ReportWire

Tag: Management

  • How the World’s Top Companies Use Experimentation to Outlearn Uncertainty

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    From Airbnb and Booking.com to Amazon and Google, leading companies show how disciplined experimentation turns uncertainty into advantage. Unsplash+

    Leaders at Airbnb wondered whether listings with professional photographs might perform better than those using user-uploaded images. Rather than relying on instinct or anecdote, they ran a controlled experiment: some listings were assigned professional photography, while others retained user-generated photos. The results were striking. Listings with professional photos received more than twice as many bookings and earned hosts over $1,000 more per month. What began as a simple test ultimately led Airbnb to launch a full-scale photography program, transforming how hosts presented their properties and how customers experienced the platform.

    This is experimentation in action: a disciplined approach to uncertainty that allows organizations to uncover insights they might never reach through planning alone. 

    Booking.com reportedly runs over 25,000 experiments each year, a practice that has helped transform it from a small startup into a global travel powerhouse. According to Lukas Vermeer, its director of experimentation, Booking.com runs more than 1,000 experiments simultaneously, often tailoring tests to individual website visitors. These are primarily A/B tests, in which two alternatives are assessed side by side to determine which performs better. Over time, this approach allows the company to optimize entire customer journeys, refining everything from search results to booking flows based on real-world behavior rather than assumptions. 

    What these companies demonstrate is that sustained experimentation fundamentally changes how organizations learn. 

    Why experimentation matters more than ever

    Building a culture of experimentation creates the conditions for unexpected opportunities to surface and be exploited. It encourages organizations to move beyond incremental improvement toward breakthrough innovation, while also improving internal processes and engagement. Employees in experimental cultures tend to be more curious, more resilient and more willing to challenge the status quo. 

    Creating this culture starts with the leaders. For experimentation to take root, leaders must be willing to redefine what success and failure mean. Instead of treating failure as something to be avoided or punished, leaders need to frame it as an essential part of learning. This shift enables a growth mindset in which teams are encouraged to generate ideas, test them quickly and scale what works. Crucially, leadership teams must model this behavior themselves. When leaders visibly test, learn and adapt, experimentation becomes embedded in the organization’s DNA rather than confined to innovation labs or product teams. 

    Empowering employees to test and learn

    A true culture of experimentation empowers employees at every level to test hypotheses and iterate continuously. That requires time, tools and psychological safety. Providing dedicated time for experimentation sends a powerful signal. 3M famously allowed its researchers to spend 15 percent of their time exploring scientific topics or personal interests, regardless of immediate commercial relevance. The policy led to numerous innovations, including the invention of Post-It Notes. 

    Google adopted a similar philosophy, allowing employees to spend 20 percent of their time on side projects. While not every experiment succeeded, the approach produced significant breakthroughs like Gmail and AdSense. By making experimentation an expected part of the job, companies like Google and 3M normalized creative exploration and reduced the fear associated with trying something new. 

    Amazon has taken a related but distinct approach, fostering a culture of “many small bets.” Rather than seeking uncertainty upfront, Amazon continually tests new products, processes and business models, accepting that most experiments will fail, but that a few will deliver outsized returns. 

    Leaders don’t need to replicate these models exactly. Even modest steps, such as allocating one day per month for experimentation, offering workshops or providing small seed budgets, can be enough to spark momentum. 

    Making data the backbone of learning

    Experiment without measurement is just trial and error. Effective experimentation depends on data. Leaders should encourage teams to document their experiments clearly: what hypothesis was tested, what data was collected and what was learned. Results, positive or negative, should be shared openly to maximize organizational learning. Over time, this creates a shared language or evidence and reduces reliance on opinion-driven decision-making. 

    As Adam Savage, the special effects designer and co-host of Mythbusters, has said: “In the spirit of science, there really is no such this as a ‘failed experiment.’ Any test that yields valid data is a valid test.” the essence of this approach is learning: rapid experimentation is vital for outpacing competitors, far more so than simply being right. 

    Reducing fear through structure and play

    Many organizations struggle with experimentation due to fear—specifically, fear of failure. Psychologists describe loss aversion as our tendency to fear losses more than we value gains. In business, this often shows up as risk avoidance, perfectionism and decision paralysis. Leaders must actively normalize failure as a learning mechanism and a key part of progress. Amazon founder Jeff Bezos captured this succinctly when he said, “If you know it’s going to work, it’s not an experiment.” Booking.com’s Lukas Vermeer echoes this philosophy, emphasizing that experiments exist to discover what works, not to prove someone right. 

    Some organizations have gone further by gamifying experimentation. Platforms such as LabQuest have integrated points, badges and leaderboards into testing and user research, turning participation into a game. This approach has reportedly increased engagement and improved data quality, with significantly higher participation rates and more actionable insights compared to traditional methods. Gamification reduces the emotional stakes of failure and reframes experimentation as something engaging rather than intimidating. 

    A simple framework leaders can use

    One practical framework for experimentation is the Build-Measure-Learn-Loop, popularized by Eric Ries in The Lean Startup. It begins with a clear hypothesis: We believe that changing X will improve Y. Teams then run a small, fast, low-cost test, measure the results using relevant metrics and decide whether to scale, refine or abandon the idea. 

    This loop isn’t limited to product development. HR teams can experiment with new onboarding processes. Marketing teams can trial messaging variations. Even finance teams can explore alternative budgeting allocation models. When every initiative is treated as a learning opportunity rather than a final verdict, organizations become more adaptive and resilient. 

    Steven Bartlett, founder of Social Chain and host of The Diary of a CEO podcast, underscores the role leadership plays in this process. “Get your team to conduct fast, fearless experiments—more often,” he advises. Bartlett has described how his social team reports weekly on the tests they’ve run, reinforcing that experimentation is a core expectation. As he puts it, whether teams behave this way ultimately comes “down to the leadership.” 

    Thriving through uncertainty

    In a world changing at unprecedented speed, relying solely on past data and established models is increasingly risky. Markets shift, customer expectations evolve and competitive advantages erode quickly. Experimentation offers a way forward, not by eliminating uncertainty but by learning within it. 

    High-performing companies test, learn and adapt in real time. For leaders, the lesson is clear: the ability to foster experimentation is no longer optional. It is a core capability for navigating unpredictability and uncovering unexpected solutions. 

    The Art of Unexpected Solutions: Using Lateral Thinking to Find Breakthroughs by Paul Sloane was published on the January 3, 2026, by Kogan Page, priced £14.99.

    How the World’s Top Companies Use Experimentation to Outlearn Uncertainty

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    Paul Sloane

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  • A.I. Won’t Eliminate Managers, But It Will Redefine Leadership

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    As A.I. automates information and routine decision-making, it is forcing managers to confront whether they truly know how to lead people. Unsplash+

    The discourse surrounding artificial intelligence in the workplace is thick with dystopian forecasts and utopian promises. Will it eradicate jobs or usher in a new era of human creativity? For managers and leaders, the question is more pointed: will advances in A.I. make my role obsolete? The answer is a definitive no. A.I. will not replace managers. It will, however, act as a great accelerant, stripping away the administrative crutches many have leaned on for decades and laying bare a critical deficit in our organizations: the inability to genuinely manage people.

    For more than a century, the prevailing management model has been one of command-and-control. Managers were expected to be the nexus of knowledge, the primary problem-solvers and the arbiters of work. Promotion into management was typically a reward for attaining technical proficiency in a particular area, creating a legion of what the Chartered Management Institute (CMI) has called “accidental managers”—individuals promoted for their knowledge but utterly unprepared for the human complexities of leadership. In the U.K. alone, the CMI estimates that 82 percent of managers receive no formal preparation or training to take on the people management aspects of their role.

    This is the category of manager that A.I. is coming for. The manager whose primary value lies in holding information, creating reports, assigning tasks and resolving routine problems is standing on a trapdoor. Generative A.I. and advanced analytics can now perform these functions with unprecedented speed and efficiency. Knowledge is no longer power because knowledge is ubiquitous. A recent MIT Sloan study found that access to A.I. tools increased productivity for knowledge workers by over 40 percent, largely by automating the synthesis and retrieval of information—the very tasks that once consumed a manager’s day. When the “what” and the “how” of a task are automated, what is left for a manager to do?

    The answer is everything that truly matters: the “who” and the “why.” What remains are the deeply human skills that A.I. cannot replicate. These include fostering psychological safety, building trust, inspiring motivation, navigating conflict and cultivating an employee’s innate potential. In this new landscape, the manager’s role shifts from chief problem-solver to chief enabler. Success will no longer be measured by the solutions a manager provides, but by the problem-solving capabilities they build within their teams.

    This is where the crisis in management becomes painfully evident. Despite decades of investment the world over in leadership development programs, each busying itself inventing its own version of a management wheel, employee engagement levels remain stubbornly low. Gallup reports that only 10 percent of workers in the U.K., for example, feel engaged in their work. Globally, the share of employees experiencing high daily stress has steadily climbed over the past 20 years to 41 percent, rising to nearly 60 percent for those working under poor management. Together, disengagement and stress are estimated to cost the global economy $8.9 trillion annually, roughly nine percent of global GDP. 

    Traditional management approaches, which emphasize telling, directing and correcting, are misaligned with how people learn and perform. By removing autonomy and short-circuiting learning, they unintentionally fuel disengagement and burnout, precisely the outcomes organizations can least afford in an A.I.-accelerated environment. 

    The solution requires a fundamental reboot of our management operating system. For years, organizations have attempted to retrofit coaching skills onto managers through formal, session-based models like GROW. These models, while effective in executive coaching contexts, are ill-suited for the dynamic, fast-paced reality of frontline management. Time-starved managers rarely have the capacity for scheduled, hour-long coaching conversations, nor the psychological distance required to coach their direct reports while holding them accountable for performance.

    What’s needed instead is a more integrated, behavioral approach that embeds coaching into the fabric of daily interactions. This means shifting from reflexively fixing problems to facilitating better thinking in others, and bringing development into the flow of work. 

    At its core, this approach can be distilled into a simple behavioral sequence summarized as STAR. 

    Stop: The first, and most difficult, step is resisting the instinct to immediately solve the problem when an employee raises an issue. Instead of jumping to an answer, the manager pauses and takes a step back.

    Think: In that pause, the manager assesses whether this is a coachable moment. Is the situation non-urgent? Is there an opportunity for learning rather than rescue?

    Ask: Rather than telling, the manager adopts an inquiry-led approach, using questions to prompt reflection and ownership. A subtle but effective shift is moving from blame-oriented “why?” questions to solution-focused “what?” questions. For example, replacing “Why is this late?” with “What obstacles came up, and what options do we have now?” changes the tone from accusation to collaboration.

    Result: The interaction concludes with clear next steps and follow-up, reinforcing accountability while ensuring the employee owns the outcome and and that there will be an opportunity for appropriate feedback.

    This is not coaching as a formal, scheduled meeting. It’s a 90-second interaction in the hallway or a two-minute exchange on a video call. It’s coaching as a continuous micro-practice. The cumulative impact, however, is macro. Government-sponsored research conducted by the London School of Economics has shown that managers trained in this approach increased the amount of time they spent coaching in the flow of work by 70 percent. The benefits ripple outwards: managers regain time as their teams become more self-sufficient, employees feel more valued and trusted and the organization develops a resilient, adaptive and highly engaged culture.

    A.I. is an epochal technology that will automate complexity and democratize access to knowledge. This transition will be uncomfortable for managers who have built their authority on being the expert in the room. But for those who recognize that the future of leadership lies in human connection, judgment and meaning-making, it represents the greatest opportunity in a generation. 

    The challenge is clear: evolve from a director of tasks into a developer of people. A.I. will increasingly manage the tasks. Leaders must manage meaning and the conditions in which people can do their best thinking. A.I. won’t replace those who fail to make this shift, but it will make them increasingly irrelevant by revealing a new, higher standard of leadership.

    Dominic Ashley-Timms is the CEO of the performance consultancy Notion and co-author of the bestselling book, The Answer is a Question: The Missing Superpower That Changes Everything and Will Transform Your Impact as a Manager and Leader.

    A.I. Won’t Eliminate Managers, But It Will Redefine Leadership

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    Dominic Ashley-Timms

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  • 48 predictions about edtech, innovation, and–yes–AI in 2026

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    As K-12 schools prepare for 2026, edtech and innovation are no longer driven by novelty–it’s driven by necessity. District leaders are navigating tighter budgets, shifting enrollment, rising cybersecurity threats, and an urgent demand for more personalized, future-ready learning.

    At the same time, AI, data analytics, and emerging classroom technologies are reshaping not only how students learn, but how educators teach, assess, and support every learner.

    The result is a defining moment for educational technology. From AI-powered tutoring and automated administrative workflows to immersive career-connected learning and expanded cybersecurity frameworks, 2026 is poised to mark a transition from experimental adoption to system-wide integration. The year ahead will test how effectively schools can balance innovation with equity, security with access, and automation with the irreplaceable role of human connection in education.

