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Editor-in-Chief
Datu Dr. Haji Azhar bin Haji Ahmad
Editor Diana Marie Capel
Graphic Designers Awang Ismail
Awang Hambali Abdul Rani Haji Adenan
US KNOW If
The phenomenon of multigenerational diversity is becoming increasingly evident in many organizations. This situation must be managed effectively to ensure that the organization achieves optimal productivity while avoiding potential conflicts and crises that could hinder the accomplishment of its mission. Leadership, therefore, plays a vital role in ensuring that the organization remains on the right path toward excellence.
One effective approach that leaders can adopt is the COUNTER model, which provides a structured framework for guiding and supporting employees.
First, leaders must Communicate desired outcomes, ensuring that every employee—regardless of generation—understands the organization’s goals, expectations, and direction. Clear communication helps align efforts and fosters a sense of purpose among all team members.
Leaders should also Own the relationship, taking responsibility for building and nurturing strong connections based on trust, respect, and collaboration. This is especially important in a workforce where values and communication styles may differ between generations.
The model also underscores the importance of empathy. Leaders need to Understand different perspectives, appreciating the unique viewpoints and experiences that each generation brings to the workplace. Such understanding promotes inclusion and harmony within the team.
When challenges arise, leaders must Negotiate the obstacles by working collaboratively with employees to identify practical and sustainable solutions. This cooperative approach strengthens teamwork and mutual trust.
A key element of the COUNTER model is growth. Leaders should Teach essential skills by equipping employees with the competencies they need to thrive in a rapidly changing environment. At the same time, they must Execute in the real world, turning strategies into actionable outcomes that contribute to organizational success.
Finally, leaders should strive for continuous improvement by regularly Reviewing results, providing constructive feedback, and refining strategies to enhance overall performance.
Above all, leading a multigenerational workforce requires creating a conducive and harmonious working environment. By instilling shared values such as mutual respect, empathy, and care, leaders can unify diverse generations under a common vision—driving the organization toward sustainable excellence.
Datu Dr. Azhar Bin Haji Ahmad Chief Executive Officer Leadership Institute of Sarawak Civil Service
BY JULIANE STERZL
According to the OECD, the workforce is becoming increasingly age diverse. Factors such as population ageing, social progress and changing work-life patterns have resulted in people delaying retirement and staying in work for longer. As with any significant demographic change, greater age diversity will inevitably have an impact on workplace cultures and environments. But what does this look like, and how can organisations manage this shift?
What does the so-called generation gap really look like?
Unprecedented levels of labour market volatility have been present across all industries in recent years. For instance, in September 2021, job vacancies in the UK topped one million for the first time. Recent rises in inflation rates have further impacted recruitment, with ‘real wages’ set to fall to the lowest rate since 2006. Organisations have certainly become habituated to a more regular frequency of personnel change, a phenomenon that coexists with rising age diversity in the workforce.
As the labour market becomes more flexible, some data has pointed to a divergence in activity between younger and older generations. Figures from LinkedIn show that members of Gen Z are switching jobs at a staggering 134 per cent higher rate than before the pandemic, compared to 24 per cent more for millennials. While this data certainly highlights a divergence in habits between the two groups, this does not necessarily mean they are at odds with each other.
Simultaneously, recent insights from CoachHub’s digital coaching platform reveal that, as an average, employees in every age group globally are making conflict management the top priority in their coaching sessions. Other topics such as communication, emotional regulation and resilience are part of the top five topics across every age group. Although the different generations may have different habits in their working lives, there are a lot of similarities in the challenges they are facing.
Organisations should celebrate the value of diversity within their workforce, rather than focusing on generational difference as a divide or gap. Positioning age diversity as a gap between generations may risk harming the workforce’s collective development, when, in reality, the two groups are likely to benefit from working together towards some of their shared goals. When companies encourage their managers to lead with the benefits of diversity in mind, both the business and the people within it can grow together as a result.
For instance, age diversity can result in stronger on-the-job learning, as older workers can impart their career expertise while younger workers can offer new skills. Encouraging collaboration between generations can even go as far as impacting the business’ bottom line, with almost half (43 per cent) of businesses with diverse management teams reporting higher profits. Generational variance certainly isn’t something to be feared – it’s something to be celebrated.
Some of the best practices of multi-generational management include:
Adapting communication methods to avoid difficulties in understanding each other. Managers need to create open channels of communication where employees can connect with each other and raise any concerns. It is especially important in an age-diverse workforce to encourage collaboration and relationship building between those of different ages, as this can alleviate potential conflict and promote knowledge sharing.
Treating every employee as an individual, and not making assumptions about them. This may seem basic, but it can be easy to do so unconsciously when it comes to age, with assumptions such as older people having fewer digital skills being so commonplace. Managers should judge each individual’s skills and weaknesses based upon who they are as a person, rather than an assumption based upon their age.
Creating a team spirit by mobilising the team towards a common goal through cohesion and collective intelligence. Managers should always remember that regardless of seniority or experience, every colleague is ultimately working towards the same goal. Achieving this goal will always happen more effectively and quickly when everyone works together as a team.
Regularly engaging in personal development while encouraging the development of the wider team. Managers can consider engaging in a digital coaching programme, which will allow them to target the specific areas of their management style that they want to develop. When combined with regular learning and other development activities, managers will be in good stead to manage diverse teams, regardless of their demographic.
Ultimately, managing a multi-generational team is all about nurturing intergenerational relationships and ensuring that everyone has the tools they personally need to thrive. The workforce is definitely becoming more age diverse, but this doesn’t mean that there has to be a gap or conflict between different generations. When organisations celebrate the value of diversity within their workforce they enjoy faster growth, greater collaboration, and a quicker route to their objectives.
Juliane Sterzl
Juliane Sterzl is senior vice president for EMEA at CoachHub.
BY GREGG VANOUREK
Source: Freepik
The hidden strength behind resilience and growth
In a world full of pressure and constant change, it’s easy to get pulled in a dozen directions—reacting to demands and losing sight of what truly matters. Without a strong personal core, you risk drifting or living by someone else’s script. But when you anchor your life in clarity about who you are, what you value, and what gives you meaning, you can elevate your quality of life.
