always been to create ‘circle of safety’ for my people. Now I want to be clear on what I mean when I talk about ‘circle of safety’. ‘Circle of safety’ doesn’t

CRITICAL THINKING mean; there aren’t boundaries or rules.

It doesn’t mean that it’s a charity or you can fly under the radar, and it doesn’t mean that you accept under performance or that people can hide from their accountabilities. ‘Circle of safety’ means people feel safe and cared for, it means respecting the people you work with, it means feeling empowered to speak your truth and feeling fulfilled with the work you do.

It means that people feel confident to share their voice, challenge the status quo and bring new thinking and ideas to the table. It means that when you fall over someone will be there to pick you up and it also means taking care of the people to the left of you and the people to the right of you.

Being a kind leader is essential in today’s world - authenticity, transparency, self-awareness, warmth, and emotional intelligence are all characteristics and the building blocks to being a successful leader.

It also empowers others to lead with positivity, purpose, and an open mind, and encourages innovation and collaboration. In my experience kind leadership leads to happier, collaborative, motivated, empowered and more productive teams who will be inspired to share and deliver on the goals and vision, and this can have a very real impact on the organisations success and bottom line.

One of the greatest gifts we can give another is kindness.

It’s time for kind leaders to step up and have a voice, and be the gamechanger for our generation and future generations. We may not be able to change the past, but we can shape the future.

It’s time to shine the spotlight on leading with kindness in all areas of our lives.

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CEO INSIDER

Yes, We Need to Embrace Hard Work. Here’s Why

I

n a world where we can get almost everything we need with a few taps on our smartphones, people believe that hard work has become overrated. You’ve probably heard that you should work smarter, not harder. But is this true? Is it even good advice?

Back in the ‘90s, when I grew up, I knew all of my friends’ phone numbers by heart. I was able to instantly recall 20-plus numbers without getting confused. Nowadays, I barely remember my own phone number.

Technology has enabled us to communicate faster and go about our human affairs with increasing speed and efficiency. And, yes, it seems like we’re building smarter solutions as well, but

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it all comes at a price. We’re handing over our problem-solving capabilities to technology.

What do you imagine will happen when we can no longer do anything by ourselves? What will happen when we rely on technology for even the most basic activities, like tying our shoes or brushing our teeth? Who’s actually getting smarter in this scenario: people or technology?

When we praise technology and the concept of “working smarter,” we forget that humanity’s most significant achievements have come from hard work. Behind that fantastic technology, the latest scientific discoveries, or that nutritious meal you just put on the table, there are hundreds of people

working hard behind the scenes to make it all happen. People who wake up at 4 a.m. to deliver fresh fruit to the supermarket where you get your morning breakfast. Engineers who spend countless nights awake creating the algorithms that enable us to make faster and more intuitive Google searches. And men and women who drive hundreds of miles to deliver your latest Amazon purchase.

Everything that’s worthwhile in life involves hard work Hard work is the foundation of human societies. Everything that’s worthwhile in life requires a certain level of sacrifice and commitment. Just think about the meaningful things in your life: the house you live in, the

Written by Paola Knecht is a certified leadership, transformational, and self-development coach and author of The Success Mindset: Take Back the Leadership of Your Mind.

children you’ve raised, the artwork that decorates your walls. It’s all the result of hard work.

So, here’s the deal: We have to embrace hard work and treat it as our ally to get everything we want in life.

Do you find it hard to commit to goals when hardships get in the way?

Do you get frustrated by hard work and want to give up too soon?

If the answer is “yes” to either of these questions, you need to shift your mentality around hard work. Here are five tips to help you embrace it: 1.

Pursue goals that are impossible to give up.

When we embark on projects we don’t like or find worthwhile, it becomes much easier to give up when we encounter hardships.

Who’s motivated to work hard when it involves something you don’t enjoy?

That’s why it is crucial to define activities in your daily life that have a purpose and are worth pursuing. When you want something to happen so much— when your goal is impossible to give up—the work that goes into it isn’t relevant anymore.

2.

Remember that success is 99% perspiration.

American inventor Thomas Edison once said that success is “1% inspiration and 99% perspiration,” and he’s absolutely right. Talent alone isn’t enough to become successful, especially in modern times. With over 7 billion people inhabiting the planet, it’s become increasingly difficult to attract attention. Every day, we see hundreds of talented people casting themselves on

CEO INSIDER

social media and TV, hoping to get noticed and go viral.

The reality is that good luck tends to favor people who work hard. People who deliver great work, consistently and over long periods of time, have a higher chance of attaining long-lasting success and bringing real contributions to societies.

3.

4.

Understand your brain.

As humans, we’re hardwired to be lazy. Researchers at the University of British Columbia found that human brains tend toward sedentary behaviors; our brains need to work hard to shift from neutral into drive.

After a busy day at work, it feels natural to come home and throw yourself on the couch to watch your favorite Netflix show— rather than putting on your running shoes and going for a jog. We literally need to “fight” with ourselves to choose the latter option.

Don’t let this fact discourage you. Even if our lazy nature is a scientifically proven fact, what still holds true is that we ultimately have the power to decide what we’ll do at any given moment. Don’t welcome laziness or let it define who you are. Make a conscious decision to engage in action. The next time you feel like hitting the couch after a long day, make the conscious decision to go for a walk instead. You’ll realize that once you’re out walking, you’ll feel more energized, happier, and you’ll want to repeat it. Try it out!

Believe in yourself.

Avoiding hard work can also

be a byproduct of not having enough confidence. When we feel confident about ourselves, we channel that energy into our actions. We’re ready to dive in and work hard. In contrast, when we feel fearful or insecure, we act shy, rigid, and aren’t motivated to achieve big things.

Believe in yourself and your capabilities. There is no reason to doubt them. Make use of that vital energy and force that already sits within you.

5.

Build your resilience.

Even when we have all the energy in the world and are working hard, there will be times when things simply don’t go our way. Projects fail, relationships break apart, and no one can predict how life will turn out next. That’s why people who work hard understand that building resilience is critical. A resilient person is capable of remaining calm and alert, even in the worst of times.

One of the best ways to develop resilience is to put yourself out there and expose your work.

Experience firsthand rejections and disappointments. The more battle scars you accumulate, the more your “resilience muscle” will grow. You’ll learn to detach yourself from the perception of failure. When you’re learning something new about yourself or a situation, there is no failure—only learning. This realization will power you to keep going until success becomes inevitable.

So, the next time you hear that hard work isn’t necessary for a healthy, fulfilling, and successful life, think twice.

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CEO INSIDER

Rising Private Sector Debt Leads to Rising Inequality – Here’s Why, and How to Fix It 78

January 2022 ·

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CEO INSIDER

R

ecent debates surrounding President Biden’s plan for government spending on infrastructure has refocused attention on public debt, but the sleeping and dangerous debt giant is really private debt.

American households were drowning in debt before the COVID-19 crisis, and now they’re deluged by it. Household debt today totals $17.5 trillion, up 320 percent in relation to income from 1950. The “debt service ratio,” which estimates the payments consumers make on their debt in relation to their income, is roughly 30 percent higher now than it was in the 1950s and 1960s, the two most vibrant growth decades in the post-World War II era.