    Here’s what K-12 industry experts, stakeholders, and educators have to say about what 2026 will bring:

    AI becomes fully mainstream: With clearer guardrails and safety standards, AI will shift from pilot projects to a natural part of daily classroom experiences. AI tackles the biggest challenges: learning gaps and mental health: Chronic absenteeism, disengagement and widening readiness levels are creating urgent needs, and AI is one of the only tools that can scale support quickly. Hyper-personalized learning becomes standard: Students need tailored, real-time feedback more than ever, and AI will adapt instruction moment to moment based on individual readiness. AI tutoring expands without replacing teachers: Quick, focused bursts of AI-led practice and feedback can relieve overwhelmed teachers and give students support when they need it most. The novelty era of AI is over: In 2026, districts will prioritize solutions that measurably improve student outcomes, relevance and wellbeing, not just cool features.
    –Kris Astle, Education Expert and Manager of Learning and Adoption, SMART Technologies

    In 2026, workforce readiness will no longer be seen as someone else’s responsibility, but will become a collective mission. Schools, employers, families, and policymakers will increasingly work together to connect students’ strengths to real opportunities. Career and technical education (CTE) and industry certifications will move to the center of the conversation as districts rethink graduation requirements to prioritize alignment between student aptitudes and workforce demand. The goal will shift from ‘graduation’ to readiness. Students don’t lack ambition, they lack connection between what they’re good at and where those talents are needed. When education, industry, and community align, that connection becomes clear. The result? A generation that enters the world not just credentialed, but confident and capable.
    —Edson Barton, CEO & Co-Founder, YouScience

    In 2026, schools will continue to prioritize clear, consistent communication between families, students and staff. The expectations around what good communication looks like will rise significantly as communication modality preferences evolve and expand. Parents increasingly rely on digital tools to stay informed, and districts will feel growing pressure to ensure their online presence is not only accurate but intuitive, engaging, accessible and available in real time. New elements such as AI chatbots and GEO practices will shift from “nice-to-have” features to essential components of a modern school communication toolbox. These tools help families find answers quickly, reduce the burden on office staff and give schools a reliable, user-friendly way to reach every stakeholder with urgent updates or important news at a moment’s notice. Historically, digital methods of school-to-home communication have been overlooked or deprioritized in many districts. But as competition for students and teachers increases and family expectations continue to rise, schools will be forced to engage more intentionally through digital channels, which are often the only reliable way to reach families today. As a result, modernizing communications will become a core strategic priority rather than an operational afterthought.
    –Jim Calabrese, CEO, Finalsite

    Educator wellness programs will increasingly integrate with student well-being initiatives, creating a truly holistic school climate. Schools may roll out building-wide morning meditations, joint movement challenges, or shared mindfulness activities that engage both staff and students. By connecting teacher and student wellness, districts will foster healthier, more resilient communities while boosting engagement and morale across the school.
    —Niki Campbell, M.S., Founder/CEO, The Flourish Group

    In 2026, we will see more talk about the need for research and evidence to guide education decisions in K-12 education. Reports on student achievement continue to show that K-12 students are not where they need to be academically, while concerns about the impact of new technologies on student well-being are on the rise. Many in the education space are now asking what we can do differently to support student learning as AI solutions rapidly make their way into classrooms. Investing in research and development with a focus on understanding  teaching and learning in the age of AI will be vital to addressing current education issues.
    —Auditi Chakravarty, CEO, AERDF

    District leaders will harness school safety as a strategic advantage. In 2026, K-12 district leaders will increasingly see school safety as a key driver of their biggest goals–from increasing student achievement to keeping great teachers in the classroom. Safety will show up more naturally in everyday conversations with teachers, parents, and students, underscoring how a secure, supportive environment helps everyone do their best work. As districts point to the way safer campuses improve focus, attract strong educators, and build community trust, school safety will become a clear advantage that helps move the whole district forward.
    —Brent Cobb, CEO, CENTEGIX 

    Learning is no longer confined to a classroom, a schedule, or even a school building. New models are expanding what’s possible for students and prompting educators to reconsider the most effective strategies for learning. A key shift is asking students, “What is school doing for you?” Virtual and hybrid models provide students the space and time to reflect on this question, and these non-traditional approaches are expected to continue growing in 2026. Education is shifting from a focus on test-taking skills to an approach that helps students become well-rounded, self-directed learners who understand what motivates them and are better prepared for career readiness and long-term success. With that comes a need for a stronger emphasis on fostering independence. It’s equally important that students learn to build resilience themselves, and for parents and teachers to recognize that letting students stumble is part of helping them without life-altering consequences will support the best citizens of the future. Aligning education with these priorities is crucial to advancing learning for the next generation.
    –Dr. Cutler, Executive Director, Wisconsin Virtual Academy

    With reading skills continuing to lag, 2026 will be pivotal for improving K–12 literacy–especially for middle school students. Schools must double down on evidence-based strategies that foster engagement and achievement, such as targeted reading interventions that help students build confidence and reconnect with reading. We’ll likely see a strong push for tools like digital libraries and personalized reading programs to help learners gain ground before entering high school. Audiobooks and other accessible digital formats can play a key role in supporting comprehension and fluency, particularly when paired with interactive resources and educator guidance. Middle school remains a crucial stage for developing lifelong reading habits that extend beyond the classroom. The top priority will be closing learning gaps by cultivating meaningful, enjoyable reading experiences for students both in and out of school.
    –Renee Davenport, Vice President of North American Schools, OverDrive

    Virtual set design, which is popular in professional theaters and higher education institutions, is now making its way into K-12 theaters. It allows schools to use the technologies they are familiar with such as short-throw projection technology, and combine it with computer graphics, 3D modeling, real-time rendering, and projection mapping technologies to create visually-stunning sets that could not be created by building traditional sets. A great example of this is highlighted in this eSchool News’ article. Overall, virtual sets elevate theater productions at a fraction of the cost and time of building physical sets, and when students are involved in creating the virtual sets, they learn a variety of tech-related skills that will help them in future careers.
    –Remi Del Mar, Group Product Manager, Epson America, Inc.

    In 2026, more school districts will take deliberate steps to integrate career-connected learning into the K–12 experience. As the workforce continues to evolve, educators recognize that students need more than academic mastery – they need technical fluency, transferable skills, and the confidence to navigate unfamiliar challenges. Districts will increasingly turn to curricula that blend rigorous instruction with meaningful, hands-on experiences, helping students understand how what they learn in the classroom connects to real opportunities beyond it. In turn, we’ll see a growing emphasis on activity-, project-, and problem-based learning that promotes relevance, exploration, and purposeful engagement. This shift will also deepen partnerships between schools, local industries, and higher education to help ensure learning experiences reflect real workforce expectations and expose students to future pathways. By embedding these experiences into daily learning, schools can help students develop a strong foundation for lifelong learning and adaptability–redefining educational success to include readiness for life and work.
    –David Dimmett, President & CEO, Project Lead the Way

    AI will push America’s century-old education system to a breaking point. AI will make it impossible to ignore that our current education priorities are obsolete and, for millions, downright harmful. The root cause? Education’s very failed ‘success’ metrics. At long last, high-school math will get its day of reckoning, with growing calls for redirecting focus toward the ideas that matter, not micro-tidbits that adults never use and smartphones perform flawlessly. Society is in a technology revolution, but how we teach our youth hasn’t changed. Frustration is growing. Students are bored and disengaged. Parents are fearful for their children’s future. Career centers will soon become ghost towns as young people question the relevance of what and how they’re being prepared for the future. The schools that rebuild around problem-solving, reasoning, and genuine human creativity will thrive, while the rest stagnate in unavoidable debate about whether their model has any real-world value.
    —Ted Dintersmith, Founder, What School Could Be

    In 2026, I anticipate several meaningful shifts in early childhood education. First, with growing recognition of the academic, social-emotional, and physical benefits of outdoor learning, more schools will prioritize creating intentional outdoor learning environments. More than just recess time, this means bringing indoor activities outdoors, so children have the chance to not only learn in nature but about nature. Additionally, as we see expansion in early childhood programs across the nation, I expect a continued focus on play-based learning. Research indicates that is how children learn best, and while there is pressure for academics and rigor, early childhood educators know play can provide that very thing. Lastly, while it’s widely known that children use their senses to learn about the world around them, I see educators being more intentional about meeting the sensory needs of all learners in their classrooms. We’ll continue to see a quest to provide environments that truly differentiate to meet individual needs in an effort to help everyone learn in the way that works best for them.
    –Jennifer Fernandez, Education Strategist, School Specialty

    As district leaders look ahead to 2026, there is a widening gap between growing special ed referrals and limited resources. With referrals now reaching more than 15 percent of all U.S. public school students, schools are under increasing pressure to make high-stakes decisions with limited staff and resources. The challenge is no longer just volume–it’s accuracy. Too often, students–especially multilingual leaders–are placed in special ed not because of disability, but because their learning needs are misunderstood. Ensuring that every student receives the right support begins with getting identification right from the start. The districts that will make the most progress in the new year will focus more on improving assessment quality, not speed. This means leveraging digital tools that ease the strain on special ed teachers and school psychologists, streamlining efficiency while keeping their expert judgment at the heart of support. When accuracy becomes the foundation of special ed decision-making, schools can reallocate resources where they’re needed most and ensure that every learner is understood, supported, and given the opportunity to thrive.
    —Dr. Katy Genseke, Psy.D., Director of Clinical Product Management, Riverside Insights

    In the coming year, we’ll see more districts formalize removing cell phone access in classrooms and during the school day, along with reducing passive screen time, as educators grapple with student disengagement and rising concerns about attention, learning, and well-being. This shift will spark a renewed emphasis on real-world, hands-on learning where students can physically explore scientific principles and understand where mathematical and scientific ideas come from. Schools will increasingly prioritize experiences that connect scientific concepts to the real world, helping students build curiosity and confidence in their science and math skills. Ultimately, these changes will result in learners seeing themselves in roles connected to these experiences, such as health sciences, bio tech, engineering, agricultural science, and many more, as a way to engage and prepare them for meaningful and in-demand postsecondary professions or further education.
    –Jill Hedrick, CEO, Vernier Science Education

    Across the country, I’m inspired by how many districts are embracing evidence-based literacy practices and seeking stronger alignment in their approach. At the same time, I see areas where teachers require more consistent training, tools, and support to implement these practices effectively. This moment presents a genuine opportunity for leaders to foster greater coherence and enhance implementation in meaningful ways. Looking toward 2026, my hope is that district leaders embrace a comprehensive, long-term vision for literacy and commit to true alignment across classrooms and grade levels. That means giving teachers the time, structure, and support required for effective implementation; leading with empathy as educators adopt new practices; and recognizing that real change doesn’t come from training alone but from ongoing coaching, collaboration, and commitment from leadership. National data make the urgency clear: reading gaps persist in the early grades and beyond, and too many students enter adolescence without the foundational literacy skills they need. It’s time to change the story by building teacher capacity, strengthening implementation, and ensuring every learner at every level in every classroom has access to high-quality, science-backed reading instruction.
    —Jeanne Jeup, CEO & Founder, IMSE

    If 2023-2025 were the “panic and pilot” years for AI in schools, 2026 will be the year habits harden. The policies, tools, and norms districts choose now will set the defaults for how a generation learns, works, and thinks with AI. The surprise: students use AI less to shortcut work and more to stretch their thinking. In 2023 the fear was simple: “Kids will use AI to cheat.” By the end of 2026, the bigger surprise will be how many students use AI to do more thinking, not less, in schools that teach them how. We already see students drafting on their own, then using AI for formative feedback aligned to the teacher’s rubric. They ask “Why is this a weak thesis?” or “How could I make this clearer?” instead of “Write this for me.” Where adults set clear expectations, AI becomes a studio, not a vending machine. Students write first, then ask AI to critique, explain, or suggest revisions. They compare suggestions to the rubric and explain how they used AI as part of the assignment, instead of hiding it. The technology didn’t change. The adult framing did.
    –Adeel Khan, CEO, MagicSchool

    School safety conversations will include more types of emergencies. In a 2025 School Safety Trends Report that analyzed 265,000+ alerts, 99 percent of alerts were for everyday emergencies, including medical incidents and behavioral issues, while only 1 percent involved campus-wide events, such as lockdowns. Effective school safety planning must include a variety of types of emergencies, not just the extreme. While most people think of lockdowns when they hear “school safety,” it’s critical that schools have plans in place for situations like seizures or cardiac arrest. In these scenarios, the right protocols and technology save lives–in fact, approximately 1 in 25 high schools have a sudden cardiac arrest incident each year. In 2026, I believe wearable panic buttons and technology that maps the locations of medical devices, like AEDs, will become the standard for responding to these incidents.
    —Jill Klausing, Teacher, School District of Lee County 

    One quarter of high seniors say they have no plans for the future, and that percentage will only grow. Educators, nonprofits, and policymakers must work to connect learning with real world skills and experiences because most kids don’t know where to start. DIY digital career exploration and navigation tools are dramatically shaping kids’ futures. High quality platforms that kids can access on their phones and mobile devices are exploding, showing options far beyond a college degree.
    –Julie Lammers, CEO, American Student Assistance

    A significant trend emerging for 2026 is the focus on evidence-based learning strategies that directly address cognitive load and instructional equity. For example, as districts implement the Science of Reading, it will become even more imperative for every student to audibly distinguish soft consonant sounds and phonemes. The hidden challenge is ambient classroom noise, which increases extraneous cognitive load, forcing students to expend unnecessary mental energy just trying to hear the lesson, and diverting their focus away from processing the actual content. Therefore, instructional audio must be treated as foundational infrastructure—as essential to learning as curriculum itself. By delivering the teacher’s voice to every student in the classroom, this technology minimizes the hearing hurdle, enabling all learners to fully engage their brains in the lesson and effectively close achievement gaps rooted in communication barriers.
    –Nathan Lang-Raad, VP of Business, Lightspeed