Here are nine building blocks of a strong personal core:
1. Contentment
Do you have a sense of peace and satisfaction that comes from appreciating what you have in the present moment? A calm confidence that your life, as it is right now, has value and meaning?
Contentment grounds you in the present, helping you savor life rather than merely chase what’s next. When you cultivate contentment, you reduce inner friction, judgment, and comparison, creating space for gratitude, joy, and authentic living. It stabilizes your emotional foundation, allowing you to pursue purpose and growth from a place of ease rather than restlessness or neediness.
What will you do to bring more contentment into your life?
Do you have a genuine and strong sense of wellbeing and contentment that comes from feeling at ease with yourself and your life? A deep, enduring satisfaction and joy?
Happiness is an essential part of your personal core because it acts as both a compass and a fuel. When you cultivate it, you create a foundation for making choices that honor your core values, deepen your connections, and bring meaning to your life. Without nurturing happiness, other aspects of your personal core can feel harder to access.
"Happiness is the experience of joy, contentment, or positive well-being, combined with a sense that one’s life is good, meaningful, and worthwhile. -Sonja Lyubomirsky, University of California, Riverside psychologist and happiness researcher"
What will you do to bring more happiness into your life?
Do you have a strong and deep sense that your life has significance—that your actions and experiences contribute to something larger than yourself?
"Meaning in life refers to the feeling that people have that their lives and experience make sense and matter. -Dr. Michael Steger, Colorado State University"
Meaning can give you direction and motivation. When you cultivate meaning, even challenges and setbacks can feel purposeful. Your daily actions gain coherence and richness. It acts as a guiding star, helping you prioritize what truly matters and live a life that’s aligned, intentional, and fulfilling.
What will you do to infuse your life with more meaning?
4. Fulfillment
Do you have an enduring feeling of pleasure and satisfaction because you’re happy with your life? A sense that your life has been what you’ve expected or hoped for, even despite adversity?
When you cultivate fulfillment, you experience a lasting sense of accomplishment and direction that goes beyond fleeting success or external validation. It helps you make choices that honor your deepest priorities and live a life that feels harmonious, whole, and true.
What will you do to bring more fulfillment into your life?
5. Quality of Life
Taking stock of your quality of life regularly helps to brings clarity and intentionality to your journey. By evaluating key areas such as health, relationships, work, and personal growth, you can identify where you’re thriving and where you need to direct your attention.
This process is about awareness and action, not perfection. It helps you recognize patterns, celebrate wins, and address areas that are holding you back. Regularly assessing your quality of life empowers you to make informed choices, set relevant goals, and live with purpose and fulfillment.
What will you do to ensure you maintain a good quality of life?
6. Joy
Joy is the feeling of lightness, delight, and exuberance that bubbles up when you engage with life in a way that resonates with your authentic essence. It’s more than happiness—it’s a deep, often spontaneous sense of aliveness and appreciation that energizes your mind, body, and spirit.
Joy summons the pleasures of living fully. When you nurture joy, you immerse yourself in the present moment and make it easier to approach challenges with optimism. It’s a spark that animates your purpose and deepens your relationships.
What will you do to bring more joy into your life?
7. Gratitude
Do you have a practice of noticing and appreciating the positive aspects of your life—both big and small? A mindset that helps you recognize and appreciate the value in experiences, relationships, and even challenges that help you grow?
Gratitude shifts your focus from what you’re missing to what you have. When you cultivate gratitude, you create the conditions for contentment and joy.
What will you do to be thankful for what you have and keep a grateful heart?
8. Authentic Alignment
Are you living in “authentic alignment,” in which you’re being true to yourself and there’s a good fit between who you really are and how you live? Is there a good match between your inner world of your thoughts, hopes, and dreams and the outer world of what you’re doing in your home, workplace, and community? This alignment fosters a sense of integrity and coherence, allowing you to thrive mentally, emotionally, and spiritually.
Authentic alignment anchors you in your true self. When you’re aligned, you’re more likely to experience clarity, conviction, and contentment. Conversely, misalignment can lead to feelings of inauthenticity, anxiety, and disconnection. This can come from the traps of conformity, comparison, people-pleasing, and caring too much about what other people think.
What will you do to live a life of authentic alignment?
9. Spirituality
Are you cultivating a deeper connection to something greater than yourself? Engaged with matters of the human spirit or soul, as opposed to becoming overly consumed with material or physical things? Are you exploring life’s deeper questions and seeking alignment with your inner values and beliefs? Spirituality can manifest through practices like prayer, meditation, nature immersion, or acts of compassion, and it often involves a sense of transcendence.
Spirituality provides a sense of meaning, especially during challenging times. By nurturing your spiritual life, you can experience greater inner peace, resilience, and a deeper understanding of your place in the universe. It helps you transcend the ego and material distractions, fostering a life that is more intentional, connected, and fulfilling. For many people, spirituality is a lived practice—often experienced in community—rooted in connection, reflection, and shared meaning. It can involve surrendering to a higher power and embracing the gifts of forgiveness, redemption, and grace, creating space for healing and renewal.
What will you do to nurture your spiritual life?
Conclusion
You don’t build a strong personal core overnight. You cultivate it over time through small, consistent choices that honor what matters most. It’s about nurturing contentment, happiness, and joy; fostering meaning; checking in on the quality of your life; practicing gratitude; embodying authentic alignment; and deepening your spirituality.
In our busy and noisy modern world, this work can feel challenging, but it’s well worth it. Give yourself grace along the way, and remember: even amid life’s pressures, a strong core will help elevate your life.
Gregg Vanourek
Gregg Vanourek is an executive, changemaker, and award-winning author who trains, teaches, and speaks on leadership, entrepreneurship, and life and work design. He runs Gregg Vanourek LLC, a training venture focused on leading self, leading others, and leading change. Gregg is co-author of three books, including Triple Crown Leadership (a winner of the International Book Awards) and LIFE Entrepreneurs (a manifesto for integrating our life and work with purpose and passion).
BY JULIET FUNT
I sat across from Craig Groeschel, one of the most respected and prolific leaders I’ve ever known. A man who’s built something vast and sacred and stunning, and who manages to lead it with intention, excellence, and energy. And I found myself wondering, silently: How could I possibly sit with an executive like that and tell him something could be better?