These levels have grown so high that they’re asphyxiating many households and stifling economic growth. In my investigations of household debt, it wasn’t uncommon to find families with all of the following: mortgage debt as great as or greater than the value of their home; student loans still outstanding for parents who are now freighted with student loans for their children; and large debts tied to unexpected healthcare expenses.

Families with high debt are far less able to pay for their own children’s college, refurbish their homes, buy appliances, or start new businesses — the very things that power an economy.

The high burden of this private sector debt has also been an underlying issue in several of our recent, and worst, social and economic problems. Runaway household mortgage debt brought the 2008 global economic crisis. The ensuing slow GDP growth largely resulted from the residual burden of this crisis debt, and some commentators believe it helped kindle the discontent that led to Donald Trump’s election in

2016. Since minority communities have disproportionately felt the private debt burden, it has also exacerbated racial injustice.

Rising debt has been a key element of rising inequality, which has increased markedly from a Gini coefficient of 0.40 in 1980 to 0.48 in 2019 (on a range from 0 to 1). Average-to-lowerincome individuals have borne the disproportionate brunt of rapid debt growth, creating a debilitating cycle that has increased inequality.

The data from the Federal Reserve’s Survey of Consumer Finances indicates the trends. From 1989 to 2019, the debt of U.S. households with net worth in the 1 to 59.9 percentile increased by 92 percent in ratio to their incomes. In stark contrast, households in the top 10 percentile saw debt to income rise by only 18 percent.

For this bottom 59.9 percent, their financial net worth (financial assets minus debt) has also declined from 43 percent to 24 percent of their income.

For the top 10 percent, it’s a completely different story — or, more accurately, almost the same story but told in reverse. While their debt-to-income ratio increased by only 18 percent, their financial net worth has doubled from 158 percent to 335 percent of their income. The contrast could hardly be more stark.

To diminish inequality, improve American’s lives, and invigorate the economy, we need to reduce the burden of debt on households and businesses in relation to their income.

Thinking creatively, we could introduce a program to let those with student loans get debt relief in exchange for volunteer community service. We could introduce regulations

that make it easier for banks to provide mortgage loan relief for loans that are underwater or in arrears due to the COVID-19 pandemic. We could introduce healthcare debt relief programs for surprise medical bills or unexpected but critical healthcare needs. We could streamline household bankruptcy laws.

Debt relief initiatives are not quixotic, impractical dreams of the soft-hearted, but a key component of a well-functioning economy.

The good news is that debt relief would bring economic renewal: Households would be financially stronger and governments, businesses, and financial institutions would be better off because those households would be stronger.

Since debt relief would bring economic renewal for households, it would benefit us all.

The views expressed in this book are those of the author and do not reflect the official policy or position of the Commonwealth of Pennsylvania.

Written by Richard Vague

is Secretary of Banking and Securities for the Commonwealth of Pennsylvania. Prior to his 2020 appointment, he was managing partner of Gabriel Investments and chair of The Governor’s Woods Foundation, a nonprofit philanthropic organization. Previously, he was co-founder, chairman and CEO of Energy Plus, an electricity and natural gas company. Vague was also co-founder and CEO of two banks and founder of the economic data service Tychos.

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BIG PICTURE

How Leadership Associations Can Improve New Member Retention 80

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Written by Dr. Gleb Tsipursky is an internationally-renowned thought leader in future-proofing and cognitive bias risk management. He serves as the CEO of the boutique future-proofing consultancy Disaster Avoidance Experts, which specializes in helping forward-looking leaders avoid dangerous threats and missed opportunities.

A

ny leadership association would love a member retention rate of 75 percent.

Unfortunately, according to a 2017 report cited in ASAE’s Associations Now, retention rates for all members are falling. While in 2016, 73 percent of associations surveyed in the report had member retention rates above 75 percent, in 2017 only 65 percent reached that rate. The numbers for new members are even lower, given the consequences of the pandemic Certainly, these numbers are concerning. Yet statistics make it hard to grasp the lived experience of new members. So let me share the story of someone who recently joined, and then left, an association.

A New Member Story Sharon recently graduated business school, secured a leadership position, and joined a national association (which I won’t name) of over 30,000 members with 9 staff. Her main reasons for joining: •

Becoming part of a community of peers • Networking with others • Accessing vetted learning opportunities She got a useful welcome email with resources from the association. She appreciated the discounts on webinars, her preferred method of learning as an introvert.

In the next newsletter, Sharon saw an invitation to the annual conference.

In similarity to a growing proportion of introverted millennials who have a greater preference for digital over inperson social engagement compared to previous generations, she never liked large events. And the pandemic made such numbers worse.

Given that she was vaccinated, and recently received a booster, Sharon

decided to check out the local chapter to decide whether to invest the effort and money needed to attend the national conference. Arriving at the local chapter meeting, Sharon found that existing members congregated in cliques and did not actively welcome new members.

When she was live-tweeting the speaker’s talk, she overheard one older member saying to another how “kids can’t keep their hands off their phones nowadays.” The whole experience left a bad taste in her mouth and she decided to skip the annual conference.

Instead, Sharon decided to try to engage with the community of her peers online. She went to the association website. Shocked to see no Instagram – her favorite social media and the preferred social media of many millennials – she clicked on the Twitter button.

She saw that the association posted rarely, every 3-5 days, instead of the best practice of posting at least twice a day. Then, she went on Facebook, and saw that it committed the social media faux pas of simply reposting what the association posted on Twitter!

Her last hope: LinkedIn. To her frustration, the button on the association home page was broken. She searched around on LinkedIn and finally found the association, but saw that it – unfortunately – reposted the Twitter feed. She searched for a LinkedIn or Facebook group for her association, but couldn’t find any.

Sharon thought about the situation.

Joining the association didn’t help her achieve her goals of becoming part of a community or networking. The discounts on webinars didn’t come close to justifying. She decided to avoid renewing her membership and pay the non-member price for webinars.

BIG PICTURE

Solving New Member Retention How many Sharons do you have in your association? Perhaps many more than seems intuitive to you.

Research in cognitive neuroscience and behavioral economics shows that our intuitions make many dangerous judgment errors called cognitive biases.

Fortunately, recent research in these fields shows how you can use pragmatic strategies to address these dangerous judgment errors in your professional life.

An example of a cognitive bias that plagues new member retention is the false consensus effect, which causes us to assume that other people are more similar to us than they actually are. Thus, association leaders replace an accurate understanding of new association members with memories of ourselves as new members. We forget that millennials are more introverted and digitally oriented.

Another one – the overconfidence bias – causes association leaders to be excessively confident about what new members want. What if the national association sent out digital surveys asking Sharon what she wanted? What if it made her feel listened to and built a relationship, something so many millennials seek?

Perhaps if Sharon’s association did so, it would have learned of her distress – and that of many other digital natives – at the sad state of virtual engagement.

Perhaps it would have learned of the problematic environment in local chapters and would have guided chapter leaders to be more welcoming of new members and digital engagement at meetings. Perhaps through engaging her and listening to her, the association could have convinced Sharon that it would change its ways to appeal to millennials like her and she would have renewed her membership.

So how will you convince the Sharons to stay?

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Written by Dr. Alison Mitzner, MD

is the author of the #1 Amazon best-selling book, Calm And Confident Parenting: How to Care for Yourself (and Your Kids) through Life’s Chaos. She is a board-certified pediatrician, family wellness and fitness expert, Sr. Director at a major pharmaceutical company, and currently a single mom of two.