    AI-driven automation will help schools reclaim time and clarity from chaos: School districts will finally gain control over decades of ghost and redundant data, from student records to HR files through AI-powered content management. AI will simplify compliance, communication, and collaboration: By embedding AI tools directly into content systems, schools will streamline compliance tracking, improve data accuracy, and speed up communication between departments and families. Accessible, data-driven experiences will redefine engagement: Parents and students will expect school systems to deliver personalized, seamless experiences powered by clean, connected data.
    –Andy MacIsaac, Senior Strategic Solutions Manager for Education, Laserfiche

    In the K-12 sector, we are moving away from a ‘content delivery’ model, and toward what I call ‘The Augmented Educator.’ We know that AI and predictive algorithms are improving on the technical side of learning. They can analyze student performance data to spot micro-gaps in knowledge – like identifying that a student is struggling with calculus today because they missed a specific concept in geometry three years ago. That is predictive personalization, and it creates a perfect roadmap for what a student needs to learn. However, a roadmap is useless if the student isn’t fully on board. This is where human-connection becomes irreplaceable. AI cannot empathize with a frustrated 10-year-old. It cannot look a student in the eye and build the psychological safety required to fail and try again. The future of our industry isn’t about choosing between AI or humans; it’s about this specific synergy: Technology provides the diagnostic precision, but the human provides the emotional horsepower. I predict that the most successful tutors of the next decade will be ‘coaches’ first and ‘teachers’ second. They will use technology to handle curriculum planning, allowing them to focus 100 percent of their energy on motivation, pedagogy, and building confidence. That is the only way to keep K-12 students engaged in a digital-first world.
    —Gaspard Maldonado, Head of SEO, Superprof

    If there’s one thing we see every day in classrooms, it’s that students learn differently and at their own pace, which is why committing to personalized learning is the next big step in education. This means moving beyond the old “one-size-fits-all” model and finally embracing what we’ve always known about how learning actually works. Personalization gives students something incredibly powerful: a clear sense of their own learning journey. When the curriculum, instruction, and pacing are tailored to their strengths, interests, and needs, students have better clarity and allow them to engage with their education in a way that they wouldn’t be able to in other ways. And for teachers, this shift doesn’t have to mean more complexity. With the support of smarter tools, especially AI-driven insights, the administrative burden lightens, making space for what matters most: mentoring, connecting, and building meaningful relationships with students. But personalization isn’t just about improving academic outcomes. It’s about helping students grow into resilient, self-directed thinkers who understand how to navigate their own path. When we move from generalized instruction to student-centered learning, we take a real step toward ensuring that every student has the chance to thrive.
    –Lynna Martinez-Khalilian, Chief Academic Officer, Fusion Academy

    The conversation around AI in education won’t be about replacement, it will be about renaissance. The most forward-thinking schools will use AI to automate the mundane so teachers can focus on what only humans can do: connect, inspire, and challenge students to think critically and create boldly. The future belongs to those who can harness both computational power and human imagination.
    –Jason McKenna, VP of Global Educational Strategy, VEX Robotics

    Across sectors, educational ecosystems are rapidly evolving toward skills-focused, technology-enabled, models that prepare students for a dynamic future of work. Learners are using online platforms such as iCEV to access course work, create artifacts, and share their knowledge of the subject in a creative and improved manner. Platforms like this will be utilized by CTE teachers to assist learners in building technical competencies by implementing a variety of learning models.
    –Dr. Richard McPherson, Agricultural Science Teacher, Rio Rico High School in the Santa Cruz Valley Unified School District

    In 2026, districts will confront a widening gap between the growing number of students diagnosed with specialized needs and the limited pool of clinicians available to support them. Schools will continue to face budget constraints and rising demand, which will push the field toward greater consolidation and more strategic partnerships that expand access, especially in regions that have long lacked adequate services. The organizations that succeed will be those able to scale nationally while still delivering localized, student-first support. We expect to see more attention focused on the realities of special education needs: the increasing number of students who require services, the truly limited resources, and the essential investment required in high-quality, integrated support systems that improve outcomes and make a measurable difference in students’ lives.
    –Chris Miller, CEO, Point Quest Group

    The future of K-12 projectors lies in integrated, high-performance chipsets that embed a dedicated Small Language Model (SLM), transforming the device into an AI Instructor Assistant. This powerful, low-latency silicon supports native platforms like Apple TV while primarily enabling real-time, on-board AI functions. Instructors can use simple voice commands to ask the projector to perform complex tasks: running real-time AI searches and summarization, instantly generating contextual quizzes, and providing live transcription and translation for accessibility. Additionally, specialized AI handles automated tasks like instant image auto-correction and adaptive light adjustment for student eye health. This integration turns the projector into a responsive, autonomous edge computing device, simplifying workflows and delivering instant, AI-augmented lessons in the classroom. Epson makes a great ultra short throw product that is well suited for a chipset such as this in the future.
    –Nate Moore, Executive Director of Technology, Kearsley Community Schools

    I anticipate a renewed focus on the classroom technologies that most directly strengthen student engagement. In recent research, 81 percent of K–12 IT leaders reported that student engagement is their primary measure of success, and 91 percent expect interactive tools like interactive displays, classroom cameras, and headsets to increase classroom participation in the coming year. This signals a shift toward investing in tools that enable every student to see and be seen, and hear and be heard across all learning environments. Rather than investing in the next big trend, I believe districts will prioritize technologies that consistently help learners stay focused and engaged. The year ahead will be defined not by rapid experimentation, but by the thoughtful adoption of tools that make learning more immersive, inclusive, and meaningful.
    —Madeleine Mortimore, Global Education Innovation and Research Lead, Logitech

    Technology advancements will continue to accelerate in 2026 which will have a direct impact on teaching and learning. As schools seek out new and innovative ways to engage students and support deeper learning, I predict immersive technologies such as VR (virtual reality), XR (extended reality), and hybrid learning models which integrate traditional in-person teaching and online learning with VR experiences, will become more mainstream.
    –Ulysses Navarrete, Executive Director, Association of Latino Administrators and Superintendents (ALAS)

    In 2026, mathematics education will continue to shift toward teaching math the way the brain learns, prioritizing visual and meaningful context over rote memorization. By presenting concepts visually and embedding them in engaging, real-world context first, students can better understand the structure of problems, build reasoning skills, and develop confidence in their abilities. Districts that implement research-backed, neuroscience-informed approaches at scale will help students tackle increasingly complex challenges, develop critical thinking, and approach math with curiosity rather than anxiety—preparing them for a future where problem-solving and adaptive thinking are essential.
    –Nigel Nisbet, Vice President of Content Creation, MIND Education

    My prediction for 2026 is that as more people start to recognize the value of career and technical education (CTE), enrollment in CTE programs will increase, prompting schools to expand them. Technology will enhance curricula through tools such as virtual reality and artificial intelligence, while partnerships with industry will provide students with essential, real-world experiences. Moreover, there will be a greater emphasis on both technical and soft skills, ensuring graduates are well-prepared for the workforce.
    –Patti O’Maley, Vice Principal & CTE Coordinator, Payette River Tech Academy & Recently Profiled in Building High-Impact CTE Centers: Lessons from District Leaders

    In 2026, schools are poised to shift from using AI mainly as a time saver to using it as a genuine driver of better teaching and learning. Educators will still value tools that streamline tasks, but the real momentum will come from applications that sharpen instructional practice and strengthen coaching conversations. Observation Copilot is already giving a glimpse of this future. It has changed the way I conduct classroom observations by capturing evidence with clarity and aligning feedback to both district and state evaluation frameworks. As tools like this continue to evolve, the focus will move toward deeper instructional insight, more precise feedback, and richer professional growth for teachers.
    –Brent Perdue, Principal, Jefferson Elementary School in Spokane Public Schools

    The upper grades intervention crisis demands action. Most science of reading policies focus on K-3, but the recent NAEP scores showing historically low literacy among graduating seniors signal where policy will move next. States like Virginia are already expanding requirements to serve older students, and I expect this to be a major legislative focus in 2026. The pandemic-impacted students are now in seventh grade and still struggling. We can’t ignore them any longer.
    –Juliette Reid, Director of Market Research, Reading Horizons

    High schools and career and technical education (CTE) centers are increasingly seeking out opportunities to provide immersive, hands-on experiences that prepare students for the workforce. In 2026, we will see a surge in demand for virtual and augmented reality (VR/AR) tools to fill this need. VR/AR experiences promote deeper understanding, better knowledge retention and faster skills acquisition, giving students a realistic way to experience different careers, understand job expectations, and learn transferable skills like communication and teamwork. Whether it’s by letting students virtually step into the role of a nurse, welder, or chef; or enabling them to participate in a VR simulated job interview, VR/AR helps students build knowledge, skills and confidence as they explore career paths and it will be a critical technology for workforce development in 2026 and beyond.
    –Gillian Rhodes, Chief Marketing Officer, Avantis Education, Creators of ClassVR

    In 2026, expect growing urgency around middle school literacy. The students who were in K–3 during the pandemic are now in middle school, and many still haven’t caught up–only 30 percent of eighth graders are reading proficiently, with no state showing gains since 2022. While there is a myth that students transition from learning to read to reading to learn after third grade, the reality is that many older students need ongoing reading support as they take on more complex texts. Years of testing pressure, fragmented time for reading instruction, and limited focus on adolescent literacy have left students underprepared for complex, content-rich texts. In 2026, expect more states and districts to invest in systemic literacy supports that extend beyond elementary school: embedding reading across subjects, rethinking instructional time, and rebuilding students’ stamina and confidence to tackle challenging material. The middle school reading crisis is as much about mindset as mechanics – and solving it will require both.
    —Julie Richardson, Principal Content Designer for Literacy, NWEA

    In 2026, I expect AI in education to shift from novelty to essential infrastructure, provided we keep human involvement and student safety at the center. Across districts we’ve worked with, we consistently see that the  real value of AI is not just in creating faster workflows, but in providing students and teachers with personalized support to result in more effective teaching and learning outcomes. Research and pilot programs show the strongest gains when AI augments human teaching, offering individualized feedback and tailored practice while educators focus on higher-order instruction and student connection. As adoption accelerates, the work ahead is less about whether to use AI and more about building systems that ensure it’s safe, equitable, and pedagogically sound. Beyond just product development,  means districts will need AI strategies that center governance, privacy protections, and investing in professional development so educators have the tools and confidence they need to use AI responsibly.
    —Sara Romero-Heaps, Chief Operating Officer, SchoolAI

    In 2026, K–12 education will reach a critical moment as students navigate an increasingly complex, AI-enabled world. The widening gap between the skills students develop in school and the demands of tomorrow’s workforce will draw growing attention, underscoring the need for Decision Education in classrooms nationwide. Students, parents, teachers, and education leaders are all experiencing uncertainty about the future. Schools and districts will need to integrate Decision Education more systematically so students build the dispositions and skills to make informed choices about their learning, careers, and lives. Strengthening decision-making skills gives students greater agency and helps them navigate uncertainty more effectively. Education leaders who prioritize practical approaches to closing this skills gap will be best positioned to help students thrive in a rapidly changing world.
    –David Samuelson, Executive Director, Alliance for Decision Education

    I believe 2026 will be defined by the power of local communities stepping up. We’ll see grassroots networks of educators, families, and community organizations building new models of support at the city, state, and regional levels. There will be even greater local reliance on family engagement organizations and public-private partnerships ensuring no learner gets left behind. The resilience and creativity of local communities will be education’s greatest strength in the year ahead.
    —Julia Shatilo, Senior Director, SXSW EDU

    Chronic absenteeism hasn’t eased as districts hoped–it’s proving sticky. At the same time, families are exploring and normalizing hybrid and home learning models. These two patterns may share roots in flexibility, agency, and the search for alignment between how students learn and how schools operate. Taken together, they suggest ​​significant changes in how families relate to school. In response, we’ll likely see districts and states focus on earlier, more flexible outreach and clearer visibility into alternative learning pathways–not sweeping reform, but steady adjustments aimed at keeping students connected, however and wherever learning happens.
    —Dr. Joy Smithson, Data Science Manager, SchoolStatus

    The goal for literacy remains the same: Every child deserves to become a capable, confident reader. But our understanding has deepened, and this will shape conversations and best practices ahead. Too often, we’ve examined each dimension of literacy in isolation–studying how children decode words without considering how teachers learn to teach those skills; creating research-backed interventions without addressing how schools can implement them with integrity; and celebrating individual student breakthroughs while overlooking systemic changes needed for ALL students to succeed. We now recognize that achieving literacy goals requires more than good intentions or strong programs. It demands clarity about what to teach, how to teach, how students learn, and how schools sustain success. The future of literacy isn’t about choosing sides between competing approaches, but about understanding how multiple sciences and disciplines can work together through an interdependent, systems-thinking approach to create transformative change. We must strengthen pathways into the profession, provide high-quality teacher preparation programs, support strong leadership, and focus on effective implementation that facilitates high-impact instruction at scale. These aren’t technical challenges but human ones that require solutions that emerge when multiple sciences and systems-thinking converge to drive lasting literacy change–and educational change more broadly.
    –Laura Stewart, Chief Academic Officer, 95 Percent Group