But still. I wondered. Because when you work in the world of white space, this odd little kingdom of strategic pauses and thinking time, you start to see a truth that most people overlook: Even the best of the best are often operating with less oxygen than they realize.
Craig was generous and open. He asked questions. He nodded along as I shared the idea of "the wedge," those tiny 10 or 15-minute spaces that we insert between meetings or tasks to breathe, to reflect, to prepare. He even teased me a little: “I would not have many wedges.”
And then he challenged me with something I hear from a ton of leaders:
“Help me understand how creating some buffers will actually make me more productive rather than just take more time.”
It’s a fair question, isn’t it? Especially from someone whose current system is working. Craig is, by any measure, at the top. He runs a global ministry, leads a massive team, writes books, hosts one of the top leadership podcasts in the world, and somehow still manages to lift the people around him. He’s not lacking success. He’s already there.
So what is left to optimize?
That’s the question that lit up something inside me. Because maybe that’s where we go next in the conversation about performance. Not just: How do we get to the top? But: What’s above it?
In leadership development, we spend so much time helping people reach a certain altitude. But we rarely ask what happens after that. What happens when you’ve scaled the mountain and still feel the quiet sense that there might be another gear?
Here’s what I believe: When you reach the top of your game, the next level isn’t about doing more. It’s about becoming more available to your own brilliance.
Because no matter how successful you are, there are thoughts you haven’t thought yet. Ideas you haven’t connected. Inner landscapes you haven’t wandered because the calendar never left room for wandering. There is, even at the highest levels of excellence, untapped altitude.
At one point in my conversation with Craig, I said this to him, part musing, part challenge:
“We don’t know what you’re capable of with more margin. And we don’t know what magical next-level thoughts could appear if you were sitting, looking out a window for 15 minutes a day, cooking, playing, and iterating. Who knows what the next planetary level of genius is possible?”
He took it in. Not defensively, not dismissively. Just… with curiosity. That’s the moment I realized: The real question isn’t whether someone like Craig needs White Space. The question is: What might be born in it?
Bill Gates famously disappears twice a year for what he calls “Think Weeks.” He holes up alone in a cabin, reading and scribbling and following his mind wherever it leads. These deliberate breaks, he’s said, are where some of Microsoft’s most important ideas first sparked.
Gates had already “made it.” But kept climbing, not by pushing harder, but by getting quieter. And that, perhaps, is the real difference. High performers squeeze every drop out of the day. But the ones who transcend even their own expectations are the ones who leave a little space in the glass.
This is where many leaders stop, right at the edge of what’s next. Because success has a sneaky way of whispering, You’re done.
It tricks us into thinking we’ve reached the final form of our effectiveness. But the mind never stops evolving; it just needs room in which to do so. And it's that space that leaders tend to fill, because we're so used to equating value with activity.
Here's what I tell the executives I work with: You are not infinite. But the work is. So what if you traded one email for one idea? One meeting for one moment of true clarity?
Not because you're inefficient. But because you’re already excellent, and now you're curious about what else might be possible.
So I'll leave you with this thought: Is there something higher than the top? And if there is, what would you need to do differently to reach it?
Not every leader will be ready to ask that. But some will. And if that’s you, then I hope you’ll take a wedge. Just one. Fifteen minutes. Sit. Breathe. Let your brain wander.
Don’t try to solve anything. Just create the conditions where something might come.
Because if this is what you’ve built without margin… I can’t wait to see what’s next.
This was also published on Juliet Funt's LinkedIn.
Source: Freepik
How do you manage your time?
Henry David Thoreau once asked, “It’s not enough to be busy, so are the ants. The question is, what are we busy about?”
In today’s hyper-connected, always-on world, the answer to that question has never been more essential. The professional norm around constant availability often equates value with visibility and busyness with commitment.
But influence is not measured by how fast you respond to a latenight message. It is measured by the quality of your presence, the clarity of your perspective, and the intention behind your choices.
That means rethinking how you use your most finite resource: time.
We have many ways of thinking about time. For example, we often use money as a metaphor for time, and so we talk about ‘spending time’, ‘wasting time’, ‘investing time’ or being on ‘borrowed time’.
The logic is that once time has been spent, you can’t get it back. You can’t spend ‘future’ time because you can’t spend what you don’t have. If you follow that line of reasoning, it is the present that you should be most concerned with. Why? Because it is the only present time that you can be certain you have. That perspective feels a little too bleak for me.
Rather than seeing time as a linear sequence or a currency to be traded, I prefer to see it as a triangle. One where each corner — the past, the present, and the future — holds insights and opportunities.
It is the leaders who can balance all three who influence with greater wisdom and impact.
BY MICHELLE GIBBINGS
Look Back: Reflect on the Past, Don’t Dwell in It
The past is a teacher. It holds the data of our decisions, the memories of our mistakes, and the seeds of self-awareness.
Influential leaders utilise the past as a source of learning, not a place to camp out in. Reflection helps build narrative coherence. It allows us to make sense of our experiences, test our assumptions, and gain clarity on what drives us.
But there is a fine line between reflecting and ruminating. When we ruminate, we don’t reach a conclusion; we keep replaying the same scenario over and over again, hoping for a different outcome.
When we reflect, we give our brain time to pause and examine the scenario from multiple angles.
Over time, our perspective can change, too.
In listening to Bono being interviewed by Dr Brené Brown on her podcast Unlocking Us, he references the iconic Frank Sinatra ballad “My Way.” He mentions how “the same song, sung twenty years later, carries a different meaning”.
When it was first recorded in the 1950s, it came across as bold and boastful – “I did it my way”. But, looking at it two decades later, the same lyrics had taken on a tone of reflection, almost an apology. Nothing changed in the arrangement or key. What changed was the perspective. Age, experience, and hindsight reframed the meaning.
That is what reflection does. It shifts not only how we view our past, but also how we relate to others in the present.
The past isn’t fixed; it evolves as we grow and change. Influential leaders reflect not just on what happened, but how their understanding of it changes over time
Try this:
» Schedule weekly reflection time. Ask yourself: What worked? What didn’t? What did I learn?
» Identify recurring themes in your past decisions. What core belief may be shaping them?
» Use journaling or discussion with a trusted colleague or executive coach to externalise your thinking.
In a world full of alerts, meetings, and competing demands, staying present can feel like a luxury. It’s not. It’s a leadership necessity.