How to Juggle the Pressures of Entrepreneurship and Motherhood

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ou know what the daily juggle is like. You’re prepping for an important meeting, and your child enters the room with the ominous statement, I’m hungry.

Nevermind the fact that they had a snack an hour ago. Or that your meeting is in thirty minutes. You know that this situation could go from mild hunger to full-on meltdown in 2.8 seconds if you don’t handle things correctly.

For any entrepreneur, life is stressful.

But for entrepreneurs who are also moms, life can often feel like a volcano preparing to erupt. You’re probably all-too familiar with those times when you sit back and close your eyes for a minute and think,

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OMG, how in the world am I supposed to manage all this?

Can I possibly keep it together? What am I even doing?

But trust me. You can keep it together. You can be a successful entrepreneur and a stellar mother, all at the same time. The juggle will never fully subside, but here are three methods you can use to balance the pressures that come along with being a mom and an entrepreneur. They’ll help you get through each day feeling calm and confident.

Focus on Time Management and Routines I know many entrepreneur mothers who worry they won’t be able to spend enough time with their kids if they focus on work—or vice versa. There is a bright side to being so busy, though: it requires you to become more diligent with your time management. When you learn how to effectively manage your time and create routines, you’ll waste less time, decrease your stress, maintain your work focus, and enjoy your time with your family.

There’s no magic formula for time management. Take note of all the things

BUSINESS TRANSFORMATION you need to do and schedule them. This includes quality time with your kids, grocery store runs, workouts, meal prep, etc. When you put necessary tasks in your calendar, you’re much more likely to get them done.

Treat everything in your calendar like it’s important. Don’t give in to the temptation to skip your “me time” because you are tired from working late or because your child wants to have a last-minute playdate. When you feel like there’s not enough time, this is the only way to guarantee that you make time.

Another crucial way to keep chaos at bay is to create and follow routines.

For example, is tooth brushing before or after story time? Is breakfast before or after getting dressed? What time is dinner every night? Routines set everyone’s expectations and eliminate spur-of-the-moment decisions.

There’s no “right” routine because every family is different. Some parents might like putting their kids to bed a little later so they have quality time with their children in the evening and so the kids sleep a little later in the morning.

Other parents like their kids to go to sleep earlier so they have their evenings free and so their kids wake up earlier.

The only “right” routine is the one that works for your family.

Once you have a routine established, though, follow it as best as you can. You will need to stay flexible because, as every entrepreneur and mother knows, things don’t always go as smoothly as we hope. But if you have some kind of routine, you’ll at least have a guideline.

Have a Back-Up Plan As great as time management is, life with kids is always unpredictable. There are going to be days when nothing goes right. Your child may get sick at school, throwing off your entire work schedule.

Or, they may have a last-minute school project that requires a run to the craft store and an at-home scramble.

The more prepared you are for these unpredictable events, the calmer and more manageable your home-business balance will be. I suggest identifying one or two of the most important things you must accomplish each day. Do them first thing in the morning. That way, if the day goes sideways, you won’t have them hanging over your head.

I also recommend coming up with a series of back-up plans. Imagine: your sitter calls in sick, and you can’t be at home? What do you do? If you already have a plan B (and C and D), then you’ll be able to handle the situation with minimal fuss. Call a reliable friend, your spouse, a grandparent, your second sitter, or whoever you’ve already identified as your go-to.

When I became a single mom, I worried about what would happen if I had to take one of my children to the ER. How would I be able to take care of them both in a crisis? I made several backup plans and put the numbers in my phone in an “emergency contacts” section. I’ve already had to put those plans into action at least once, and I can’t tell you how glad I was that I didn’t have to figure out a solution in the midst of an already stressful moment.

Your back-up plans will likely require some outside support. Don’t be afraid to ask for help. For example, if you need help dropping the kids off at school in the morning, ask other parents if they would be interested in setting up a carpool. That’s the power of community.

If you’re willing to be someone’s backup plan, they likely won’t mind being yours in your time of need.

Focus on Quality Time Entrepreneurs have a tendency to multitask. They try to get a little work done while they’re cooking dinner or check their email while they’re spending time with their family. Often, this desire to multitask comes from mom guilt.

Entrepreneur mothers think, I’m not spending enough time with my kids, and we try to make sure we get as much time in as possible.

While multitasking might seem like an efficient use of time, it’s highly inefficient. Each task takes longer to complete, and you won’t have the focus to get anything done well. Children know when you’re not 100 percent there with them too. They see you on your phone, checking emails, dipping in and out of conversations, and this will make you feel like they’re competing for your attention.

Instead of multitasking, focus on spending quality time with your kids.

Disconnect and use that time to really engage with them. Even if it’s only twenty minutes before bedtime, that small window of time will be more emotionally fulfilling than several hours of disengaged multitasking.

I also recommend making quality time part of your regular routine. If you put it in your calendar and honor that block of time like any other commitment, you’ll be able to make the most of your time together without distractions. What better way to focus your time management skills than toward time with family?

It’s Doable Being a mom and an entrepreneur will be a juggle. There are always going to be unexpected events thrown your way.

Some will be urgent, others won’t, but the trick is finding ways to stay calm and confident when surprises come at you.

But here’s the good news. It’s doable.

And it’s possible to enjoy both aspects of your life. You don’t have to give up on being a mom or make sacrifices being an entrepreneur. You can excel at both if you focus on time management, routines, and back-up plans in place.

That way, no matter whether you’re in the office or with your kids, you’ll have uninterrupted focus.

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How to Bring Your Hybrid Meetings to the Next Level 84

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he COVID-19 pandemic has forever changed how companies around the globe operate their businesses. As a result, many large and small organizations are working to find a balance somewhere between in-office and at-home models, known as hybrid models. Meetings are a key component of the workday, yet hybrid meetings have not proven to be the equivalent of traditional face-to-face meetings in terms of productivity, creativity, and communication.

participants’ ability to see others’ body language. In-room participants tend to have more opportunities to experience the “buzz” of a meeting and the social components than virtual participants.

Hybrid meetings are much more complex than in-person or completely virtual meetings. They are easy to do poorly and hard to do well. However, just as executives learned how to run great virtual meetings at the beginning of the pandemic, now they need to recalibrate to manage great hybrid meetings as well. Like hybrid working, hybrid meetings offer benefits and challenges.

Here are ways to conduct successful hybrid meetings:

Often hybrid meetings are advantageous because they remove the importance of physical location, yet can work as well for those in a room together as for those working remotely.

In addition, they allow for an increased audience reach, make meetings easier to schedule, provide a safer experience, avoid carbon emissions produced by travel, and are lower-cost than in-person gatherings.

However, hybrid meetings also present some challenges. One of the main challenges of hybrid meetings is finding a way to offer a truly equal experience for both audiences. Often people who are working virtually feel that they don’t have the opportunity to speak during hybrid meetings.

Hybrid meetings also interfere with the

Because of these challenges, managers need to make adjustments to create an inclusive, equal, and engaging hybrid meeting. Since meetings are where many important decisions are made, and critical plans developed, producing a successful hybrid meeting is key to overall success.

1.

Set goals and objectives.