    In 2026, K-12 leaders are done tolerating fragmented data. Budgets are tightening, every dollar is under a microscope, and districts can’t keep making uninformed decisions while insights sit scattered across disconnected systems. When 80 percent of spending goes to people and programs, guesswork isn’t an option. This is the year districts flip the script. Leaders will want all their insights in one place–financial, staffing, and student data together–eliminating silos that obscure the ROI of their initiatives. Centralized visibility will be essential for confident decision-making, enabling districts to spot ineffective spending, remove redundant technology, and strategically redirect resources to interventions that demonstrably improve student outcomes.
    –James Stoffer, CEO, Abre

    America’s 250th anniversary this year will offer an opportunity to connect students with history and civic learning in more interactive and engaging ways. Educators will increasingly rely on approaches that help students explore the stories behind our nation’s landmarks, engage with historical events, and develop a deeper understanding of civic life. By creating hands-on and immersive learning experiences–both in-person and virtually–schools can help students build connections to history and foster the skills and curiosity that support informed citizenship.
    –Catherine Townsend, President & CEO, Trust for the National Mall

    In 2026, AI will move beyond static personalization to create truly adaptive learning paths that adjust in real time. We’ll see systems that can read engagement, emotional tone, and comprehension using signals like voice cues, interaction data, or optional camera-enabled insights. These systems will then adjust difficulty, modality, and pacing in response. The result will be the early stages of a personal tutor experience at scale, where learning feels less like a fixed curriculum and more like a responsive conversation that evolves with the learner. We are going to increasingly see the exploration of immersive learning, and how we can use VR or XR to create tailored experiences to meet specific learning goals. The real potential comes from immersive learning which is backed by learning science and has clear pedagogical patterns: brief, targeted activities that reinforce concepts, whether through gamified exploration or realistic skill-building. The market will mature into offering both creative conceptual journeys and hands-on practice, making immersive learning a strategy for deepening understanding and building real-world skills.
    —Dave Treat, Global CTO, Pearson

    In 2026, edtech will move decisively beyond digital worksheets toward tools that truly enrich the teaching experience. Educators will increasingly expect platforms that integrate curriculum, pedagogy, and professional learning–supporting them in real time, not adding to their workload. With AI and better learning design, edtech will help teachers focus more on student inquiry and collaboration, igniting deeper learning rather than just digitizing old practices.
    —Chris Walsh, Chief Technology & Product Officer, PBLWorks

    This year, a major pivot point will be how schools choose to allocate funding—toward emerging AI programs like ChatGPT’s education initiatives or toward hands-on materials and science equipment that ground learning in the physical world. Determining how we leverage edtech and AI without sacrificing teacher expertise, nuance, or the human connection that makes classrooms thrive will be especially important.
    –Nick Watkins, Science Teacher, Franklin Pierce School District & Vernier Trendsetters Community Member

    In 2026, independent schools will continue to navigate a period of momentum, with many experiencing rising applications and stronger retention. At the same time, leaders will face ongoing challenges: managing tighter staffing ratios, rising operational costs, and the growing gap between financial aid need and available resources; schools that prioritize strategic and nimble framing of the school’s future, innovative partnerships and programs, and intentional community engagement will be best positioned to support their students and families effectively. Independent schools will also face new opportunities and challenges that come from external forces such as the expansion of school choice and the growth of artificial intelligence. Their overall focus will continue to be on creating sustainable, student-centered environments that balance academic excellence and engagement with social-emotional care and access, ensuring independent schools remain resilient, inclusive, and impactful in a rapidly evolving educational landscape.
    –Debra P. Wilson, President, National Association of Independent Schools

    In 2026, technological advancements will continue to transform test preparation, making learning more accessible, personalized, and efficient. AI, adaptive learning, and optimized UI/UX will enable students to focus on mastering content rather than managing resources or navigating cognitive overload. These tools allow learners to target areas of improvement with precision, creating study experiences tailored to individual strengths, weaknesses, and learning styles. AI will play an increasingly central role in personalizing education, such as smarter study plans that adapt in real time, instant explanations that accelerate comprehension, and 24/7 AI tutoring that provides continuous support outside the classroom. As these technologies evolve, test prep will shift from a one-size-fits-all approach to highly customized learning journeys, enabling students to optimize their preparation and achieve measurable outcomes more efficiently. The next wave of AI-driven tools will not just assist learning, they will redefine it, empowering students to engage more deeply and achieve higher results with greater confidence.
    –Scott Woodbury-Stewart, Founder & CEO, Target Test Prep

    Edtech is advancing at an extremely rapid pace, driven by the proliferation of AI and immersive tools. In the next year, there will be leaps in how these technologies are integrated into personalized learning pathways. Specifically, schools will be able to utilize technology to make education much smarter and more personalized via AI, and more immersive and experiential via augmented and virtual reality. Additionally, the integration of gamification and true learning science is likely to broaden the ways students will engage with complex material. With these advancements, educators can expect the emergence of holistic and integrated ecosystems that go beyond just teaching academic content to ones that monitor and support mental health and well-being, build work-applicable skills, offer college and career guidance, develop peer communities, and follow students throughout their academic careers.
    –Dr. A. Jordan Wright, Chief Clinical Officer, Parallel Learning

    In 2026, meaningful progress in math education will depend less on chasing the next new idea and more on implementing proven instructional practices with consistency and coherence. Schools and districts will need to move beyond fragmented reforms and align leadership, curriculum, and instruction around a shared vision of high‑quality math learning. This includes cultivating strong math identity for learners and educators, balancing conceptual understanding with procedural fluency, and ensuring learning builds logically and cumulatively over time. When systems commit to these evidence‑based principles and support teachers with aligned professional learning, the conditions are set for sustained improvements in student math outcomes nationwide.
    –Beth Zhang, Co‑President of Lavinia Group, K12 Coalition

    Laura Ascione
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    Laura Ascione

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  • From Fear to Curiosity: How Great Leaders Reframe Innovation

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    My “aha” moment with AI didn’t start in the boardroom. It started in my music room.

    While I’ve been experimenting with generative AI tools for a few years, when I started exploring how they could help my musical progress, it all clicked for me. Project one was creating visuals to go with music for my brother. I don’t have a coding background, but with AI and a friend’s help, we created a program that could visualize sound for his performance. Next, I created a virtual tutor that helped me accelerate my music production and mastering skills, which I had only recently started exploring.

    These personal experiments really changed how I thought about creativity. AI didn’t make me less creative; if anything, it made me a better creator. It didn’t replace my ideas; it amplified them. The speed of learning had me wanting more, rather than getting stuck in place. And that realization sparked something bigger: If AI could unlock that kind of curiosity in me personally, what could it do for my team professionally?

    Curiosity starts at home
    When I got back to work, I began encouraging everyone at Agiloft to explore AI in their own lives. Not as a corporate initiative, but as an invitation: Try it out, play with it, see what it can do for you.

    I am a firm believer that transformation doesn’t start with technology. It starts with curiosity. You can’t force people to innovate, and you certainly can’t easily train away their fear of new tools. But if they see firsthand how technology can make them more creative—whether that’s in music, writing, or problem solving—they start to approach it with excitement instead of anxiety.

    That shift, from fear to curiosity, is what drives real change. AI is ultimately a human story. It doesn’t replace people; it expands what people are capable of. But in order to get there, leaders have to create a culture where experimentation feels safe and curiosity is rewarded.

    Building a culture of experimentation
    When we started operationalizing AI at Agiloft, we didn’t launch a massive top-down program. We began with what we called an AI Council—a handful of naturally curious employees from across the company who were already tinkering with AI tools. Their goal wasn’t to set policy; it was to learn, share, and inspire.

    As interest grew, that council evolved into an AI Opsteam—a dedicated group that helps scale the best ideas across departments. But even as the structure matured, the spirit always stayed the same: Start small, learn fast, and keep the human at the center.

    That’s something every leader can take to heart. People don’t usually fear technology itself; they fear being left behind by it. Our job as leaders isn’t just to provide new tools, it’s to help our teams reimagine their work and their potential in an AI-powered world.

    To take advantage of that, employees have to start thinking less about their title and more about their rolein the workflow.

    Here’s an example straight from a customer. In their contracting process, multiple teams review every contract, including security. Traditionally, that security step slowed things down by a week (at least) or the contract requestor avoided it. So, they used Agiloft’s prompt lab to build an AI agent that reviews contracts to determine if they even need full security review. And if they do, it pre-redlines them automatically.

    The result? Faster turnaround, 100 percent compliance, and happier humans on both sides of the process. When we focus on goals and outcomes versus rigid ownership, AI becomes an ally that helps everyone do their best work.

    The human transformation behind the tech
    Every CEO today is under pressure to “become AI native.” But the real and persistent challenge isn’t technological—it’s human.

    We’re asking people to reimagine how they work, learn new skills, and see their roles differently. That’s much more than a software rollout; it’s a mindset shift. Leaders have to make space for learning, mistakes, and discovery. Because the companies that thrive won’t just be AI-powered—they’ll be human-powered, first and foremost.

    In my experience as a leader, I’ve learned that curiosity scales best when it’s supported. Phase one is experimentation; phase two is building systems to make those experiments repeatable. Along the way, we invest in necessary upskilling so that no one feels like AI is happening to them—it’s happening with them.

    That’s the balance every leader needs to strike. You can’t lose your humans. The best agents, the smartest models, the fastest tools—they all rely on people who are curious enough to ask the right questions and bold enough to explore the answers.

    The same curiosity that helped me become a better musician has made me a better leader. When people are free to explore—whether that’s through sound, code, or business strategy—they uncover possibilities they never knew existed.

    That’s how fear turns into curiosity. And that’s how curiosity becomes innovation.

     

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    Eric Laughlin

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  • The Real Reason Your Meetings Go Off the Rails

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    Every company has them: the “work spouses.”

    I have five of them on my leadership team.

    We are responsible for important decisions, bold strategies, and the overall direction of our company. Yet sometimes, despite our collective brilliance, we struggle to make smart decisions just like many teams do in a choice-loaded marketplace. We get there in the end, mostly because we practice LQ Listening Intelligence before the debate veers us off course.

    Take our most recent technology purchase debate. The question was simple: Should we adopt a new enterprise platform? Five leaders entered the discussion with five different listening filters. Within minutes, the conversation resembled five tabs of a browser loading completely different websites.

    One person cared about numbers. Another cared about how the team would feel. Someone else focused on workflow impact. One leader was thinking a decade ahead. And another was quietly trying to survive Monday.

    Individually, everyone was thoughtful and competent. But collectively, it felt like a group project that belonged in a corporate escape room. Luckily, we know this is not a competence problem, but rather a listening problem.

    Why active listening is not enough

    Say the word “listening” in a business setting and someone will inevitably preach the virtues of active listening. This usually involves intense nodding, repeating back someone’s words, and a level of eye contact that borders on competitive staring.

    Active listening is not wrong. It is simply incomplete, and in many cases, performative. The intention, empathy, and making someone feel heard, has its place. But it is extremely limited when collaboration and innovation are needed. It also doesn’t explain why two smart people can hear the same information and walk away with completely different conclusions.

    Many leaders describe themselves as good listeners or bad listeners. That framing is inaccurate, too.

    Listening isn’t a moral endeavor. It is a cognitive process. The brain develops patterns that determine what you notice, what you ignore, what you treat as important, and what you write off as irrelevant. These patterns become habitual and automatic, much like an operating system that runs without your permission.

    This is where LQ Listening Intelligence, comes in. Our model and curricula is grounded in nearly two decades of research showing that listening is a brain-based function, not a behavioral performance. LQ Listening Intelligence is backed by the ECHO Listening Profile, our scientifically validated cognitive assessment that measures and identifies four predictable listening filters that shape collaboration, communication, and decision making.

    The 4 listening habits running your meetings

    The Connective habit listens for people, relationships, and trust. The Reflective habit listens through the lens of personal relevance. The Analytical habit listens for data, accuracy, and logic. The Conceptual habit listens for big ideas, future potential, and possibilities.

    These habits are not personality shortcomings. They are cognitive filters built by your experiences, knowledge, and what your brain has decided matters most. They shape decision making long before words are spoken out loud.

    Now imagine a team that does not know which filters are present when making critical decisions. People talk past each other. Someone feels dismissed. Someone else feels pressured. Someone wonders why no one understands what they are saying. Meetings run long. Decisions stall. The problem is not the decision itself. The problem is how everyone is listening to each other.

    Cognitive diversity is a strategic advantage

    The power of LQ is not in making everyone listen in the same way and to immediately agree on the same solution. It is in helping teams understand and leverage the cognitive diversity already in the room. Once leaders understand their dominant listening habits, they can intentionally stretch beyond them. This builds what we call listening muscle.

    • Analytical listeners can embrace uncertainty instead of demanding perfect data.
    • Conceptual listeners can wait for details to settle before leaping into the future.
    • Connective listeners can ask for supporting information instead of relying on intuition.
    • Reflective listeners can zoom out beyond their own department.

    Better decisions come from integrating and harnessing different perspectives, not flattening them.

    Back to the great software showdown

    Our leadership team knows that our different listening habits could derail productive collaboration, so instead of focusing on our competing perspectives, we lean into truly hearing one another’s perspectives and concerns. We leverage our collective brain power while also agreeing on shared decision criteria before evaluating solutions. Our conversation is clearer, shorter, and far more productive. No drama. No politics. No guessing games.