The present is where action happens. It is where influence is felt, relationships are built, and progress is made. Yet too many leaders fall into one of two traps — either being so reactive that they fail to plan ahead, or so task-focused that they forget to tune in to the human element of leadership.
Presence is not about perfection. It is about attunement. When you are fully present, you signal respect. You notice what is not being said. You make better decisions because you are not jumping to conclusions.
Being present with yourself matters too, because the way you relate to your work has a significant impact on your long-term wellbeing.
Research by Social Psychologist Robert Vallerand distinguishes between harmonious passion, where work is fulfilling and aligned with your core values, and obsessive passion, where work begins to dominate your identity. Leaders who cultivate harmonious passion are more likely to sustain performance, feel engaged, and build resilience. Those driven by obsessive passion, however, are at greater risk of overwork, burnout, and diminished influence over time.
Try this:
» Start meetings with a moment of check-in. Ask: What is most important for us to focus on today?
» Spend time in nature or engage in short mindfulness exercises. These practices help lower cortisol levels and enhance cognitive performance.
» Set clear boundaries around work hours. Not just for yourself, but to model sustainable behaviour for your team.
Look Ahead: Plan for the Future, Don’t
Leaders who influence at scale think beyond the now. They scan the horizon, anticipate trends, and prepare for disruption. They shape change, rather than just react to change.
Adopting a future-focused approach helps generate valuable insights. It creates space to align your goals with larger social and organisational shifts. It also ensures that you are not simply chasing urgency but moving with purpose.
Yet, when taken to the extreme, being future-focused becomes fixation. It leads to anxiety, disconnection, and a perpetual state of “I’ll be happy when…”
Balance means having enough of a vision to inspire movement, without becoming enslaved to it.
Try this:
» Dedicate time each month to horizon-scanning. Ask: What changes are occurring in my industry, team, or customer base?
» Define long-term goals but revisit them quarterly. What is still relevant? What needs to evolve?
» Involve others in visioning exercises. Collective foresight builds ownership and agility.
The Leadership Time Triangle
Which of those elements do you spend the most time on?
Are you dwelling on the past?
Are you so focused on the present, you don’t plan for the future?
Or are you so fixated on the future that you don’t know how to enjoy the present?
Balancing time is not about achieving perfect equilibrium every day. Some days will demand urgency. Others will call for deep reflection. What matters is that over time, you develop the discipline to flex between all three.
This is the leadership dance between then, now, and next, so you can…
» Mine the past for wisdom.
» Show up in the present with intention.
» Shape the future with foresight.
Through it all, you influence not just with action, but with awareness. When it comes to time, the most influential leaders do not just manage it; they honour it.
Republished with courtesy from michellegibbings.com.
Michelle Gibbings
Michelle Gibbings is a workplace expert and the award-winning author of three books. Her latest book is 'Bad Boss: What to do if you work for one, manage one or are one'. www.michellegibbings.com.
BY MEET DELTAN
By 2025, AML compliance will encompass not only the requirements set by federal forces but also the need to become resilient, ethical, and future-ready.
In the contemporary financial world, combating AML (AntiMoney Laundering) is no longer the domain of the financial department and compliance; it has become the responsibility of leadership. The culture associated with the organisation, transparency, and ethical basis is now the responsibility of the executives and the boards.
Regulatory attention is also increasing, and enforcement is becoming more personal; as such, the leadership must be conscious of and expert in managing AML risks. This is no longer ignorance but a fundamental requirement in developing robust and dependable businesses by being strategic and having oversight.
As financial systems become increasingly complex and digital, compliance with anti-money laundering is no longer merely a box-ticking exercise that compliance officers can disregard; instead, it has become a strategic consideration for business heads in 2025. Regulatory expectations in the United States have dropped at an acute angle with increasing pressure on leadership teams to comprehend the hazards and responsibilities of anti-money laundering systems.
In the modern globalised economy that has eliminated barriers, senior executives should understand how AML practices influence reputation, operational integrity, and corporate governance. The financial and reputation costs are also beyond previous expectations, as in 2023 alone, over 6.4 billion dollars of AML-related fines were handed out in countries all over the world (Fenergo).
Previously, financial crime risk was mainly confined to discussions within the risk and compliance departments. In 2025, however, board members, CFOs, and CEOs will likely actively participate in managing AML exposure. Regulators in the U.S., including the Financial Crimes Enforcement Network (FinCEN), are still increasing their demands for executive accountability.
It is an increasingly pervasive shift not merely regulatory; it is evidence of a broader change to governance-based leadership in which success is characterised by ethical responsibility and proactive oversight of risk. Even one missed reference to a politically exposed person (PEP) or a breach in the onboarding due diligence may cause serious penalties and reputational loss, especially to middle-market and fintech companies.
By early 2025, the U.S. The Treasury Department has indicated that more severe actions will occur on repeat AML offences and poor risk strategies. The moves of regulatory enforcement also point to higher scrutiny of not only the institutions themselves but the individuals who occupy leadership positions as well. A major crypto exchange faced over $4 billion in penalties in 2023 due to weak AML controls, highlighting how executive teams are now held personally accountable.
Well-publicised violations, such as the 2023 settlement of a multinational crypto exchange, demonstrated a lack of internal control and the lack of effective AML procedures. Such failures now made C-suite executives bear individual liability, an indication that wonky AML failures can no longer be viewed as compliance issues but instead, leadership malfunctions.
Additionally, with the enactment of the Corporate Transparency Act, which aims to enhance an effective system of tracking beneficial ownership, leaders must also increase their responsibility to ensure that ownership structures are clear and clean, and that reports are accurate. Particularly, this is a crucial consideration for private businesses and startups when complying with little internal infrastructure in place.
The risk-based approach (RBA) is a key component of an effective AML strategy, encouraging companies to evaluate and mitigate risks based on customer profile, transactional behaviour, geography, and the type of products or services offered. Such an approach is necessary not only as an instrument of regulatory compliance but also for practical decision-making on a leadership level.
Just imagine it is like security at the airport, where different passengers pass through the security gate with haste, and others are red-flagged to face extra security checks. This is similar to how AML system administrations place investments where the hazards are maximum.