Setting goals and objectives for meetings, a longtime best meeting practice, is probably twice as important in a hybrid setting. Share goals ahead of the meeting so that everyone can come prepared to contribute.

Participants should also know in advance who has called the meeting, its purpose, and how all involved will know when the objective has been met.

2.

Equalize participants’ experiences.

So that everyone feels that they are equally valued, it is crucial to ensure that your video conferencing platform allows every virtual meeting participant’s face to be displayed clearly on the meeting room display, and that the audio support can make their opinions and insights clearly heard by all participants.

3.

Partner participants.

Assign each virtual participant

an “in-room avatar”— an employee (or fellow participant) — who acts as their physical presence in the meeting room as required. Whether via text, chat, or phone, they will have a private line of communication constantly available throughout the meeting.

4.

Establish ground rules.

It is also helpful to establish ground rules at the beginning of the meeting, and then conduct an icebreaker that everyone contributes to.

5.

Use technology tools, like chat.

A great way to have all participants feel like they are part of the same team is to involve everyone with live word clouds. By enabling participants to submit their one-word answers or ideas on a live broadcast, they can see what other employees are thinking and collaborate to create a strong sense of community, regardless of location. In addition, word cloud polls are great for inclusive icebreakers that get everyone involved from the start of a meeting.

6.

Translate messages.

It is hard enough in an allin-room or an all-virtual environment to communicate effectively and efficiently.

However, in a hybrid environment, communication is even more challenging.

Facilitators risk wasting time, causing confusion, and being inefficient with time and meeting outputs. Specific examples of this in real life

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CEO INSIDER are doubling back over earlier conversations, asking clarifying questions, not meeting the goals of the team, disengaged meeting participants, sidemeetings after the meeting, recurring meetings without progress, and so forth. A solution to this problem is learning communication preferences of each team member and translating those messages. You can view this a simple profile to help your team members understand their different archetypes and communication preferences at innergeniusnow. com.

Despite all of your efforts to integrate virtual participants, it remains easy for those in the room to dominate the discussion. At times, the facilitator may need to call on participants to ensure that all voices are heard.

Remember, the very purpose of almost any meeting is to get valuable insights from team members. Therefore, marginalizing virtual participants in any way will be a disadvantage to the meeting itself.

Once you’ve had your meeting, follow up clearly, digitally, and comprehensively. Send your followup by email and give all participants the chance to review the keynotes.

In a simple meeting recap, thank participants for joining and for their contributions. Attach any documents shared during the meeting and clearly outline any next steps with an accompanying timeline. Request feedback on how the meeting was run and seek out any suggestions for

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changes to improve the experience of both virtual and in-room participants next time. With honest feedback, positive adjustments can be made for more productive hybrid meetings going forward.

Digital transformation has drastically changed the workplace, providing new opportunities for how we work and meet. With the technology available today, hybrid meetings can be just as fluid as their in-room counterparts.

Written by Catherine Mattiske

Global business educator and author Catherine Mattiske is the founder of TPC — The Performance Company, a leading training and consulting organization that has worked with Fortune 100 companies around the world. Established in 1994, The Performance Company has offices in Sydney, Los Angeles, New York, London, Singapore, and Basel (Switzerland).

The author of more than 30 books, her latest is “Unlock Inner Genius: Power Your Path to Extraordinary Success” (September 2021).

BIG PICTURE

Why Empathy Is Crucial In The Lay-Off Conversation Written by Dr. Samantha Madhosingh has authored and co-authored four books. She’s appeared on CW, FOX, NBC, CBS, Emotional MoJo, Daytime and Heart&Soul. She trains entrepreneurs and leaders on how to dismantle and unlearn the stories and biases that impact their productivity, performance and progress.

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T

elling an employee their employment is ending is a conversation everyone dreads, but leaders cannot always avoid it. And when that conversation doesn’t go well, people hear about it. Most recently, Better. com’s CEO, Vishal Garge, laid off 900 employees during a video call. “This isn’t news you’re going to wanna hear, but ultimately it was my decision,” he said. “If you’re on this call, you are part of the unlucky group that is being laid off. Your employment here is terminated effective immediately.”

And just like that, they were unemployed.

In another instance reported earlier in 2021, BuzzFeed employees were invited to a meeting and given a password akin to “Spring is here” to enter the meeting.

They were then told that their jobs were safe if they didn’t receive a termination email by 1 pm. Cue, people anxiously refreshing their emails for hours.

These are just two examples where it seems leaders have chosen to “rip the bandaid off” – seemingly without consideration to how this news will impact their employees. But when companies do layoffs poorly, they suffer the consequences. News of poor communication and unhappy employees quickly reaches the media and the public and can significantly dent a company’s reputation.

Learning how to deliver this news with more compassion is knowledge that’s vitally needed. In 2020, layoffs hit a record in the US as the pandemic overwhelmed the country, and often from the media, we hear about the insensitive ways this is accomplished.

It’s easy to understand why leaders may initially get this conversation all wrong. It’s a challenging one in the best of times; in fact, it’ll probably be one

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of the most unpleasant tasks you do as a senior manager. Endings are always challenging for people – hence why they don’t do a good job at it.

But leaders can and must do better to bring kindness and empathy to these conversations. Being terminated is often devastating news that will be very stressful for most employees – for many, it might lead to anxiety around bills, their family, their home, and the ability to feed their children. This needs to be taken into account when delivering the news.

Practically, there are several ways you can help ease the blow. First, ensure you engage in a standardized procedure set out by your HR department. Then, if possible, find a physical environment that is private and suitable for delivering this news, as well as finding a time that suits both of you. In this age of virtual work and meetings, doing this in person may be impossible. However, firing en masse in a “virtual room” is the very definition of callous and cold and should be strictly avoided.

But there are two crucial leadership skills that managers can use to help in delivering this news – empathy and emotional intelligence. Emotional intelligence (EI) is your ability to recognize and understand emotions in yourself and others and use this ability to manage your behavior and relationships.

Ultimately, it’s about understanding the impact this news will have on someone – recognizing and truly understanding how it may or may not make them feel and using this knowledge to communicate and respond to them in a more empathetic way.

Being empathic doesn’t mean going into the conversation full of apology and sadness – nor does it mean telling them how difficult the decision has been for you, especially if this isn’t true as your inauthenticity will be obvious.

It does mean being kind and thoughtful about how the conversation takes place. Practicing the discussion beforehand and not going in without proper planning is a more compassionate way. Practice what you want to say to your employees, anticipating their reactions – as they’re likely to be different depending on their personalities. This careful preparation means you’ll perhaps come up with more sensitive comments rather than blurting out what first comes to mind.

Think of it like this: how would you like the news delivered?

It is also a good idea to quickly get straight to the point by being direct and honest without the small talk.

Make it clear, simple, and of course, do it on a one-to-one basis. For example, “I’ve asked you to meet today because I have some difficult news to share.

Unfortunately, due to our business reorganizing, we have decided that your role here will be coming to an end.” And then acknowledge the weight of that statement – “I completely understand this is incredibly hard to hear, and I’m here to answer any questions you may have,” – or direct them to someone that will.

If you have a positive relationship with the employee, you might want to offer support – perhaps by assuring them you’ll give them a good reference or offer to help with job searching and sharing contacts. This won’t necessarily be something you do for everyone, and that’s why preparation for these conversations as individuals is essential.