    The bottom line

    Your leadership team does not need to think alike. It needs to listen with awareness and great appreciation for differing viewpoints. When you understand how your brain filters information, you can adapt. When teams understand one another’s filters, collaboration becomes faster and more strategic. You do not reduce conflict. You turn it into useful data, and you make better decisions in less time with lower stress.

    The LQ model is not about paying more attention, unwavering eye contact, nodding harder, or pretending to actively listen. It is about understanding how your mind processes information, appreciating what you may have missed that your colleague prioritized, and using that collective knowledge to make better, more strategic decisions. Because the quality of your decisions will only be as strong as the quality of the conversations that shape them.

    Teams can embrace, but also leverage their differences to be smarter together than any one leader can be on their own.

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    Anne Descalzo

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  • Your COO is Your Most Important Hire

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    Every business reaches a point where vision and hustle aren’t enough to sustain growth. For years, I powered our companies forward through instinct, long hours, and sheer force of will. But as we scaled, the pressure shifted. My calendar was packed, decisions bottlenecked around me, and the pace that once energized me started to weigh me down. I was leading, but I was also juggling—too many decisions, too many details, too many fires.

    That’s when I realized something I wish I had understood earlier: A CEO can have all the vision in the world, but without the right operator beside him or her, that vision eventually stalls.

    For me, that operator was also the person who knows me better than anyone: My wife, Jaime Pfeffer, stepped in as COO.

    Where the CEO role started to crack

    Before Jaime joined the company, I was carrying an invisible load that only showed up in hindsight. I didn’t think of it as being overwhelmed—I told myself it was just part of building something. But looking back, I was:

    • Making decisions too quickly because I didn’t have time to slow down.
    • Staying up at night mentally running through operational gaps.
    • Feeling guilty that I couldn’t give every team the attention they deserved.
    • Sensing that the business was growing faster than my experience and talents could support.

    I’ve always believed in pushing through challenges, but even the strongest founders hit a ceiling. Mine became obvious: I was doing too much, and the business needed more than I could give alone.

    Why vision needs a counterpart

    As we expanded into new areas, dealt with high interest rates, and began exploring new verticals like energy infrastructure, the complexity multiplied. I was still moving fast, but the organization couldn’t always move with me. What we needed wasn’t more speed: it was structure, rhythm, and someone dedicated to building the operational backbone.

    Jaime brought that immediately.

    What a COO brings to the mix

    The best COOs don’t just run operations. They bring the stability, clarity, and cohesion that allow a CEO to lead at a higher level.

    Jaime brought three qualities that changed our trajectory.

    1. She turned raw pace into aligned progress.
    Where I drive forward quickly, Jaime brings everyone along with intention. She created systems that replaced improvisation with consistency—communication rhythms, decision pathways, and simple structures that helped people know what to expect and how to move.

    2. She added emotional intelligence where it mattered most.
    Growth can create tension. Jaime instinctively brought people together, repaired silos, and built trust. She made the organization feel more grounded and more connected, even during challenging times.

    3. She created space I didn’t realize I needed.
    By taking ownership of operational complexity, she gave me room to breathe. I could think again. Plan again. Focus on the future without feeling pulled backward by daily fires. That shift changed not just the business, but how I showed up as a leader.

    The unique dynamic of a husband–wife, CEO–COO team

    Mixing marriage and business can sound risky, but when the dynamic is right, it becomes a genuine advantage. Here are two benefits of a husband-wife, CEO-COO team:

    1. Trust accelerates everything.

    There are no politics between us, no posturing, no hesitation. Alignment is instant, and decisions move faster because our values and priorities are shared.

    2. We see challenges from different but complementary angles.

    I think in terms of expansion and possibility. Jaime sees systems, stability, and team cohesion. That combination creates better decisions—and a calmer, healthier company.

    Our partnership works not because we’re spouses, but because we’re complementary operators who share a life outside the office.

    Turning real control over to anyone is difficult. Turning it over to your spouse forces you to confront your own ego and insecurities. Empowering Jaime didn’t diminish my role; it strengthened it. It gave me back clarity, purpose, and the room to lead instead of manage.

    Most importantly, it gave the business the stability and focus it needed to keep growing.

    Traits of a transformative COO

    Whether your COO is your spouse or not, the best partnerships share the same traits:

    A great COO is a force multiplier

    Today’s environment demands operational discipline. With Jaime as COO, our company is more resilient, more aligned, and better prepared for what’s ahead.

    A COO doesn’t just run operations—he or she elevates the CEO, the culture, and the entire team.

    Leadership isn’t about carrying everything.

    It’s about finding the partner who helps everyone rise—sometimes in business, and sometimes in life.

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    Gideon Pfeffer

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  • How Your Loneliness May May Be Harming Your Whole Company

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    Leading a company can sometimes be a lonely proposition — you have to remain a little dispassionate, a little bit apart, and make decisions that affect your staff, choices only you can make. But a new report shows that leadership loneliness can sometimes hit a little too hard and can impact how the whole workplace performs. There’s plenty you can do to mitigate the problem, though, if you’re suffering as a lonely leader.

    In a new research paper, a team of psychologists and management researchers looked into loneliness in the workplace and highlighted several reasons why managers may feel particularly lonely. Unsurprisingly, they relate directly to the demands of being a leader, as well as daily corporate realities. As managers rise through the ranks, the researchers note, status and responsibility increase—as does the distance and personal disconnection from their subordinates and peers. To build connections requires showing a degree of vulnerability, but pressures of being a manager and its obligations, like having to maintain confidentiality, can take precedence over cultivating more social, personal connections. 

    Writing at science news site Phys.org, the scientists note they also investigated the impact of this kind of management loneliness. On days when leaders were feeling lonely they tended to directly engage less with their work duties and also had lower levels of engagement with team members—something of a paradox. The impact didn’t end there, either, and researchers also found that when their respondents got home, they also distanced themselves more from other people, creating a kind of feedback loop that perpetuated feelings of isolation into the following workday. This habit, the scientists think, may explain why managers can feel lonely for extended periods. 

    The impact on the overall workplace is also notable, they explain. A manager’s feeling of loneliness can influence how they interact with their teams in ways that mean they may be less open about sharing, possibly avoiding feedback, and even appearing withdrawn. If workers and peers pick up on this, it can have a knock-on effect on morale, harm the dynamics of teams that rely on upbeat, fast-paced communications and even lower job performance. 

    In the study, the scientists remark in conclusion that “transient loneliness” is a “hidden but consequential barrier to effective leadership,” because of the way it isolates leaders and leads to a loop of self-isolating behaviors. 

    But they also found that a strong “nonwork identity,” which means engaging with family and friendship groups in “real life” situations, can mitigate some of the effects: while a manager may still feel isolated when at work, after-work social connections can reset some of these feelings so they can arrive at work the next day refreshed, and not feel stuck in a worsening spiral. 

    You may have gotten to this point and felt that this is all just common sense: as a manager having “real life” friends and family is actually what life is all about, and of course organizing, say, a party or other social event can fill up your social batteries enough that you can cope with another day of feeling set apart from your team.

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    Kit Eaton

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  • The Outspoken CEO Behind the World’s Fastest-Growing Arms Maker

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    Earlier this year, Armin Papperger opened a new factory that will allow his company to produce more of an essential caliber of artillery shell than the entire U.S. defense industry combined. 

    Surrounded that day by dignitaries, including the head of the North Atlantic Treaty Organization, the Rheinmetall RHM -2.21%decrease; red down pointing triangle chief executive was riding a wave of post-Cold War military spending that is reshaping the global arms trade.

    Copyright ©2025 Dow Jones & Company, Inc. All Rights Reserved. 87990cbe856818d5eddac44c7b1cdeb8

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    Alistair MacDonald

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  • Students must intentionally develop durable skills to thrive in an AI-dominated world

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    Key points:

    As AI increasingly automates technical tasks across industries, students’ long-term career success will rely less on technical skills alone and more on durable skills or professional skills, often referred to as soft skills. These include empathy, resilience, collaboration, and ethical reasoning–skills that machines can’t replicate.

    This critical need is outlined in Future-Proofing Students: Professional Skills in the Age of AI, a new report from Acuity Insights. Drawing on a broad body of academic and market research, the report provides an analysis of how institutions can better prepare students with the professional skills most critical in an AI-driven world.

    Key findings from the report:

    • 75 percent of long-term job success is attributed to professional skills, not technical expertise.
    • Over 25 percent of executives say they won’t hire recent graduates due to lack of durable skills.
    • COVID-19 disrupted professional skill development, leaving many students underprepared for collaboration, communication, and professional norms.
    • Eight essential durable skills must be intentionally developed for students to thrive in an AI-driven workplace.

    “Technical skills may open the door, but it’s human skills like empathy and resilience that endure over time and lead to a fruitful and rewarding career,” says Matt Holland, CEO at Acuity Insights. “As AI reshapes the workforce, it has become critical for higher education to take the lead in preparing students with these skills that will define their long-term success.”

    The eight critical durable skills include:

    • Empathy
    • Teamwork
    • Communication
    • Motivation
    • Resilience
    • Ethical reasoning
    • Problem solving
    • Self-awareness

    These competencies don’t expire with technology–they grow stronger over time, helping graduates adapt, lead, and thrive in an AI-driven world.

    The report also outlines practical strategies for institutions, including assessing non-academic skills at admissions using Situational Judgment Tests (SJTs), and shares recommendations on embedding professional skills development throughout curricula and forming partnerships that bridge AI literacy with interpersonal and ethical reasoning.

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    ESchool Media Contributors

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  • Collaboration Is the New Currency

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    There was a time when success was measured by how much you could control. The corner office. The solo byline. The patent. The mic. But the tides have shifted. In today’s interconnected world, success is measured by how open you are to cocreating a future that’s bigger than any one vision, title, or brand.

    In boardrooms, community centers, faith spaces, and creative studios alike, we’re witnessing a quiet revolution. The old playbook—built on competition, hierarchy, and scarcity—no longer holds the answers. Power is shifting from institutions to ecosystems, from dominance to partnership, from “mine” to “ours.” And the leaders who will shape this next era? They understand one undeniable truth: Collaboration is the new currency. And those who build together will define what comes next.

    Collaborative capital

    Recently, I was honored to participate in the launch of the Leadership Council for Healthier Communities (LCHC)—a groundbreaking initiative powered by CHC: Creating Healthier Communities. This wasn’t just a meeting of minds; it was a bold reimagining of how change gets made. The council brought together a mosaic of voices: corporate leaders, nonprofit champions, government partners, faith-based organizers, and grassroots community builders. I didn’t just feel like I was in the room—I felt like I was in the right room.

    Not because of status, but because of synergy. CEOs sat beside community organizers. Health system executives made space for local advocates. Philanthropists and policymakers leaned in—not with power plays, but with shared purpose. No one came to prove ownership. We came to build alignment. And in that alignment, something powerful emerged: the realization that the most valuable form of capital in that room wasn’t financial. It was relational.

    This is what I call collaborative capital. It’s a force more powerful than funding. Collaborative capital accelerates trust. It multiplies impact. It builds legitimacy. It fuels innovation much faster than money alone. It’s what happens when people choose partnership over posturing. And when that kind of energy fills a room, it’s magnetic.

    Collaboration is a discipline

    We’re living in a time where the myth of the solitary genius is fading. The notion that one person or one institution can drive transformative change alone no longer fits the complexity of the world we live in. Real progress isn’t built by the loudest voice or the most polished brand. It’s built by the boldest collaborators—the people willing to move from ego systems to ecosystems.

    Because the real flex? Isn’t owning the table. It’s being brave enough to build a new one.

    And this shift isn’t just philosophical—it’s strategic. In a world full of overlapping challenges and interdependent solutions, the organizations that thrive will be those that master the art of collaboration.

    But let’s be clear: Collaboration isn’t a buzzword. It’s a discipline. It’s a decision. And it requires structure. Shared data. Transparent goals. Aligned incentives. Far too often, we treat collaboration like a press release instead of a practice. But the work of partnership is operational, not ornamental. The magic doesn’t come from the announcement. It comes from accountability.

    Cocreation, not competition

    What I experienced during the LCHC launch reminded me that we don’t need more talking heads—we need more proving grounds. More brave spaces where business, philanthropy, and community can cocreate—not compete. Spaces where trust is the new driver of change, shared purpose is the new profit, and alignment is the new advantage.

    Wealth, in this new ecosystem economy, isn’t measured in dollars. It’s measured in the depth of your partnerships. The strength of your trust networks. The credibility of your collaborations. Every shared insight, every relationship built on integrity, every mission-aligned partnership becomes a compounding asset. This is the new balance sheet of leadership.

    And so, I leave you with this: The question of this era is no longer, “Who has the most influence?” It’s, “Who can move the most people together toward something greater?” That’s the real currency. That’s the future. LCHC didn’t just launch an initiative; it launched a movement. A movement proving that collaboration isn’t the opposite of ambition—it’s the evolution of it. One that says we don’t have to compete to be relevant, but we have to collaborate to be revolutionary.

    The next generation of visionaries, disruptors, and changemakers won’t lead alone. They’ll lead together. And when history looks back on this moment, it won’t ask who led the loudest. It will ask who led with others. Because the boldest thing a leader can do right now is collaborate.