Leaders need to ensure that their teams go beyond the compliance that is based on checkboxes towards the dynamic risk assessment systems. It involves the use of data analytics, staff training, and real-time monitoring to identify suspicious activity before it escalates into a reportable or sanctionable act.
The American Bankers Association has reported that more than 70 per cent of all institutions intend to raise AML technology spending this year, especially in the areas of AIenabled transaction monitoring and client risk profiling. Such changes will also require board-level leadership buy-in and tech literacy.
The regulatory organisations promote smart AML systems. Leaders need to evaluate ROI and ethics.
As the world continues to fight wars and changing OFAC sanctions, companies in the U.S. have complex transnational risks.
Exposure to illicit uses of crypto is rising, especially in fintech startups and financial services firms.
Such developments require top AML literacy. When systems raise a red flag over an unusual activity, leaders should be informed, engaged, and ready to take action, particularly in transactions with high volumes or those that cross national borders.
The implications of AML have become part of effective corporate governance. There is a demand to guide the boards of directors to analyse internal reports on AML, ensure adequate funding is allocated to compliance functions, and provide guidance on the increasing importance of transparency, most notably as a role model.
As JPMorgan CEO Jamie Dimon once said, Reputation is everything. We must hold ourselves to the highest standards. This highlights the fact that AML encompasses both legal leadership and ethical leadership.
Indeed, responsible governance is increasingly perceived by institutional investors and partners as having effective money laundering controls. That is why AML competence should be considered as a brand reputation by companies aiming to raise funds or strategic ties.
Firms that view AML as merely a set of legal boxes to tick risk losing mandates due to both reputational damage and reduced practical efficiency. The leadership must incorporate antimoney laundering awareness into training programs, vendor assessments, and acquisition due diligence.
» Integrate AML into company culture: Make AML awareness part of onboarding, ongoing training, and leadership discussions.
» Leverage technology: Use AI-driven transaction monitoring and analytics to identify risks faster.
» Treat AML as a brand differentiator: Publicly highlight strong AML practices to build trust with clients and partners.
» Conduct regular leadership briefings: Keep executives updated on AML risks and regulatory changes.
By 2025, AML compliance will encompass not only the requirements set by federal forces but also the need to become resilient, ethical, and future-ready. Business leaders should be at the centre of AML effectiveness, given their role in shaping company culture to broader responsibilities in ensuring that these companies stay on the right side of global enforcement. With a basic knowledge of the fundamental principles of financial crime risk, regulatory enforcement, and a risk-based approach, executives can protect their organisations, their name and reputation, and the viability of their organisations. The ability to lead in the war against financial crime is no longer a choice to make in a world where there is increased regulatory oversight, economic disruption, and the complexity of the digital world.
Meet Deltan is a passionate content writer specialising in technology, business, and finance. My expertise includes artificial intelligence, OSINT frameworks, AML regulations, machine learning, cybersecurity, cryptocurrency, fintech, and data science.
BY CYNTHIA MADISON
Source: Photo by katemangostar @ freepik
Waste reduction doesn’t require massive investments; it starts with awareness, small adjustments, and a commitment to doing better.
Running a business in the car industry is quite challenging, and it often feels like you cannot make significant changes without impacting the ROI negatively. Daily, you have countless things to track, and while it’s essential, you might ignore the amount of trash your business produces. But waste management should be at the top of your priority list because it directly impacts your return on investment. The last thing you want is for the trash cans to overflow; it would negatively impact your employees' performance and comfort, as well as your finances. Efficient waste disposal is a vital component of maintaining a professional, clean, organised, and productive workspace. The key to effectively managing your waste is to measure the volume of trash you produce accurately. This will also help you prevent overage fees. Acquire the right size of ballers and bins, and minimise the number of trips to the landfill.
How can you calculate how much trash your business generates?
Figure out the types of waste your company could produce
A simple way to figure out how much trash your business produces is to identify the types of waste common in your sector, so you can also develop reduction strategies. Here are the main types of waste a business in the car sector can produce:
» Metal scraps and shavings (steel, aluminium, copper) from machining, stamping, or welding.
» Defective parts (bumpers, frames, panels) that don’t meet quality standards.
» Packaging materials like cardboard, wooden pallets, plastic wrap, and foam.
» Old tires from assembly line testing or dealership replacements.
» Plastics from dashboards, trims, and interior fittings.
» Paper accounts for more than 26% of trash in landfills.
2. Hazardous Waste
» Used oils (engine oil, transmission fluid, hydraulic fluid).
» Paints and solvents from coating and finishing processes.
» Battery waste (lead-acid or lithium-ion cells from hybrids/ EVs).
» Coolants and antifreeze with chemical additives.
» Cleaning chemicals (degreasers, detergents with toxic components).
3. Air Emissions
» Volatile Organic Compounds (VOCs) from painting, coating, and adhesive use.
» Particulate matter from welding, sanding, or exhaust testing.
» Greenhouse gases from manufacturing operations and vehicle testing.
4. Wastewater and Liquid Waste
» Process water contaminated with oils, metals, and chemicals.
» Paint booth wash water with pigments and solvents.
» Runoff from washing vehicles containing detergents and grime.
5. End-of-Life Vehicle Waste
» Scrapped cars with mixed materials (metal, glass, plastics).
» Airbags containing explosive propellants.
6. Electronic Waste
» Onboard computers
» Sensors
» Infotainment systems.
E-waste is becoming more common these days as people frequently use phones, routers, printers, computers, and other similar devices. At the moment, less than 20% of e-waste is recycled.
If you’re reading this article, chances are you’re interested in making waste management more efficient in the car industry. Lucky you, here are some practical steps you can take because reducing waste is essential for environmental sustainability, but it will also significantly cut your costs, prepare your company for future regulations and improve your brand image.
Before making a plan of changes you want to adopt, it’s best to audit your business to understand what types of waste it produces and in what quantities. A simple waste audit involves collecting and categorising your trash over a few days or weeks. This allows you to identify:
» Recyclables that are going to the landfill
» Waste that could be reduced at the source
» Items that could be reused or composted
Once you understand your waste profile, you can implement targeted strategies that have the biggest impact.