Kindness is crucial in a situation like this. As a leader, remember that losing a job is one of the top 5 most stressful situations a person can go through in their life. Using empathy, understanding, warmth, and genuine concern will help you deliver the news in the best way you can.

BUSINESS TRANSFORMATION

For Leaders, The Central Problem of 2021 was a Lack of Centering Consider this thought: As leaders, as organizations, we’re doing too much. A related and more troubling thought: Many leaders have in fact lost our way.

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F

ar from speculation, according to a number of studies those are among the dominant themes of the last year. As leaders close out the current year and look towards the next, these findings are critical to understand and absorb.

A Shot Across the Bow for Leaders One of the most revealing studies of the past year was conducted by LinkedIn and Microsoft and released last spring. For it, more than 30,000 people, at all levels of work, and across the globe were surveyed. A number of trends clearly emerged. Four stand out - important not simply for what they say on their own, but what they tell us when viewed together: • •

“Flexible work is here to stay.”

“High productivity is masking an exhausted work force.”

“Leaders are out of touch with employees and need a wake-up call.”

“Authenticity will spur productivity and wellbeing.”

•

•

1.

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Flexible work is here to stay.

The first trend directly reflects the circumstances of the past two years. Our teams and our lives have been upended from their old patterns. We’ve had to quickly become flexible – flexible in where we work, how we get things done, even in how we think to degrees not known in the past. Most telling, rather than become flexible one time to address one form of uncertainty, we’ve had to do so repeatedly.

Adaptability, not as a task, but a strategic imperative, has become the coin of the realm for thriving in uncertain times.

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2.

High productivity is masking an exhausted work force. Many organizations and their leaders have done a remarkable job of transforming themselves to be productive in this new abnormal. But doing so repeatedly is taking its toll. We are, in a word, exhausted. That hasn’t stopped leaders from piling on demands of their teams – to keep redefining work,

Written by Larry Robertson

is an innovation advisor who works, writes, and guides at the nexus of creativity, leadership, and entrepreneurship. He is the author of two award-winning books: The Language of Man: Learning to Speak Creativity and A Deliberate Pause: Entrepreneurship and Its Moment in Human Progress.

BUSINESS TRANSFORMATION to move faster to recover lost productivity over the past 20 months, and to innovate and create new value even as we struggle simply to sustain. The ceaseless dynamic is causing employees to question, even to leave. Leaders can’t help but know, and yet they seem not to have registered the implications.

Which results in trend number three…

3.

4.

Leaders are out of touch with employees and need a wakeup call. A striking McKinsey & Company study released in July of 2021 shed further light in the LinkedIn-Microsoft study. Of the more than 500 executives asked about the future of work, more than three quarters spoke confidently of an imminent return to normalcy and more, of an expectation of that new normal lasting far into the future. McKinsey called it a ‘finish line’ mentality. It’s a breathtaking, even perplexing view given the deeply uncertain environment. But, 75% of the 5,000 employees surveyed weren’t buying it. Not only did they disagree with their leaders’ assessments about the future, they expressed a lack of confidence in their leaders overall. What then could be the way forward? The fourth finding makes this clear.

Authenticity will spur productivity and wellbeing. As leaders, as organizations, we’re making a vital mistake at the very moment we’re doing too much, pushing too hard, and moving ever closer to the brink: We’re losing our sense of who we are. What is it we stand for,

not just in one hectic moment or another, but overall, long-term, and bigger picture? Many teams no longer know. And without that knowledge, productivity and wellbeing are at best limited, but more truthfully, slipping further from our grasp.

•

Center the organization.

Teams and organizations need a center too, something often referred to as a shared purpose.

In study after study, people up and down the organizational ladder acknowledge the value.

Yet even when organizations have a shared purpose, scant few actually use it. Leaders play the pivotal role here. They must first ensure a shared purpose exists. If they are wise, they allow the entire team to play a role in defining it. Most of all, they need to put it to use, asking and empowering every person, every day, to employ shared purpose as a litmus test for every decision and action. This is how you sort out what’s of consequence versus what can be set aside, for now, even for good.

•

Make centering a cultural priority. Uncertainty is challenging. It’s also distracting.

We get busy. Increasingly, we get panicky. When we do, we forget what matters most, and we lose our way. That’s why the act of centering must become cultural, in the sense of being ever-present. In uncertain times, it’s the only way to stay on course.

5.

What then should leaders do?

Navigating the Way Forward While the trends clearly point to the ‘problem side’ of the issue, they also signal a ‘solution side.’ In times as volatile, uncertain, complex, and ambiguous as these, our lens can become foggy. Allowing it to stay that way, is precisely what muddies up our decision-making, and removes the clarity about where we invest our time and resources. What we need, now more than ever, is centering.

Three steps stand out.

•

Center yourself. As a leader, before anything else, you must center yourself. Those thriving in the current uncertainty call it knowing your soul. What they mean is that, to be an effective leader, you must have a conscious awareness of who you are – your identity, but more precisely, who you are in the context of what you do as the leader, and how what you do connects to and impacts others.

It sounds simple. Yet sadly, most leaders have at best a surface sense of this. As the commander, they only command. Knowing your soul is fundamentally about enabling yourself to bring your best.

If centering isn’t the very first act, always, it’s just too easy to lose your way. When you lose your way, you start to see trends like those of the past year.

Unaddressed, those vulnerabilities pick up speed, creating their own special kind of pandemic. It’s a course no leader, no organization, no leader can afford. Centering raises the odds you won’t have to.

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Written by Rebecca Houghton

Rebecca Houghton, author of ‘Impact: 10 Ways to Level up your Leadership’ ($29.95), is a Leadership and Talent Expert and founder of BoldHR. Rebecca builds B-Suite leaders with C-Suite impact by working at an organisational, team and individual level. Her passion is helping to evolve how leaders think, take action and relate to others, working with leaders and leadership teams to achieve greater impact.

The reason leadership development isn’t working

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s Simon Sinek writes in Start with Why, ‘Some in management positions operate as if they are in a tree of monkeys. They make sure that everyone at the top of the tree looking down sees only smiles. But all too often, those at the bottom looking up see only asses’.

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Apart from being a frankly hilarious image, why does that analogy matter when considering why leadership development isn’t working?

Because if those at the top see only smiles, they will have no sense of the urgency with which we need to develop

our leaders. As a result they may believe that a jolly good holiday, Covidcontainment and a reinvigorated focus on growth may be all that we need to spring back into shape in 2022.

Whereas those at the bottom are seeing only asses. It means that

BUSINESS TRANSFORMATION

bullying and harassment claims are on the rise, engagement is wavering and attrition is rising. In short, we are seeing once-solid working relationships breaking down to the point where recent PWC research tells us that what workers want more than anything else is – decent co-workers.

The fulcrum of Sinek’s analogy is clearly the middle manager, the one translating from asses to smiles and vice versa. At BoldHR we call modern middle managers the B-Suite, and without the B-Suite, transformation fails.

So how can we develop the B-Suite to reconnect the disconnect, rebuild trust and recreate high performance?

We’re investing in the wrong things.

Traditional training for experienced leaders doesn’t work. Most of them already have the tools, but for some reason they are not using them, so you need to focus on mindset rather than skillset. More tools rarely used is just clutter – and that’s last thing any of us need right now!