    The final deadline for the 2026 Inc. Regionals Awards is Friday, December 12, at 11:59 p.m. PT. Apply now.

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    Angel Livas

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  • Should You Fire Employees Who Won’t Learn to Use AI Tools?

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    One overarching narrative about the rise of AI technology is that it threatens millions of people’s jobs via advanced automation, and many reports show just how nervous workers are that they’ll suffer this fate. Another AI narrative suggests that company leadership is so eager to reap AI’s promises in terms of boosted productivity and lower costs, that they’re pressing new AI tools into use without properly training their workforce, and just expect results to happen. Now a new report stitches these two narratives into a disturbing new one: the majority of executives in a survey said that they’d prefer to fire a worker who refuses to learn and adopt AI tools.

    The data, from multinational U.S.-based office staffing company Kelly Services, shows that 59 percent of the senior executives surveyed would replace workers who “resist adopting” AI tools, news site HRDive notes. An even greater share of executives—fully 79 percent—think that pushing back against the AI revolution is a “greater threat to someone’s job than the technology itself.” 

    These managers, Kelly’s report says, think that AI should function the way AI boosters say it will: freeing up time for frontline workers to actually work on meaningful, higher-value tasks during their time in the office. Think of duties like collaborating with team members, mentoring junior workers and sharing their expertise and knowledge—all tasks that should, in theory, achieve workplace goals and tasks more quickly and smoothly.

    On the flip side, Kelly’s data shows that the workers who actually are expected to use AI are much more doubtful about its actual performance. Under half (47 percent) say they think it helps them save time. Around one in three says they’re just not seeing the benefits that AI promises. 

    The gap between management expectation and worker experience is stark here. Kelly’s report notes that despite this, “nearly all organizations are utilizing AI in some form,” even as they’re experiencing “technical challenges, security concerns, and slow user adoption.” And the vast majority of managers (80 percent) say that their company’s AI rollout is stuttering because their teams “lack the expertise” to use the tech properly.

    There are clear flaws in some of the thinking exhibited by managers here: AI is indeed a promising tech, but many experts warn that it’s not necessarily able to perform all the wonderful things that are promised. Some surveys even suggest that AI tools may be slowing certain workers down. AI technology is also not a panacea for all of a company’s ills—it’s not just something you can adopt and magically see the benefits. Report after report suggests that when you roll out AI to your workers you need to educate and then re-educate your workers on the benefits, best practices and risks of the tech you’re asking them to use simply because the cutting edge is advancing so very quickly (and the cybersecurity risks are advancing swiftly too). 

    You can also argue that Kelly’s data does neatly demonstrate that there’s a new ivory tower effect happening. Executives are simply expecting workers to use AI tools, even as they may be dismissing their workers’ concerns that they’re helping to hone the tech that one day may replace them: certain industries are already experiencing AI-related layoffs, for example. There’s a trust and leadership imbalance in place, and with such broad executive-level support for AI, this could create a toxic work environment. 

    What’s your big takeaway from this for your company?

    Firstly, you need to be aware that despite your hopes that AI will immediately transform your business, the truth is it may not. Barriers like staff reluctance, training time, AI tool issues and more may be stifling the opportunity to benefit from AI.

    Kelly’s report suggests a couple of tricks to solve this, which may be easier to implement in a smaller, more hands-on company than a larger corporate enterprise. For example, the report suggests linking career development to a workers’ AI fluency—a maneuver easily achieved by linking bonuses and promotions to demonstrated skills with AI. Directly addressing workers’ fears by performing “hands-on demos that illustrate how AI helps talent succeed” may also be useful. And you should definitely talk to and listen to your workers after you roll out AI tech: they may be encountering real difficulties, indicating that you need to try better training programs or perhaps that you’ve chosen the wrong AI tools for the task at hand.

    The final deadline for the 2026 Inc. Regionals Awards is Friday, December 12, at 11:59 p.m. PT. Apply now.

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    Kit Eaton

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  • From silos to systems: The digital advantage in schools 

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    Key points:

    When I first stepped into my role overseeing student data for the Campbell County School District, it was clear we were working against a system that no longer served us.

    At the time, we were using an outdated platform riddled with data silos and manual processes. Creating school calendars and managing student records meant starting from scratch every year. Grade management was clunky, time-consuming, and far from efficient. We knew we needed more than a patchwork fix–we needed a unified student information system that could scale with our district’s needs and adapt to evolving state-level compliance requirements. 

    Over the past several years, we have made a full transition to digitizing our most critical student services, and the impact has been transformational. As districts across the country navigate growing compliance demands and increasingly complex student needs, the case for going digital has never been stronger. We now operate with greater consistency, transparency, and equity across all 12 of our schools. 

    Here are four ways this shift has improved how we support students–and why I believe it is a step every district should consider:

    How centralized student data improves support across K-12 schools

    One of the most powerful benefits of digitizing critical student services is the ability to centralize data and ensure seamless support across campuses. In our district, this has been a game-changer–especially for students who move between schools. Before digitization, transferring student records meant tracking down paper files, making copies, and hoping nothing was lost in the shuffle. It was inefficient and risky, especially for students who required health interventions or academic support. 

    Now, every plan, history, and record lives in a single, secure system that follows the student wherever they go. Whether a student changes schools mid-year or needs immediate care from a nurse at a new campus, that information is accessible in real-time. This level of continuity has improved both our efficiency and the quality of support we provide. For districts serving mobile or vulnerable populations, centralized digital systems aren’t just convenient–they’re essential.

    Building digital workflows for student health, attendance, and graduation readiness

    Digitizing student services also enables districts to create customized digital workflows that significantly enhance responsiveness and efficiency. In Campbell County, we have built tools tailored to our most urgent needs–from health care to attendance to graduation readiness. One of our most impactful changes was developing unified, digital Individualized Health Plans (IHPs) for school nurses. Now, care plans are easily accessible across campuses, with alerts built right into student records, enabling timely interventions for chronic conditions like diabetes or asthma. We also created a digital Attendance Intervention Management (AIM) tool that tracks intervention tiers, stores contracts and communications, and helps social workers and truancy officers make informed decisions quickly. 

    These tools don’t just check boxes–they help us act faster, reduce staff workload, and ensure no student falls through the cracks.

    Digitization supports equitable and proactive student services

    By moving our student services to digital platforms, we have become far more proactive in how we support students–leading to a significant impact on equity across our district. With digital dashboards, alerts, and real-time data, educators and support staff can identify students who may be at risk academically, socially, or emotionally before the situation becomes critical. 

    These tools ensure that no matter which school a student attends–or how often they move between schools–they receive the same level of timely, informed support. By shifting from a reactive to a proactive model, digitization has helped us reduce disparities, catch issues early, and make sure that every student gets what they need to thrive. That’s not just good data management–it’s a more equitable way to serve kids.

    Why digital student services scale better than outdated platforms

    One of the most important advantages of digitizing critical student services is building a system that can grow and evolve with the district’s needs. Unlike outdated platforms that require costly and time-consuming overhauls, flexible digital systems are designed to adapt as demands change. Whether it’s integrating new tools to support remote learning, responding to updated state compliance requirements, or expanding services to meet a growing student population, a digitized infrastructure provides the scalability districts need. 

    This future-proofing means districts aren’t locked into rigid processes but can customize workflows and add modules without disrupting day-to-day operations. For districts like ours, this adaptability reduces long-term costs and supports continuous improvement. It ensures that as challenges evolve–whether demographic shifts, policy changes, or new educational priorities–our technology remains a reliable foundation that empowers educators and administrators to meet the moment without missing a beat.

    Digitizing critical student services is more than a technical upgrade–it’s a commitment to equity, efficiency, and future readiness. By centralizing data, customizing workflows, enabling proactive support, and building scalable systems, districts can better serve every student today and adapt to whatever challenges tomorrow may bring.

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    Sara Douglas, Campbell County Schools

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  • Inside the Trust Recession: What’s Driving the Crisis in Modern Leadership

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    From admitting what you don’t know to listening with real empathy, today’s leaders must rebuild trust one honest interaction at a time. Unsplash+

    Trust. Without it, every relationship disintegrates into dust. Today’s workplace is being reshaped by forces that make trust harder to build and easier than ever to lose. Artificial intelligence is accelerating decision cycles. Hybrid work has reduced organic connection. And after years of economic volatility, employees are more skeptical of leadership notices and more sensitive to signs of inconsistency. We’ve become obsessed with automation without connection and conversations without intention. The result is reactive behavior that breeds short-term thinking and corrodes long-term reputation. Instant gratification, whether in communication, decision-making or performance expectations, is rapidly eroding trust at scale.

    According to the 2024 Edelman Trust Barometer Global Report, 61 percent of respondents worry that business leaders are purposely trying to mislead people by communicating things that are false or exaggerated. The trust deficit is real, and growing. But the path forward doesn’t rely on better dashboards or more polished messaging. It lies in leaders doing something that machines cannot: making human connection a priority. Here are three potent ways to build trust as a leader today.

    Become the trusted guide

    Many leaders have felt it: the sting of not knowing an answer in a moment when everyone expects certainty. Traditional leadership norms reward omniscience, so admitting “I don’t know” can feel like weakness. But here’s the truth: imperfection equals connection. Your relationship with authenticity is tested most in high-stakes moments. When you’re asked a question you can’t answer, you have two options:

    Option 1: Pretend. This reactive move puts you out of integrity with yourself and breaks trust with the person opposite you. 

    Option 2: Own your truth. Counterintuitively, this sparks connection, demonstrates integrity and signals competence, ultimately accelerating trust in any business relationship.

    Imagine you’re on a call with the CTO of a new client. All eyes are on you, including the three team members you invited to shadow the session. You get a question you can’t answer. Try this: “That’s a really good question that I don’t have an answer for. Here’s what I’ll do: after our conversation, I’ll dig into it and find you an answer—and if that fails, I’ll connect you with the right person who can. Does that sound fair?”

    The trust-building power lies in your tone, warmth and curiosity. You’re increasing your credibility stock for both your client and your team. And in an era when A.I. can simulate certainty but not sincerity, humility is a competitive advantage. 

    Acknowledge others for their gifts

    Research from Professor Norihiro Sadato of Japan’s National Institute for Physiological Sciences found that receiving a compliment activates the same part of the brain (the striatum) as receiving a financial award. In other words: authentic praise feels like currency. Internal recognition—specific, timely and real—encourages people to express themselves without fear, drop the mask and own their gifts.  

    Picture this: it’s the first five minutes of your weekly all-hands meeting, and you decide to acknowledge your colleague for something you observed yesterday: “The way you handled that difficult conversation with the marketing team was incredible. You stayed calm, listened deeply and asked intentional questions. Watching you navigate that moment inspired me to handle conflict with more presence.”

    This public recognition not only inspires your colleague to own his genius, but it also reinforces this conscious behavior at scale. However, the final sentence is where the magic lies. It signals to your team that you are a work-in-progress, just like them (a.k.a. a human being). Do this right, and you’ll become not only a relatable leader but also an influential one. When your compliment embodies authenticity, specificity and impact, trust will find you. 

    In a moment when employee engagement is declining and burnout is rising, small acknowledgments like this have an oversized impact. They scale trust by modeling the psychological safety everyone says they want but few leaders intentionally build. 

    Deeply listen (not just actively)

    Most leaders can recite the definition of “active listening.” Carl Rogers and Richard Farson introduced it back in 1957 as a way of deeply understanding another person’s perspective. They described it as a tool that “requires that we get inside the speaker, that we grasp, from their point of view, just what it is they are communicating to us. More than that, we must convey to the speaker that we are seeing things from their point of view.” Rogers and Farson believed that those on the receiving end of this kind of listening cultivate emotional maturity, become less defensive, and develop better self-awareness.

    But here’s the challenge: in today’s distracted workplaces—Slack pings, hybrid meetings, compressed timelines—active listening often collapses into surface-level validation. 

    Let’s walk through an example. You’re in a 1:1 meeting with your newest hire. Halfway through the conversation, you say: “I hear you. It sounds like imposter syndrome is the issue, and you’re worried about not hitting the ground running in your new role.” It’s technically correct, but emotionally absent. Your hire heard your words, but doesn’t feel that you’ve truly empathized with her experience.

    Try this instead: “I can feel the nerves in your energy, and I know everything feels overwhelming right now. On one hand, it seems like you’re excited about the challenge ahead; on the other, you’re telling yourself a story that you’re not worthy of this role. Given you’ve never felt this way before joining a new company, I know this must be extremely challenging. Just know we deeply believe in you, and we’re here to support you every step of the way.”

    Deep listening transforms how people relate to you. Here, you’re empathizing with their experience, describing the energy you’re sensing and tapping into your intuition. Deep listening transforms how people relate to you. It helps new hires feel grounded. It builds rapport that lasts for years, not months. And in a world where employees increasingly doubt whether leaders truly understand them, empathy has become strategic. 

    The trust recession isn’t hypothetical. It’s showing up everywhere, with employees second-guessing leadership decisions, managers hesitant to communicate for fear of being misinterpreted, teams defaulting to short-term wins over long-term alignment, A.I.-driven workflows creating speed but also skepticism and uncertainty and noise drowning out nuance. 