As mentioned above, paper is still one of the most common forms of office waste, but we’re living in the digital era, and you can transition to a digital workflow to reduce the need for filling, printing and storing physical documents. Here is what you can do:
» Use cloud-based storage instead of physical files
» Replace printed invoices with e-invoicing
» Use tablets or phones for order-taking or form-filling
» Promote e-signatures and paperless billing
This not only reduces waste but can also improve efficiency and accessibility.
Even if you’re working in the car sector, you’re most likely generating a large amount of packaging waste. So you could swap the old ones with something more sustainable:
» Choosing recyclable or compostable packaging materials
» Purchasing supplies in bulk to reduce outer packaging
» Encouraging suppliers to minimise packaging or take it back
» Using reusable containers for deliveries or shipments
Sustainable packaging not only reduces landfill waste but also appeals to environmentally conscious customers.
It would be a great idea to encourage your public and employees to recycle alongside you, and you can do this by implementing a recycling and composting program. Clearly label the bins where the product should be disposed of once it's no longer in use, on the packaging. Also, place your recycling and composting bins in convenient locations so everyone can easily access them. Here are some other recommendations:
» Partner with a local recycling provider
» Develop recycling programs specifically designed for the car industry
» Recycle electronics (e-waste) through certified programs
» Donate usable materials to smaller organisations
Regular staff training ensures that items are sorted correctly and waste doesn’t end up in the wrong stream.
Waste reduction doesn’t require massive investments; it starts with awareness, small adjustments, and a commitment to doing better. By embedding sustainability into daily operations, small businesses can make a big difference for the planet, their community, and their bottom line.
Cynthia Madison
Cynthia Madison has a degree in finance and administration and is passionate about all topics. As an online trader herself, Cynthia loves providing her readers with expert tips and advice on how to make informed economic choices, helping them understand market trends and how to manage their finances like a pro.
BY ETHAN TRITT
Source: Upklyak from Freepik
Good and Bad Reasoning in Decision Making: The Rise of Misinformation and Bias
The decisions we make define our lives, shaping not only our individual paths but also the course of history itself. At the heart of this uniquely human experience is the power of reason, a cognitive capacity that distinguishes us from other species.
While a tiger acts on pure instinct, our minds are capable of a different kind of foresight. This allows us to do things that appear harmful at first, like the stab from a vaccine needle, but with great reason become extremely valuable to us. Yet it would be foolish to think we're really all that different from our animal counterparts. We are just as capable of being fooled nonetheless into making small errors that have massively harmful outcomes.
That is why it's so important to know how to reason well and spot bad reasoning in others and more importantly ourselves. By doing so, we can make more properly informed decisions or, at the very least, avoid poorly informed ones. Many arguments from salesmen, politicians and advertisers are riddled with logical fallacies that grab our attention and change our minds. It's in our own best interest to be aware of other’s short-comings in reasoning and avoid being manipulated into doing someone else's bidding (even if by accident).
There are hundreds of different common logical fallacies. However, we'll focus on a few key ones that are prevalent in today's misinformation landscape.
One of the most significant challenges today is the rise of the non-expert expert. This phenomenon occurs when an individual, highly credible and respected in their specific field, leverages that authority to speak on topics outside their area of expertise. For example, a successful tech entrepreneur might offer advice on nutrition, or a popular actor might weigh in on public health policy.
This situation is particularly dangerous because it exploits the white coat effect, also known as the appeal to authority fallacy. We are conditioned to trust people in positions of power or with perceived expertise. When a non-expert expert speaks, their existing authority acts as a powerful halo, making their opinions on unrelated subjects seem more credible than they are. This cognitive bias can lead to the widespread acceptance of inaccurate or misleading information simply because of who said it, not because of what was said.
Misinformation often thrives by exploiting common logical fallacies. These aren't just academic concepts; they are the building blocks of persuasive, yet flawed, arguments that can easily sway public opinion. Which is incredibly dangerous.
This fallacy argues that something is good, right, or healthy simply because it is "natural" or "unprocessed." For example, an article might claim a certain diet is superior because it's based on "foods our ancestors ate," or that a specific herbal remedy is better than a pharmaceutical drug because it comes "from the earth." But our ancestors ate only from the earth and naturally, but typically lived to only 30 years of age and died from horrible diseases we now can prevent.
This line of reasoning is flawed because it ignores that "natural" doesn't automatically equate to "safe" or "effective." Many poisonous plants are natural, and many life-saving medicines are synthetic and vice versa. By appealing to a romanticised idea of nature, this fallacy can lead people to make decisions that are not based on scientific evidence.
Also known as the fallacy of composition, the part-to-whole fallacy incorrectly assumes that what is true of a part must also be true of the whole. A common example is arguing that because a single component of a complex system has a certain property, the entire system must share that property.
In the context of misinformation, this might manifest as a headline claiming a new product is completely safe because one of its ingredients is a well-known, harmless substance. It ignores the fact that the combination of different components, or their interaction within a larger system, can create entirely new effects. This fallacy oversimplifies complex realities and can lead to a false sense of security or understanding.
To combat the rising tide of misinformation, we must become more critical consumers of information. We need to look beyond the reputation of the person speaking and evaluate the evidence they present. By recognising the logical fallacies and biases we can better protect ourselves from manipulative and misleading narratives.
Communication is a two way street, we need to be aware of errors in reasoning coming from others but also coming from ourselves. A strong communicator can form stronger arguments that hold up to scrutiny. Conversely, being able to identify weaknesses in others' arguments allows you to respond more effectively and engage in more productive discussions. This not only enhances your ability to express yourself but also helps you better understand the perspectives of others. Ultimately, this practice isn't about shaming others, but about collaboratively working toward a clearer, more accurate understanding of the world so we all can make better decisions.
Ethan Tritt
Ethan is currently the Head of Production at Leaderonomics. He hails from New Zealand, but loves his life living and eating in Malaysia. Deeply interested in the ways people think, connect, and create meaning, drawing on psychology, philosophy, and human stories. His work blends insight and curiosity, making complex ideas practical and engaging for everyday life.
BY DR ARUL ARULESWARAN
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Between 2008 and 2012, enterprise resource planning (ERP) systems held the same promise AI holds today: transformation, integration, and strategic clarity. Many organisations, eager to embrace the future, rushed to implement these systems, only to find themselves entangled in failure.
