All of our efforts at engagement and retention fall short if we don’t customize growth at an individual level. Business is not about a person working for a company; it’s about a company working for a person.

Threats of inflation and recession have companies preparing for budget restrictions. The one thing you can’t cut, that is instinctive to cut, are the outsiders who are key for your insiders. How do you know who they are?

You want to be a leader that others turn to or go with. But the competition is immense. Leaders who stand out have learned to avoid two pitfalls by focusing on one key element: They know how to be noticed, remembered and talked about.

We think that influential leaders are the ones who have the best to say. It turns out, it’s the ones who have the best to ask. And asking the right questions is a skill not often or easily mastered, especially by those who think they already have it down.

Career stall and role-rut are within your ability to move forward from. Tech-leaders who keep growing are intentional to develop personal, relational, positional and vocational areas that make them better professionals, better leaders, better executives and better experts.

Technology leaders are in an opportune moment to move business forward from transformation into innovation. But there is one critical mistake that will prove costly. Effective technology leaders know how to lead in-between movements and avoid outpacing others.