    In this environment, people aren’t craving perfect leaders. They’re craving human ones—leaders with integrity, humility and presence. If you want to overcome the trust deficit inside your company, start by looking in the mirror. Trust is not rebuilt through memos, dashboards or A.I.-generated talking points. It’s rebuilt through daily behaviors, small moments and consistent humanity. When you embody the change you want others to follow, that’s where real impact begins. 

    Ravi Rajani is a global keynote speaker, communication expert, and the author of Relationship Currency: Five Communication Habits for Limitless Influence and Business Success 

    Inside the Trust Recession: What’s Driving the Crisis in Modern Leadership

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    Ravi Rajani

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  • Giving Feedback Is Hard. Here’s How Top CEOs Get Better At It

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    A company is nothing without the people who keep it running—but how can you, as a business leader, ensure those people are bringing their best selves to work?

    That knotty question was the subject of the latest installment of Your Next Move, Inc.’s ongoing series of interviews with top business leaders.

    “Without good performance management, your best people might leave and your worst habits stick around,” Inc. editor-in-chief Mike Hofman explained at the top of Thursday’s episode, which was produced in collaboration with Capital One Business. “We’re going to talk about how founders can build a sustainable and effective approach to managing performance as their companies scale.”

    Joining Hofman in conversation were two CEOs from the wider Inc. community: Daniel Chait, co-founder of repeat Inc. 5000 honoree Greenhouse, which offers hiring software; and Christie Horvath, founder of the pet insurance company Wagmo, which entered the Inc. 5000 pantheon this year at No. 1,082.

    Performance management can be uncomfortable, Horvath said, since it often involves telling an employee that they’re not doing their job perfectly. That means having hard conversations—something that Chait emphasized is a skill you can hone through practice.

    “Defining what good is—even knowing, ‘What are you trying to manage that person to do?’—isn’t always so obvious,” he said. “What good versus great actually means requires a lot of thought. It’s not always easy to get right.”

    At one point, faced with an executive team that was struggling to give and receive feedback, the Greenhouse chief executive even brought in an outside expert who shared a feedback framework with the team: “Get a micro-yes, and then talk about the behavior and how it made you feel. … You have this little checklist in your head.”

    Horvath also recommended role-playing the feedback process ahead of time so that leaders can get comfortable approaching those conversations with staff.

    Of course, sometimes feedback isn’t enough and you have to let someone go. When that’s the case, Horvath said, it’s always best to get it over with.

    “Every time I’ve ever had to exit somebody, I’ve always wished we’d done it sooner,” she explained. “It’s never worth waiting. Your company is so much more resilient than you think; your team is so much more resilient than you think. It really detracts from your top performers. So it is your job to make the unpopular decision [and] make sure that your top performers are surrounded by other top performers.”

    The moment you start thinking about letting someone go, Chait added, is probably the right time to do it. That’s likely what’s best for both the organization and the individual, who would probably be a better fit elsewhere, he explained.

    But you can make those decisions less painful.

    “Be great at hiring,” Chait advised. “If I knew that I could hire an amazing ‘A’ player the minute this person’s out of that seat, I feel much more comfortable about making that change, whereas part of the fear that people always have is, ‘Gosh, if I get rid of this person, I don’t know if … the next person will be as good.’”

    Another key consideration when it comes to managing your team is burnout. Sometimes there will be stretches of high-intensity crunch, Chait acknowledged, but it’s generally important to create a sustainable work culture so that when those periods do come up, everyone’s ready to handle them.

    “I’ve had conversations with people in my teams,” he said, “where I’ve told them, ‘You’re creating a risk for the business in the way you’re working. You haven’t taken a Saturday or a Sunday off in three months. One day you’re going to come to me when I don’t know it’s gonna happen, and you’re going to catastrophically explode and quit—and that creates a big problem for me.’”

    When it comes to making performance management a day-to-day task, both executives have developed their own distinct processes and philosophies. Horvath, for instance, asks her direct reports to check in with her about their strategic performance—on an “out of the weeds” level of abstraction–every month.

    “’Let’s take a step back,’” she’ll say. “’How are you feeling about how you’re doing this month? Are you feeling supported?’ That way, when you get to that semiannual or whatever performance review, where it’s all documented and it’s a whole process, there’s no surprises.”

    A poll of the audience watching this episode reinforces this notion:

    Chait, meanwhile, said he’s sought to implement an ethos of “good is good” at his company.

    “If everybody at the company did their job to a good level, we’d be in a really good spot—but it’s not great,” he explained. “What does it really mean to be transformational? What does it really mean to be great? … That’s a better place for us to find ourselves in.”

    The early-rate deadline for the 2026 Inc. Regionals Awards is Friday, November 14, at 11:59 p.m. PT. Apply now.

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    Brian Contreras

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  • Truth vs. risk management: How to move forward

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    Key points:

    In the world of K-12 education, teachers are constantly making decisions that affect their students and families. In contrast, administrators are tasked with something even bigger: making decisions that also involve adults (parents, staff culture, etc.) and preventing conflicts from spiraling into formal complaints or legal issues. Therefore, decisions and actions often have to balance two competing values: truth and risk management.

    Some individuals, such as teachers, are very truth-oriented. They document interactions, clarify misunderstandings, and push for accuracy, recognizing that a single misrepresentation can erode trust with families, damage credibility in front of students, or most importantly, remove them from the good graces of administrators they respect and admire. Truth is not an abstract concept–it is paramount to professionalism and reputation. If a student states that they are earning a low grade because “the teacher doesn’t like me,” the teacher will go through their grade-book. If a parent claims that a teacher did not address an incident in the classroom, the teacher may respond by clarifying the inaccuracy via summarizing documentation of student statements, anecdotal evidence of student conversations, reflective activities, etc.

    De-escalation and appeasement

    In contrast, administrators are tasked with something even bigger. They have to view scenarios from the lens of risk management. Their role requires them to deescalate and appease. Administrators must protect the school’s reputation and prevent conflicts or disagreements from spiraling into formal complaints or legal issues. Through that lens, the truth sometimes takes a back seat to ostensibly achieve a quick resolution.

    When a house catches on fire, firefighters point the hose, put out the flames, and move on to their next emergency. They don’t care if the kitchen was recently remodeled; they don’t have the time or desire to figure out a plan to put out the fire by aiming at just the living room, bedrooms, and bathrooms. Administrators can be the same way–they just want the proverbial “fire” contained. They do not care about their employees’ feelings; they just care about smooth sailing and usually softly characterize matters as misunderstandings.

    To a classroom teacher who has carefully documented the truth, this injustice can feel like a bow tied around a bag of garbage. Administrators usually err on the side of appeasing the irrational, volatile, and dangerous employee, which risks the calmer employee feeling like they were overlooked because they are “weaker.” In reality, their integrity, professionalism, and level-headedness lead administrators to trust the employee will do right, know better, maintain appropriate decorum, rise above, and not foolishly escalate. This notion aligns to the scripture “To whom much is given, much is required” (Luke 12:48). Those with great abilities are judged at a higher bar.

    In essence, administrators do not care about feelings, because they have a job to do. The employee with higher integrity is not the easier target but is easier to redirect because they are the safer, principled, and ethical employee. This is not a weakness but a strength in the eyes of the administration and that is what they prefer (albeit the employee may be dismissed, confused, and their feelings may be hurt, but that is not the administration’s focus at all).

    Finding common ground

    Neither perspective (truth or risk management) is wrong. Risk management matters. Without it, schools would be replete with endless investigations and finger-pointing. Although, when risk management consistently overrides truth, the system teaches teachers that appearances matter more than accountability, which does not meet the needs of validation and can thus truly hurt on a personal level. However, in the work environment, finding common ground and moving forward is more important than finger-pointing because the priority has to be the children having an optimal learning environment.

    We must balance the two. Perhaps, administrators should communicate openly, privately, and directly to educators who may not always understand the “game.” Support and transparency are beneficial. Explaining the “why” behind a decision can go a long way in building staff trust, morale, and intelligence. Further, when teachers feel supported in their honesty, they are less likely to disengage because transparency, accuracy, and an explanation of risk management can actually prevent fires from igniting in the first place. Additionally, teachers and administrators should explore conflict resolution strategies that honor truth while still mitigating risk. This can assist in modelling for students what it means to live with integrity in complex situations. Kids deserve nothing less.

    Lastly, teachers need to be empathetic to the demands on their administrators. “If someone falls into sin, forgivingly restore him, saving your critical comments for yourself. You might be needing forgiveness before the day’s out. Stoop down and reach out to those who are oppressed. Share their burdens, and so complete Christ’s law. If you think you are too good for that, you are badly deceived” (Galatians 6:1-3). This scripture means that teachers should focus less on criticizing or “keeping score” (irrespective of the truth and the facts, and even if false-facts are generated to manage risk), but should work collaboratively while also remembering and recognizing that our colleagues (and even administrators) can benefit from the simple support of our grace and understanding. Newer colleagues and administrators are often in survival mode.

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    Dr. Yuvraj Verma, Bessemer City Middle School and William Howard Taft University

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  • Why Your Team Isn’t Listening  

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    Every leader I’ve ever met believes they’re a good communicator. After all, if you’ve made it into a leadership role, you’ve probably spent years giving presentations, running meetings, and guiding conversations. Communication comes with the territory. 

    And yet, what you say and what your team actually hears are rarely the same thing. 

    That gap is costing you more than you think. It’s costing trust. It’s costing productivity. And in too many cases, it’s costing you your best people. 

    The solution isn’t to repeat yourself more often or to hold another training session on “active listening.” The problem is deeper. The real issue is self-awareness. 

    The listening illusion 

    Harvard Business Review published research showing that while 95 percent of people believe they’re self-aware, only 10 to 15 percent actually are. That means most leaders are giving directions and coaching their teams without fully realizing how they come across. 

    Here’s the danger: Leaders who lack self-awareness don’t know what they’re missing. They may believe they’re projecting confidence, but their team hears arrogance. They may think they’re being clear, but their team hears confusion. They may feel they’re listening, but their team feels ignored. 

    It’s not just miscommunication—it’s a loss of credibility. 

    The blind spots leaders miss 

    Blind spots show up in small ways, but they have an outsized effect. A few of the most common: 

    • Talking more than listening. Leaders often equate airtime with authority, when in reality it can signal insecurity. 
    • Assuming silence equals agreement. Silence more often signals resistance—or worse, disengagement. 
    • Treating everyone the same. Not every team member processes information the way you do. 
    • Failing to confirm understanding. Asking “Any questions?” isn’t the same as making sure the message landed. 

    Individually, these moments may not seem like much. Together, they create frustration, friction, and in many cases, turnover. 

    Personality styles at play 

    Here’s the part few leaders consider: Your team isn’t bad at listening. They’re just wired to listen in different ways. 

    One framework that explains this difference is the four-color personality model: 

    • Fiery Red: fast, direct, results-driven. Reds want clarity and action, not a backstory. 
    • Sunshine Yellow: energetic, enthusiastic, people-focused. Yellows thrive on stories and vision. 
    • Earth Green: calm, patient, relational. Greens value harmony and thoughtful discussion. 
    • Cool Blue: analytical, cautious, precise. Blues want data, logic, and time to think. 

    Picture your last meeting. A Fiery Red may have wanted to move straight to decisions while a Cool Blue was quietly worrying about missing details. A Sunshine Yellow may have been brainstorming loudly while an Earth Green just wished for a slower pace. 

    What feels like a “listening problem” is actually a self-awareness problem. When you don’t recognize these differences, you miss half the conversation. 

    The real cost of not being heard 

    When people don’t feel heard, the damage runs deep. 

    • Trust breaks down. Employees stop speaking up when they think it won’t make a difference. 
    • Innovation slows. Great ideas are lost if they’re delivered in a style the leader can’t hear. 
    • Top performers leave. They’ll choose leaders who recognize their contributions. 
    • Productivity drags. Misunderstandings mean rework, missed deadlines, and frustration. 

    These aren’t “soft costs.” They directly hit culture, performance, and retention. 

    Turn awareness into action 

    Here’s the good news: Self-awareness can be built. The first step is noticing, and from there, applying a few simple practices. 

    1. Know your style. 
    Do you lead with Red energy? Yellow? Green? Blue? Each comes with strengths—and blind spots. Identify your style here 

    2. Notice others. 
    Ask yourself: Who’s in the room? Do they speak quickly or slowly? Do they want details or big-picture vision? Do they draw energy from discussion or prefer to think first? 

    3. Adapt. 
    Meet people where they are. With Reds, keep it short and direct. With Yellows, bring the energy. With Greens, allow time and invite their input. With Blues, back up your ideas with data. 

    4. Check for understanding. 
    Don’t stop at “Any questions?” Instead, try prompts like: 

    • “What’s one concern you see with this plan?” 
    • “How would you explain this to someone else?” 
    • “What would give you more confidence moving forward?” 

    These small shifts change the entire dynamic. 

    Why this matters now 

    Business today is faster, louder, and more complex than ever. Strategies shift overnight. Technology is rewriting how teams work. The noise isn’t going to quiet down. 

    The leaders who thrive will not necessarily be the ones with the newest tools or biggest budgets. They’ll be the ones who walk into a room, read the energy, and make people feel seen, heard, and valued. 

    That’s not charisma. It’s not a gift. It’s practiced self-awareness. 

    And here’s the hard truth: If your team isn’t listening, it’s not their fault. It’s your blind spot. 