Back then, consultants often faced resistance not due to the sophistication of the ERP systems, but because organisations were still running on outdated processes riddled with waste. Business functions were siloed, redundancies persisted, and non-value-adding activities defined much of the operational flow.
One consultant, reflecting on those years, often used the metaphor of a high-speed train being forced to run on tracks built for diesel locomotives. No matter how advanced the engine, the underlying infrastructure could not handle the velocity. The system would break. And often, it did. This lesson, that no system and no matter how advanced, can outperform the maturity of the process it serves—now echoes through the enterprise AI landscape. Once again, organisations are racing ahead. But the tracks are not ready. This same paradox now plays out in the AI era. Leaders are introducing AI tools into environments that have not been designed to hold their pace or purpose. Just as with ERP, the excitement for performance may be driving transformation faster than organisations are structurally or ethically ready to support.
There are hundreds of different common logical fallacies. However, we'll focus on a few key ones that are prevalent in today's misinformation landscape.
The Lure of the AI Promise
Enterprises today are shaped by decades of industrial thinking. Speed and performance are rewarded. Control and predictability are assumed. The illusion of certainty defines strategic decisions. Into this mould, AI is introduced not as a co-creative companion, but as an efficiency amplifier.
Leaders frame AI as a productivity tool, not a presence mirror It becomes another KPI target, another box on a digital transformation roadmap. AI promises precision, productivity, and cost reduction. Vendors offer platforms that scan resumes in seconds, predict customer churn, and generate content at scale. But these performance metrics can be seductive traps. In the rush to demonstrate return on investment, leadership teams may implement tools before addressing foundational maturity.
A 2023 MIT Sloan Management Review report found that only 11 percent of companies had achieved significant financial benefits from AI, despite widespread experimentation. The problem is not with the technology but with the context into which it is deployed. Many organisations are chasing outcomes without first cultivating the internal structures and leadership mindsets necessary to hold AI’s presence. The report shows that true AI value only emerges when organisational culture, primarily leadership behaviour, is aligned with the adaptive and learning nature of AI.
This phenomenon is what the Emergence Mirror framework refers to as performance without presence. It reflects a pattern where AI is introduced as a driver of output, while leaders and teams remain under-equipped to discern how that output aligns with values, workflows, and long-term stewardship.
In such settings, AI becomes an accelerant of existing dysfunction. Biases are automated. Inequities are amplified. Creativity is stifled by algorithmic predictability. Instead of unlocking emergent intelligence, enterprises trap themselves in cycles of scaling what they already know, definitely faster, but not necessarily better.
This leads to what might be called the maturity mismatch. It is a situation where the intelligence potential of AI exceeds the relational and reflective capacity of the humans who deploy it. The result is a loss of trust, not only in the technology, but in leadership itself.
This maturity mismatch is not merely a technological issue. It is a cultural signal—a call for leadership development at depth. Without the ability to hold paradox, stay present to emergence, and let go of rigid control, leaders end up driving AI adoption in a way that contradicts its very nature.
Much like the ERP metaphor, organisations falter under AI implementation because they lack the cognitive and structural infrastructure to host emergence. This includes:
» Fragmented leadership: Siloed decision-making weakens coherent AI adoption.
» Outdated processes: Legacy systems introduce friction that AI cannot resolve.
» Cultural immaturity: AI amplifies what exists. In low-trust cultures, fear and control dominate.
» Absent ethical reflection: Without conscious design, AI becomes a blunt tool for extraction.
Emotional presence, the ability to hold paradox, and the willingness to confront systemic shadow—these are rarely prioritised. Presence, in contrast, demands a slower, more relational approach. It requires leaders to observe how AI affects the field of their teams, not just the KPIs. It asks questions such as: Does this tool enhance trust? Does it allow for care in decision-making? Does it respect the rhythms of human work?
Or just as many technological advances that we have seen to date, the question to ask is what maturity requires,
To move beyond the performance trap, leaders must shift from implementing AI onto the organisation, to integrating AI within it. This means holding space for emergence, understanding the relational dynamics between human and machine intelligence, and reframing AI as a companion rather than a solution.
The Emergence Mirror argues that organisational maturity is not just a function of digital readiness but of developmental leadership. A leader who can hold contradiction, honour relational dynamics, and create secure base environments is more prepared to steward AI wisely.
AI is not asking to be managed. Perhaps it is asking to be met. The deepest invitation it offers is not technical but relational. It is an invitation to leadership maturity—to hold space for emergence, to step beyond control, and to see intelligence not as a product, but as a field.
As enterprises navigate the next wave of AI development, it is worth asking: what if the greatest competitive advantage is not speed, but stillness? Not scale, but discernment?
And what if the real transformation is not in the tools, but in the humans who dare to mirror them? The performance trap can only be transcended through presence. And presence is a leadership choice.
Speed will remain part of AI’s promise. But slowness must become part of its practice. Leadership presence, not performance metrics, must anchor implementation. Without it, enterprises will continue to break under the illusion of acceleration.
The train metaphor reminds us: it is not about how fast one can go, but about how well the track has been laid—and whether the leaders at the helm can read the signs that emergence leaves behind.
» Emergence Mirror: A leadership and AI framework that emphasises presence, field dynamics, and relational maturity over mere performance.
» Presence: The capacity of a leader to be aware, grounded, and relational in the midst of decision-making.
» Secure base: A psychological concept that refers to the trust and safety required for growth, learning, and creativity
Source: Freepik
Dr Arul Aruleswaran
Arul is currently an independent consultant working on improving the component level supply chain for a popular electric vehicle brand and also enabling the disruption of delivery services with cloud based technology solutions. He formerly was with GEODIS as the regional director of transformation and as the MD of GEODIS Malaysia. In GEODIS, he executed regional transformation initiatives with the Asia Pacific team to leapfrog disruption in the supply chain industry by creating customer value proposition, reliable services and providing accurate information to customers. He has driven transformation initiatives for government services and also assisted various Malaysian and MultiNational Organisations using the Lean Six Sigma methodology.
I'm Grateful Gen Z is Redefining How They Work
BY CHESTER ELTON
The other day, a friend sent me a text, and after a week of running here and there, I remembered I hadn't responded. When I did remember, I felt a little guilty. Around the same time, another friend had yet to respond my text. I get it, people are busy. At that moment, I realized I could show myself the same grace I gave.