Most internally developed training programs are too generic to add real value to an already-experienced B-Suite leader.

Organisations still prefer to invest in coaching-by-your-leader. While it certainly has value for on the-job performance, it’s problematic if you truly want to level up your leaders.

•

Some leaders don’t know how to help you play at a different level. How they operate is largely intuitive, and they struggle to pass on the ‘how’ in a cohesive and valuable way.

•

Some leaders don’t want to level up their mid-level leaders; they are too valuable exactly as they are.

•

None of us have been here before. No leader alive has led teams in a global pandemic. So looking to them for the answers feels a little unfair, and a more than a little fruitless.

What does work.

What the B-Suite wants above all is to learn from experienced peers and experts – just look at the dramatic rise in popularity of closed professional chat forums and peer networks.

They also want confidentiality – they feel underconfident in their leadership capabilities in the face of the great unknown, and they don’t really want to expose that to work colleagues for fear of the implication to their career.

DDI’s 2020 Global Leadership Forecast showed that the number one preference for high potential B-Suite leaders is external mentoring. Yet that doesn’t even feature in the top five investments by organisations.

What’s in the way?

There’s a frustrating mismatch between B-Suite needs and employer investment. The mistmatch exists across development experience, budgets and focus areas.

Experience: Millennials do not rate training programs – especially those that their executive like.

Instead, significant training dollars are spent on a small selection of leaders – executive, emerging, diverse or high performing programs take up the bulk of investment. This leaves proportionally little for the large number of middle managers in the B-Suite who arguably have a bigger impact on day to day culture and performance.

Focus: With the arrival of Covid on top of an already increasing disrupted landscape comes greater complexity in determining which skills will best serve leaders in the future.

Deloitte’s 2019 human capital survey told us that the most critical competencies for 21st-century leadership are: • leading through more complexity and ambiguity • leading through influence • leading more quickly And these remain the same – with the new addition of mastering the art of driving performance through compassionate accountability, which takes into account the changing expectations of a disconnected, burned-out and sometimes rebellious workforce.

Your B-Suite is what McKinsey calls a ‘critical but neglected cohort’ – the most important leadership resource that you can develop.

They are literally the glue that holds an organisation together, without whom transformation, performance, culture and engagement flounders. The rules have changed for this group, and they are uncertain and exhausted. We must invest in them as a priority.

Cost: Organisations feel they can’t afford leadership training for the B-Suite – because they are a large cohort.

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Written by Phil Andrews Phil Andrews has established himself as one of the leading sports administrators in the United States. As CEO of USA Weightlifting, he has transformed the sport’s governance and reputation beyond recognition, attracting record participation levels and sponsorship.

Born and raised in England before moving to the U.S., Phil has a global perspective and a vast array of experience in sport and business.

He has worked in professional ice hockey for British Champions Coventry Blaze; the FTSE 250 student hospitality business Unite Group PLC; and David Lloyd Leisure.

Promoting Diversity As A Sports Business Leader Is Crucial To Moving Sport Forward Sport usually brings people, cultures, and businesses together from all walks of life.

I

ronically, at the heart of the global sports industry, Diversity, Equity, and Inclusion (DEI) are often neglected by organisations who treat them as little more than keywords as part of compulsory corporate training.

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However, when you understand the value of DEI, and the benefits of representing a variety of cultural characteristics, every department of your business profits.

At its crux, DEI is about widening involvement in an organization and

opening the door to a more diverse demographic. However, creating a diverse organization alone is insufficient. Leadership that reinforces a sense of unity and belonging and mandates a culture of fairness among these groups is critical. This is just as

CEO INSIDER

important in establishing a successful and dynamic organizational culture.

The inclusion of highly diverse individuals, which goes far beyond gender and race, can be a key differentiator among companies, leading to industryleading profitability. The advantages of openly celebrating differences are abundant. When people feel included, empowered, and respected, it creates trust and a feeling of belonging within your organization. From a business standpoint, this leads to increased creativity, innovation, and productivity.

In the case of large sports organizations, DEI translates to the membership and participation of marginalized athletes, who should all be given equal opportunity, regardless of race, sex, or gender identity.

While there are plenty of corporaterelated reasons for sports business leaders to advance DEI, they must do it for the right reasons. This is no more so the case than in the debate over transgender equality in sports.

In what currently represents a globally polarizing issue, trans athletes have been widely criticized due to alleged physical advantages when competing. With both sides of the debate citing accusations of discrimination, a consensus on the matter looks harder and harder to achieve.

In such instances, it is important to consider the wider relationship between sports and human rights.

The Universal Declaration of Human Rights states that everyone has the right to freedom of association, health, rest, and leisure, and to participate in cultural life, of which sport is a fundamental pillar.

Likewise, the International Olympic Committee (IOC), and UNESCO’s International Charter of Physical Education and Sport, both identify sport as a fundamental right for all.

These mandates represent the core values of DEI and are why, in my position as the CEO of USA Weightlifting (USAW), I

was a prominent supporter of transgender weightlifter Laurel Hubbard, and her right to compete as an Olympic athlete at Tokyo 2020.

Sports business leaders should not be concerned because one trans participant is argued to gain an advantage by competing against cisgender women.

Rather, in this instance, we should primarily concern ourselves with the principle of inclusion, when advocating our support to marginalised athletes.

Although a highly complex issue, Laurel Hubbard abided by all the applicable rules, entitling her to compete in Tokyo.

Another key aspect about diverse athletes, that should be heavily considered when making leadership decisions surrounding their inclusion in sport, is their status as role models.

‘If you can see it, you can be it.’

To promote DEI as a prominent leader in sports, it is critically important to help cultivate strong visual role models for developing generations. This applies to every department of a sport, be that administration, officiating, coaching, and most importantly of all, to athletes. Paying acute attention to media outlets and social networks is vital in this regard.

At USAW, we have strived to become more inclusive and diverse as a business.

As a result, we are proud to be bringing more individuals from black and ethnic minority backgrounds into the sport, with our female representation extending to more than 50% of USAW membership.

It is up to my team and I to ensure our athletes receive equal support and opportunity to enter the sport, irrespective of race, sex, or gender.

Individual outreach from senior leadership is vitally important, as those from marginalized communities are more inclined to need that direct encouragement by way of personal communication. We want to do everything we can to help create a more robust

pipeline of athletes from underserved communities and give them the most inclusive experience possible while representing our organization.

That’s why, as part of our commitment to continuous improvement, USAW proactively requested a culture assessment by the nationally recognized consulting firm, Vestry Laight, focusing on diversity, equity, inclusion; athlete safety; BIPOC and LGBTQIA+ communities; veterans; and adaptive athletes.

By facing and responding to hard truths, we eliminated barriers to participation and built an environment that contributed to the evolution of our sport. Increasing women and BIPOC coaches, enhancing diverse recruitment within our organizational structure, improving education on DEI topics, and positioning us to better retain and engage with LGBTQIA+ and BIPOC communities.

Addressing DEI challenges in this manner has enabled us as an organization to realize our vision of ensuring the sport is accessible, safe, and welcoming to ‘Anyone, Anywhere.’

That all said, it is important to remember that sport has a vast social, cultural, and global presence and therefore provides a platform to highlight inequalities in a way few other industries can.