    A practical first step 

    If you’re ready to bridge the gap between what you say and what your team hears, start here: 

    • Share it with your team and encourage them to do the same. This alone will change the way you run meetings. 
    • The cost of low self-awareness isn’t just miscommunication. It’s missed opportunities, lost trust, and untapped potential. 

    Once you start noticing, you’ll never lead the same way again. 

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    Scott Schwefel

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  • Business Leaders Are Looking Inward to Bridge Talent Gaps 

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    Faced with skills shortages and economic uncertainty, companies are realizing that the fastest, most resilient path forward may be found in the people they already employ.  

    One of the most striking findings from our 2025 State of Online Recruiting Report is the surge in internal hiring, which typically involves promoting a top performer or moving someone laterally. In just one year, the proportion of employers turning to their own workforces to fill open roles jumped from 16.9 percent to 42.3 percent. That’s a 150-percent increase.  

    Internal hiring offers the benefits of filling positions faster and more confidently, while keeping budgets lean. Rather than spending weeks or months searching for the perfect external candidate who might not work out anyway, you’re developing the people who are already invested in your success and understand your culture and processes.  

    But there’s more to it: The sharp uptick in employers hiring from within signals that leaders across industries are rethinking how they build and sustain talent. Essentially, you’re creating career pathways that engage and retain your workforce to succeed in the future. However, you’ll need to continually invest in your workforce’s development to ensure your best employees can step into new roles equipped with the right skills and knowledge.  

    Upskill and reskill  

    Our research also showed that 27.8 percent of employers have upskilled or reskilled current employees in the past year. This is a good sign that companies aren’t just arbitrarily promoting or moving people to avoid external recruiting costs. Whether upskilling initiatives involve formal training courses, mentorships, or on-the-job learning, the goal is to enhance performance, prepare associates for future roles, and keep your business competitive in a changing market. 

    Another trend I’m hearing from industry leaders is that upskilling and reskilling are especially valuable future-proofing strategies given the aging and retiring workforce. Training employees to assume vacant positions and take over certain tasks from retirees can be more effective than bringing in someone new to fill an experienced worker’s shoes. Once again, you’re reshaping your existing assets—your people—to meet tomorrow’s challenges.  

    Further, upskilling and reskilling can be beneficial in instances where older employees choose to remain in the workforce or delay or phase their retirement. Empowering them to learn new skills keeps them relevant, enriches their work experience, and makes your organization more agile.  

    Boomerangs and pipelines 

    A closer look at our report’s data suggests that internal hiring isn’t the only talent acquisition tactic employers are embracing that involves candidates who are right under their noses. Our survey found that 30.8 percent of companies had rehired former staff, also known as “boomerang” employees, in the past year.  

    When you bring someone back who is familiar with your company—and with whom you still have a good relationship—you can accelerate your time-to-hire. As with promoting or hiring from within, you do not have to recruit from square one. In addition, the boomerang may also return with new skills, experiences, and perspectives gained elsewhere during their hiatus, adding fresh value.  

    Aside from boomerangs, employers are also turning to their talent pipelines to quickly fill roles, with 36.9 percent of survey respondents reporting they hired from their pipeline in the past year. If you’re unfamiliar with this term, talent pipelines are commonly made up of candidates who have previously applied for jobs with your company but didn’t quite make the cut. They might have shown potential but were more suited for another type of role or narrowly missed out on the eventual hire.  

    Pipelining can also involve connecting with passive candidates from resume databases, networking events, alumni networks, referrals, and more; however, you’ll need to nurture those relationships to ensure your connections will eventually want to work for you. Think of your pipeline as your insurance policy—you always have a solid candidate pool ready on deck to meet future hiring needs.  

    Play the talent long game 

    Regardless of economic conditions, strategies like internal hiring, upskilling, and pipelining are effective ways to acquire and develop the right people. Instead of getting caught in an endless cycle of recruit-hire-replace, such approaches can help build sustainable talent ecosystems. And, if these trends continue, internal hiring and upskilling could redefine workforce development and talent management for the next decade. 

    But at the end of the day, making workforce development, work starts with hiring the right people in the first place. Don’t just hire someone to tick a box or fill an immediate gap. Once you get top-quality talent in the door, invest in their growth and guide them to best use their strengths to further your organization’s mission—and make their work meaningful and fulfilling. Ultimately, business leaders who play the talent long game will be the ones who come out on top, no matter what the labor market brings.  

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    Steve Flook

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  • How Chevron Got Caught in the Clash Between the U.S. and Venezuela

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    When Chevron won a new license to drill in Venezuela, it celebrated a return to one of the world’s richest oil regions, where it had operated for more than a century. Three months later, the company is in a bind.

    The Trump administration has amassed the biggest American military buildup in the Caribbean since the 1980s to exert pressure on Venezuelan strongman Nicolás Maduro. The U.S. has carried out airstrikes on alleged drug boats, killing dozens. Land targets could come next, President Trump has said.

    Copyright ©2025 Dow Jones & Company, Inc. All Rights Reserved. 87990cbe856818d5eddac44c7b1cdeb8

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    Collin Eaton

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  • How districts can avoid 4 hidden costs of outdated facilities systems

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    Key points:

    School leaders are under constant pressure to stretch every dollar further, yet many districts are losing money in ways they may not even realize. The culprit? Outdated facilities processes that quietly chip away at resources, frustrate staff, and create ripple effects across learning environments. From scheduling mishaps to maintenance backlogs, these hidden costs can add up fast, and too often it’s students who pay the price. 

    The good news is that with a few strategic shifts, districts can effectively manage their facilities and redirect resources to where they are needed most. Here are four of the most common hidden costs–and how forward-thinking school districts are avoiding them. 

    How outdated facilities processes waste staff time in K–12 districts

    It’s a familiar scene: a sticky note on a desk, a hallway conversation, and a string of emails trying to confirm who’s handling what. These outdated processes don’t just frustrate staff; they silently erode hours that could be spent on higher-value work. Facilities teams are already stretched thin, and every minute lost to chasing approvals or digging through piles of emails is time stolen from managing the day-to-day operations that keep schools running.  

    A centralized, intuitive facilities management software platform changes everything. Staff and community members can submit requests in one place, while automated, trackable systems ensure approvals move forward without constant follow-up. Events sync directly with Outlook or Google calendars, reducing conflicts before they happen. Work orders can be submitted, assigned, and tracked digitally, with mobile access that lets staff update tickets on the go. Real-time dashboards offer visibility into labor, inventory, and preventive maintenance, while asset history and performance data enable leaders to plan more effectively for the long term. Reports for leadership, audits, and compliance can be generated instantly, saving hours of manual tracking. 

    The result? Districts have seen a 50-75 percent reduction in scheduling workload, stronger cross-department collaboration, and more time for the work that truly moves schools forward.

    Using preventive maintenance to avoid emergency repairs and extend asset life

    When maintenance is handled reactively, small problems almost always snowball into costly crises. A leaking pipe left unchecked can become a flooded classroom and a ruined ceiling. A skipped HVAC inspection may lead to a midyear system failure, forcing schools to close or scramble for portable units. 

    These emergencies don’t just drain budgets; they disrupt instruction, create safety hazards, and erode trust with families. A more proactive approach changes the narrative. With preventive maintenance embedded into a facilities management software platform, districts can automate recurring schedules, ensure tasks are assigned to the right technicians, and attach critical resources, such as floor plans or safety notes, to each task. Schools can prioritize work orders, monitor labor hours and expenses, and generate reports on upcoming maintenance to plan ahead. 

    Restoring systems before they fail extends asset life and smooths operational continuity. This keeps classrooms open, budgets predictable, and leaders prepared, rather than reactive. 

    Maximizing ROI by streamlining school space rentals

    Gymnasiums, fields, and auditoriums are among a district’s most valuable community resources, yet too often they sit idle simply because scheduling is complicated and chaotic. Paper forms, informal approvals, and scattered communication mean opportunities slip through the cracks.

    When users can submit requests through a single, digital system, scheduling becomes transparent, trackable, and far easier to manage. A unified dashboard prevents conflicts, streamlines approvals, and reduces the back-and-forth that often slows the process. 

    The payoff isn’t just smoother operations; districts can see increased ROI through easier billing, clearer reporting, and more consistent use of unused spaces. 

    Why schools need facilities data to make smarter budget decisions

    Without reliable facilities data, school leaders are forced to make critical budget and operational decisions in the dark. Which schools need additional staffing? Which classrooms, gyms, or labs are underused? Which capital projects should take priority, and which should wait? Operating on guesswork not only risks inefficient spending, but it also limits a district’s ability to demonstrate ROI or justify future investments. 

    A clear, centralized view of facilities usage and costs creates a strong foundation for strategic decision-making. This visibility can provide instant insights into patterns and trends. Districts can allocate resources more strategically, optimize staffing, and prioritize projects based on evidence rather than intuition. This level of insight also strengthens accountability, enabling schools to share transparent reports with boards, staff, and other key stakeholders, thereby building trust while ensuring that every dollar works harder. 

    Facilities may not always be the first thing that comes to mind when people think about student success, but the way schools manage their spaces, systems, and resources has a direct impact on learning. By moving away from outdated, manual processes and embracing smarter, data-driven facilities management, districts can unlock hidden savings, prevent costly breakdowns, and optimize the use of every asset. 

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    Shane Foster, Follett Software

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  • Stop Working in Your Business and Start Working on It

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    As a founder of a third-party warehousing and fulfillment company, I get a lot of exposure to other founders and business leaders. A common theme that seems to plague all business leaders is getting out of the business so you can work on the business.

    If this is a concept you are unfamiliar with, working in the business is the day-to-day operations that are absolutely required to keep the business running. Working on the business involves the non-essential items for daily operations—tasks that are easily procrastinated but essential for growth and scaling. 

    Learning to differentiate between the two is the first step in moving out of the business so you can work on it.

    Let go of the day to day

    All business leaders struggle with this. The day to day is clear, and knowing the next fire to put out is obvious. It is a comfortable place where we achieve immediate, actionable results—a daily dose of dopamine. Founders especially struggle with this because our organization is our baby. Giving up control over the day-to-day can be terrifying—not only for our sense of self-worth and accomplishment but also due to the fear that others may fall short of our standards.

    Regardless of these fears and excuses, it is a necessary and worthwhile adventure to make the transition from being in your business to working on it. It is how you go from having a job to owning a company. It takes your organization from a startup to a true enterprise.

    Create a written framework around company values

    I operated my company, NovEx Supply Chain, for five years before I made a true effort to step out of the business and work on it. At that time, I was wearing so many hats that recovering 50 percent of my time seemed like a monumental feat.

    My first attempt at this was hiring a consultant to come in and help me with processes. That lasted about three weeks and cost me entirely too much money. At the time, I was simultaneously recruiting for a chief operating officer, a position that was new to our organizational chart. It was more than double the salary of any role I had previously had on my staff and even more than my own payroll. Despite the cost, I knew I was going to have to invest in my company if I wanted to create the capacity to grow it.

    While this hire was not a magic button that removed me from the business, it did get us started in the right direction. The COO I hired helped me create a written framework around the values I was already practicing within NovEx. Being explicit with our values gave us more power to guide our growth and staffing. We were able to build a team that I could trust with more of the day to day. Over time we implemented the correct roles to push accountability down the line and free up more of my time to work on the business.

    Set a deadline for transformation

    There were a lot of hiccups along the way. Nearly two years into the process I was feeling frustrated with our progress. My husband had joined the company to assist me with business development, but we still were not growing as I knew we could. He felt like I had the wrong person in the role. We had a theoretical academic when what I needed a tactical operator to build out the standard operating procedures required to complete my transformation from owner and doer to president and scaler.

    By December 2024, I had been on this journey to transition out of the day to day since March 2023. I am a procrastinator by nature. I need firm deadlines to force my hand. So, we planned a 17-day trip to Europe for late June 2025, a trip that would require the business to operate without me. A true deadline for the transformation.

    Overcome the myth of indispensability

    All the tasks I had been holding onto out of fear became critical to transition. The myth of indispensability, the idea that no one could do it like I could do it, had to be overcome. By March it was clear to me that I had the wrong structure in place, and we made a change. The transition felt like a setback, but we were more resilient as an organization than we had been two years earlier. We had not achieved the goals I had set but the progress was real and measurable.  Having a COO helped me to realize that what we really needed was a strong operations manager and an HR director. Together they would be able to finish building out the team and processes so I could focus on growing and scaling the company. 

    I took that trip in June and it went beautifully. My family made amazing memories, and I was able to leave work behind. I answered a few questions and took a few phone calls to show support, but overall, I was disconnected and on vacation. It was the first time in eight years of business that I had taken a true vacation where I didn’t work. I was able to focus on my family with confidence that my clients and employees would be just fine when I returned.

    Your business can’t be dependent on one person

    We still have more progress to make. I am still trying to figure out exactly what leadership structure works for us. I am also still getting comfortable with allowing people to do things at a slightly lower caliber than I would. I take comfort in knowing that I am creating an organization that can exist without me, a true company that isn’t dependent on any one person or role, one that can grow and scale to whatever heights I can imagine for it. That gives me the courage and the power to keep moving forward and working toward my goals.

    Letting go of the day to day didn’t make me less important to my company; it made me more valuable. And it gave me the freedom to build both the business and the life I envisioned.

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    Kelsey Hensley

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