In today's fast-paced world, we feel pressured to be "always on" and connected. But I've started to appreciate a shift in society, mainly led by Millennials and Gen Z. This shift challenges the notion that always being available is necessary or beneficial.
A few decades ago, technology promised flexibility and efficiency. Today, the boundaries between work and home blur--with our smartphones giving us endless entertainment and engagement. As burnout rates climb and work-life balance no longer exists, younger workers are asking for things to be different, and they pretty much insist on it. This bold stance is a testament to their resolve to create new norms in the working world--happily prioritizing their mental health and well-being.
I'm grateful to learn from the new generation. The innovation of managing connectivity and availability represents a heartfelt change in how we think about work and relationships. Traditional business practices emphasize working long hours as a badge of honor. But, research shows the average worker is productive for about three hours out of the eight-hour workday. Workers report spending time on the job reading the news, checking social media, chatting with work friends, and even looking for a new job. With this understanding, Millennials and Gen Z support a working model that values health and wellness because they recognize the importance of not pushing people to a breaking point.
This balanced approach should extend into our personal lives as well. Social media might make you think the younger generations are always connected. But there is a growing trend towards digital detoxes, "no-phone" social interactions, and other practices that allow people to have deep and meaningful interactions with the world around them. They set boundaries such as turning off notifications after certain hours or on weekends and choosing to engage with social media selectively and intentionally.
As someone who coaches leaders and executives (and wrote the book, Anxiety at Work) I've learned that embracing these shifts means understanding the "always on" paradigm can actually be inefficient. Management gurus like Jay Shetty advocate for mindfulness and intentionality in business and all aspects of life. Mindfulness in leadership means recognizing employees who recharge are more creative and effective.
According to a recent LinkedIn study, 72 percent of Gen Z workers have quit a job due to inflexibility. Let that sink in. When people feel they have more control over their time, they are more likely to feel optimistic about their job and less likely to burnout--and they stay longer.
See, these younger generations are not demanding less work but defining a more innovative way to work. I am grateful to see Millennials and Gen Z push for new standards of "being available." They are laying the groundwork for a healthier, more sustainable way of life that all generations can benefit from in our increasingly complex technologically advanced world.
Leaders should embrace that this change isn't about accommodating younger workers' demands—it is about moving forward into a more balanced future that will make us all happier and healthier and give us time to be more grateful. I'd love to read your thoughts about a more flexible work world.
This article was firstly published on Chester Elton's LinkedIn.
Chester Elton
Chester Elton is the Author of "Anxiety at Work" & "Leading with Gratitude", an Executive Coach, Keynote Speaker, and Founder of the #findyourgratitude Community. He has spent two decades helping clients engage their employees in organizational strategy, vision and values. In his inspiring and always entertaining talks, Elton provides real solutions for leaders looking to build culture, manage change and drive innovation. His work is supported by research with more than a million working adults across the globe, revealing the proven secrets behind high performance cultures and teams. Elton is co-founder of The Culture Works, a global training company, and author of multiple award winning, #1 New York Times, USA Today and Wall Street Journal bestsellers, All In, The Carrot Principle and The Best Team Wins. His books have been translated into 30 languages and have sold more than 1.5 million copies.
“Counter Mentor Leadership” presents a bold, practical framework for bridging generational gaps in today’s workplace, combining humour, real-world insight, and actionable tools from father-son duo Kelly and Robby Riggs. It is especially relevant for leaders overseeing crossgenerational teams.
Book Summary
The modern workplace is a battleground of generational misunderstandings—Boomers, Gen Xers, Millennials, and Gen Z all bring different expectations, communication styles, and values. The Riggs duo (Boomer father Kelly and Millennial son Robby) argue that traditional top-down leadership is obsolete and offers a new model: Counter Mentor Leadership (CML). The book is divided into four parts:
1. Today’s Workplace – Highlights the chaos of generational clashes and the impact of technology.
2. Leadership is Freaking Hard – A candid look at why old leadership models fail.
3. The COUNTER Mentor Leadership Model – Introduces a fresh approach that blends emotional intelligence, coaching, and transparency.
4. The Solution – Offers tools and meeting structures to implement CML in real teams.
Key Concepts
» BOSS vs. KIDS: Boomers are labelled “BOSS” (Boomer, OldSchool Supervisors) while Millennials are “KIDS” (KnowIt-All Digital Self-Promoters). These caricatures highlight mutual frustrations.
» Emotional Intelligence & Communication: Leaders must develop empathy and clarity to navigate generational expectations.
» Counter Mentor Meetings: Weekly 3–4 hour sessions with direct reports to share updates, explain decisions, and build trust.
» The “Why” Matters: Millennials demand purpose and context, not just instructions.
Counter Mentor Leadership – 5 Key Review Points
1. Leadership Must Evolve
Traditional command-and-control leadership fails in a multigenerational workplace. The Riggs duo argue that effective leaders must shift from being “bosses” to coaches, embracing emotional intelligence, transparency, and adaptability.
2. Generational Stereotypes Are Real—but Not Fatal
Boomers, Gen X, Millennials, and Gen Z often clash due to differing values and communication styles. The book uses humorous caricatures (“BOSS” vs. “KIDS”) to highlight these tensions, but ultimately calls for mutual respect and understanding.
3. The COUNTER Mentor Model is Actionable:
The authors introduce a practical framework, and this model encourages leaders to coach, explain the “why,” and build trust through consistent engagement.
• Connect
• Overcommunicate
• Understand
• Navigate
• Teach
• Empower
• Repeat
4. Weekly Counter Mentor Meetings Are GameChangers
One standout tactic is the structured weekly meeting, which typically lasts 3 to 4 hours and features open dialogue, coaching, and feedback. It’s designed to foster accountability, clarity, and growth across generations.
5. Humor + Honesty = Impact
The book’s tone is irreverent, funny, and brutally honest. The father-son banter adds authenticity, making leadership lessons more relatable and memorable—especially for those navigating complex team dynamics.
Diana Marie is a team member at the Leadership Institute of Sarawak Civil Service attached with Corporate Affairs who found love in reading and writing whilst discovering inspiration in Leadership that Makes a Difference.
“A leader is best when people barely know he exists… when his work is done, his aim fulfilled, they will say: we did it ourselves.”
Lao Tzu