Diverse athletes such as Laurel Hubbard, and those from LGBTQIA+ community and minority backgrounds, represent wider societal values that transcend sport itself – it is crucial to empower these role models, not marginalize them.

It is clear that empowering differences is an essential administrative goal that should energize all corporate leaders and motivate them to grow organizational value.

The time is now to summon the power of collective resolve to galvanize diversity as a core of business operations.

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95

CRITICAL THINKING

Written by Dr. Jim White

is founder and president of JL White International. He also is chairman and CEO of Post Harvest Technologies, Inc. and Growers Ice Company, Inc., and founder and CEO of PHT Opportunity Fund LP.

VIEWPOINTS AND PERSPECTIVES 96

January 2022 ·

C EOWORLD M agazine

CRITICAL THINKING

E

ach of us has our own perspectives. We see the world through our own eyes. The uniqueness of our perspectives is what makes humanity such an intriguing and dynamic organism, one that is ever-changing and filled with limitless potential.

Self-awareness – being aware of our own feelings, opinions, and assumptions – is another characteristic of the critical thinker. It is the starting point for critical thinking. The more self-aware we are, the more empathetic we can be toward others and their perspectives.

In previous installments to this series, readers learned how important having an open mind is to critical thinking. One aspect of open-mindedness is that it makes us more receptive to another person’s viewpoints.

Empathy relates to the universal golden rule. As the 18th century German philosopher Immanuel Kant said in his Categorical Imperative: Act as you would want all other people to act towards all other people. Act according to the maxim that you would wish all other rational people to follow, as if it were a universal law.

The prerequisite to understanding other perspectives is being objective.

Objectivity is defined as attention to objects and concepts external to the mind. It means a lack of bias of judgement. It is the opposite of subjectivity, that is, personal bias or opinion. In a classic example, a judge must maintain objectivity. We must have a keen sense of being objective in critical thinking. Are we being objective when we talk about vaccines, for instance? Or are we being objective when we watch the news?

The less openminded we are, the more bias we have. The challenge in critical thinking is to avoid limitations on our point of view and not be constrained by cognitive or mental blinders.

Objectivity is a rule and a strategy for problem-solving. It helps us to engage more thoughtfully and deliberately in the critical thinking process.

One strategy to help us relate to others’ perspectives is to stop considering other viewpoints from our own experiences. Everyone’s are different. For instance, staff or coworkers may offer ideas we’re already familiar with or have had experience with. It is tempting to immediately shoot down an idea that proved problematic in the past.

Evaluating information objectively helps us to be thorough. Years ago, I developed a process called Team Consulting, which is based on critical thinking premises and research which shows that the best ideas might emerge in ten minutes or less in a structured environment. It is based on evaluating information objectively.

In these instances, it is important to control our bias that stem from previous experience and be open to other’s ideas, recognizing that new circumstances and a new environment could lead to a new outcome. Often, we find it difficult to consider another person’s viewpoint because we are overly concerned with our own views

and opinions. Think of a veteran employee working with a new hire.

The perspectives and experiences are different, but both need to work together to find a common ground.

The more experienced party needs to do everything he or she can to move ahead and provide the less experienced party with tools for success. In these instances, it is necessary to have an open mind and be willing to do the work – all while looking towards the bigger picture.

We all have cognitive biases. Like it or not, these “blind spots” in our brains are influenced by our beliefs, cultures, and opinions. They may be unconscious, they may make us less likely to accept new ideas or information, and they can interfere with our ability to make rational decisions by preventing us from researching a topic and thinking critically about it.

If we give in to such bias, our thinking could be shallow... and, we are more likely to believe fake news and pseudoscience.

In this age of digital information blasted at us, it is especially critical to beware of “filter bubbles” – the strategy that search engines and social media use to pump us with information it thinks we like or agree with. It may be helpful for our shopping needs, but there are serious risks in filtering out information that doesn’t interest us, or what we don’t agree with, because it restricts our worldview and our potential to learn.

C EOWORLD M agazine · January 2022

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CEOWORLD magazine

Best Practice Toolkit by the CEOWORLD magazine Best Practice Toolkit is designed to be the best executive assistant imaginable, providing a tool that CEOs, CFOs, senior executives, business leaders, and high net worth individuals would have created themselves if they had the time. Best Practice Toolkit filters and organizes the content executives need, while adding features that make their lives even more streamlined and efficient.

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January 2022 ·

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C EOWORLD M agazine · January 2022

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CEOWORLD magazine

100

January 2022 ·

C EOWORLD M agazine

CEOWORLD magazine Top Citizenship and Residence by Investment Programs Immigrant investor programs are programs that allow individuals to obtain residence or citizenship of a country in return for making qualifying investments. Citizenship by investment programs are the most effective way to secure an alternative citizenship and passport with all its benefits, in exchange of a dedicated investment. Whether it is for business transactions, the perks of becoming a Global Citizen, or simply have a ‘Plan B’, there is a program that will suit your needs. A multitude of countries host Citizenship by Investment Programs (CIPs) through which high net worth individuals can become citizens of those countries by investing in their economies.

Residency by investment programs often provide the option to physically relocate with the right to live, work, study, as well as access to healthcare, in a given country in exchange for a dedicated investment.

Citizenship by Investment Country

Minimum Investment

Key benefit

Time

Malta

€1,150,000

Visa free 182 countries

14 months

Bulgaria

€512,000

Visa free 169 countries

2 years

Montenegro

€350,000

Visa free 122 countries

3 months

Grenada

$150,000

Visa free 131 countries

3-4 months

Dominica

$100,000

Visa free 137 countries

2-3 months

Saint Kitts & Nevis

$150,000

Visa free 152 countries

2 months

Vanuatu

$130,000

Visa free 125 countries

1 months

Saint Lucia

$100,000

Visa free 132 countries

3-4 months

Turkey

$250,000

Visa free 115 countries

2 months

Residence by Investment Country

Minimum Investment

Key benefit

Time

Greece

€250,000

Europe’s Schengen Area

2 months

Malta

€330,000

Europe’s Schengen Area

4 months

Ireland

€500,000

Europe’s Schengen Area

2 months

Spain

€500,000

Europe’s Schengen Area

2 months

Jersey

€1,400,000

UK visa-free travel

2 months

Monaco

€1,000,000

Europe’s Schengen Area

6 months

Cyprus

€300,000

Europe’s Schengen Area

2 months

Portugal

€280,000

Europe’s Schengen Area

3 months

C EOWORLD M agazine · January 2022

101

STATS GATE

The World’s Richest People (Top Billionaires, 2021)

w 102

ith a net worth of more than $277 billion as of December 30, 2021, Tesla CEO Elon Musk is the richest person in the world, followed by Amazon’s

January 2022 ·

C EOWORLD M agazine

founder and former CEO Jeff Bezos. The businessman has a total net worth of approximately $195 billion.

LVMH’s Chairman and CEO, Bernard Arnault, is the 3rd-richest person in the

world, with approximately $176 billion in current real-time total net worth.

Microsoft mogul Bill Gates ranked 4th with a personal wealth of $139 billion, followed by Larry Page with $130 billion.

Written by Sophie Ireland as CEOWORLD magazine’s senior vice president for news and editorial director, Sophie Ireland oversees CEOWORLD magazine’s journalism and journalists around the world and across platforms. She leads an award-winning team of journalists and newsroom executives who are committed to excellence, innovation and the highest quality reporting and storytelling.

STATS GATE

RANK

NAME

TOTAL NET WORTH

COUNTRY

INDUSTRY

1

Elon Musk

$277 billion

United States

Technology

2

Jeff Bezos

$195 billion

United States

Technology

3

Bernard Arnault

$176 billion

France

Consumer

4

Bill Gates

$139 billion

United States

Technology

5

Larry Page

$130 billion

United States

Technology

6

Mark Zuckerberg

$128 billion

United States

Technology

7

Sergey Brin

$125 billion

United States

Technology

8

Steve Ballmer

$122 billion

United States

Technology

9

Warren Buffett

$109 billion

United States

Diversified

10

Larry Ellison

$109 billion

United States

Technology

11

Francoise Bettencourt Meyers

$93.8 billion

France

Consumer

12

Mukesh Ambani

$91.3 billion

India

Energy

13

Zhong Shanshan

$78.7 billion

China

Diversified

14

Gautam Adani

$77.2B billion

India

Industrial

15

Carlos Slim

$73 billion

Mexico

Diversified

16

Amancio Ortega

$66.6 billion

Spain

Retail

17

Jim Walton

$63.9B billion

United States

Retail

18

Rob Walton

$63.4 billion

United States

Retail

19

Phil Knight & family

$62.9 billion

United States

Consumer

20

Alice Walton

$61.9B billion

United States

Retail

21

Charles Koch

$61 billion

United States

Industrial

22

Julia Flesher Koch & family

$61 billion

United States

Industrial

23

MacKenzie Scott

$57.2 billion

United States

Technology

24

Michael Dell

$55.7 billion

United States

Technology

25

Francois Pinault

$52.4 billion

France

Consumer

26

Zeng Yuqun

$52 billion

Hong Kong

Industrial

27

Jacqueline Badger Mars

$51.3 billion

United States

Food & Beverage

28

John Mars

$51.3 billion

United States

Food & Beverage

29

Ma Huateng

$45.8 billion

China

Technology

30

Zhang Yiming

$44.5 billion

China

Technology

31

Len Blavatnik

$41.7 billion

United States

Diversified

32

Klaus-Michael Kuehne

$41.3 billion

Germany

Industrial

33

Azim Premji

$40.6 billion

India

Technology

C EOWORLD M agazine · January 2022

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STATS GATE

104

RANK

NAME

34

Jack Ma

35

Stephen Schwarzman

36

COUNTRY

INDUSTRY

$37.7 billion

China

$37.7 billion

United States

Finance

Leonard Lauder

$37.6 billion

United States

Consumer

37

Giovanni Ferrero & family

$35.7 billion

Italy

Food and Beverage

38

Takemitsu Takizaki

$35 billion

Japan

Technology

39

Leonardo Del Vecchio

$34.4 billion

Italy

Consumer

40

Pallonji Mistry

$33.4 billion

Ireland

Industrial

41

Alain Wertheimer

$32.8 billion

France

Consumer

42

Gerard Wertheimer

$32.8 billion

France

Consumer

43

Leonid Mikhelson

$32.7 billion

Russia

Energy

44

Shiv Nadar

$32 billion

India

Technology

45

He Xiangjian

$31.4 billion

China

Consumer

46

Vladimir Potanin

$30.8 billion

Russia

Commodities

47

William Ding

$30.8 billion

China

Technology

48

Tadashi Yanai

$29.8 billion

Japan

Retail

49

Li Ka-shing

$29.3 billion

Hong Kong

Real Estate

50

Dieter Schwarz

$28.8 billion

Germany

Retail

51

Alexey Mordashov

$28.7 billion

Russia

Industrial

52

Vladimir Lisin

$28 billion

Russia

Industrial

53

Eric Schmidt

$27.9 billion

United States

Technology

54

Jensen Huang

$27.5 billion

United States

Technology

55

Dan Gilbert

$27 billion

United States

Real Estate

56

Miriam Adelson

$26.3 billion

United States

Entertainment

57

Abigail Johnson

$25.9 billion

United States

Finance

58

James Simons

$25.5 billion

United States

Finance

59

Li Shu Fu

$25.5 billion

China

Industrial

60

John Menard

$25.5 billion

United States

Retail

61

German Larrea

$25.3 billion

Mexico

Commodities

62

Thomas Peterffy

$25.3 billion

United States

Finance

63

Radhakishan Damani

$24.7 billion

India

Retail

64

Dustin Moskovitz

$23.7B billion

United States

Technology

65

Thomas Frist

$23.2 billion

United States

Health Care

66

Susanne Klatten

$23.2 billion

Germany

Industrial

January 2022 ·

C EOWORLD M agazine

TOTAL NET WORTH

STATS GATE

RANK

NAME

TOTAL NET WORTH

COUNTRY

INDUSTRY

67

Yang Huiyan

$23.1 billion

China

Real Estate

68

Lee Shau Kee

$22.9 billion

Hong Kong

Real Estate

69

Gennady Timchenko

$22.7 billion

Russia

Diversified

70

Wang Chuan-Fu

$22.6 billion

China

Consumer

71

Henry Cheng

$22.6 billion

Hong Kong

Retail

72

Scott Farquhar

$22.6 billion

Australia

Technology

73

Mike Cannon-Brookes

$22.6 billion

Australia

Technology

74

Vagit Alekperov

$22.4 billion

Russia

Energy

75

Carl Icahn

$22.3 billion

United States

Diversified

76

Pang Kang

$22.3 billion

China

Food and Beverage

77

James Dyson

$22.3 billion

United Kingdom

Consumer

78

Huang Shilin

$22.2 billion

China

Industrial

79

Lukas Walton

$22 billion

United States

Retail

80

Gustaf Douglas & family

$21.7 billion

Sweden

Diversified

81

Jorge Paulo Lemann

$21.4 billion

Brazil

Food and Beverage

82

Ken Griffin

$21.3 billion

United States

Finance

83

Alisher Usmanov

$21.2 billion

Russia

Diversified

84

Stefan Quandt

$21.2 billion

Germany

Industrial

85

Li Xiting

$21.1 billion

Singapore

Health Care

86

Ernesto Bertarelli & family

$21.1 billion

Switzerland

Diversified

87

Elaine Marshall

$21.0 billion

United States

Industrial

88

Stefan Persson

$20.8 billion

Sweden

Retail

89

Lakshmi Mittal

$20.6 billion

India

Commodities

90

Andrew Forrest

$20.3 billion

Australia

Commodities

91

Iris Fontbona & family

$20.2 billion

Chile

Commodities

92

Wei Jianjun

$20.0 billion

China

Consumer

93

Qin Yinglin

$20.0 billion

China

Food & Beverage

94

Masayoshi Son

$19.8 billion

Japan

Technology

95

Wang Wei

$19.6 billion

China

Services

96

Aliko Dangote

$19.3 billion

Nigeria

Industrial

97

Thomas Struengmann

$19.3 billion

Germany

Health Care

98

Andreas Struengmann

$19.3 billion

Germany

Health Care

99

Zhang Zhidong

$19.2 billion

China

Technology

100

Peter Woo

$19.1 billion

Hong Kong

Real Estate

C EOWORLD M agazine · January 2022

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