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Forbes
5 days ago
- Business
- Forbes
Feed Forward: How Great Leaders Communicate For Growth
Souzan Bachir is Executive and Team Coach at Mira Coaching & Consulting. getty Communication is about building trust, clarity and connection. The way leaders communicate shapes how teams collaborate, navigate challenges and grow. When feedback becomes part of everyday conversation, instead of being reserved for when things go wrong, it transforms into a powerful tool for development. As a leader, your communication becomes the blueprint others follow. Whether you realize it or not, people mirror how you speak, respond under pressure and handle challenges. That's why leadership begins with self-awareness. Your words and tone set the emotional temperature of your organization. I often see leaders skip over problems or issue directives without context, assuming everyone is on the same page. But assumptions create confusion, not clarity. Effective communication means pausing to ensure alignment, explaining the 'why' behind decisions and creating space for others to contribute. The goal is genuine dialogue. Leaders sometimes fall into patterns of talking at people rather than with them, turning communication into a one-way street. Or they overload conversations with detail, losing the purpose in the process. True influence comes when communication is intentional, open and grounded in mutual understanding. When leaders engage in multi-way conversations, they cultivate trust, psychological safety and a culture where people feel heard. That's the kind of environment where teams thrive and leadership communication moves from reactive to truly impactful. When done well, feedback is about guiding someone toward what they can do next. I believe feedback should be treated as a growth conversation, not a performance judgment. It's not just about what happened in the past; it's about looking forward, empowering the person and exploring what's possible. I often call it 'feed forward' because that shift in mindset helps people see it as an opportunity, not a critique. Instead of telling someone what they did wrong, I invite them to reflect. I might ask, 'How do you think that went?' or 'What would make it better next time?' That opens the door to self-awareness and accountability, without triggering defensiveness. I encourage leaders to let go of tired formulas like the 'feedback sandwich.' Most people see right through it—it feels scripted and can shut people down before they truly engage. Instead, I use the GROW model by Sir John Whitmore: define the goal, assess the current reality, explore options, and decide on the way forward. The GROW framework works across performance conversations, coaching moments and peer-level check-ins, creating structure and fostering ownership. At its best, feedback highlights strengths, explores next steps and builds confidence. It's a conversation, not a correction. And when delivered with curiosity and care, feedback becomes one of the most powerful leadership tools we have. Feedback shouldn't be limited to when something goes wrong. It should be part of the everyday rhythm of how teams operate. One of the most powerful things leaders can do is normalize feedback by modeling it themselves. That means not just giving feedback, but also actively seeking it from peers and team members. When leaders show they're open to growth, it signals to everyone that feedback is not a threat—it's a shared tool for learning. We need to shift feedback away from being tied only to performance metrics or moments of failure. A holistic feedback culture includes celebrating soft skills, mindset and effort, not just results. Too often, I see teams race from one goal to the next without stopping to acknowledge what went well. Leaders must create space to celebrate wins just as much as they coach through challenges. Recognition should happen publicly, boosting morale and reinforcing positive behaviors. But when it comes to developmental feedback, it's best done in private, where it can be delivered with care and clarity. Both acknowledgment and feedback are essential; we need the yin and yang. People thrive when they feel seen not only for what needs to improve but also for what they're doing right. Ultimately, we all want to grow. When feedback becomes a natural, respected part of the culture, it fuels that growth for individuals and for the organization as a whole. To make feedback meaningful and safe, leaders must start with intention. Before offering any input, it's important to clarify the purpose: Why are we having this conversation? What area of growth are we aiming to support? Setting that intention helps create clarity and reduces defensiveness. Equally important is the need to ground feedback in observable behaviors, not assumptions or personal labels. Saying, 'In the last meeting, I noticed you stayed quiet,' opens up a constructive dialogue. Saying, 'You're too quiet,' shuts it down. Feedback should be specific, situational and framed in a way that invites reflection rather than resistance. The most impactful feedback conversations are collaborative. Instead of simply pointing out what needs to change, ask, 'How can I support you?' That simple question shifts the tone from correction to partnership. It reassures them they're not alone, support is available and encouraged.. Ultimately, feedback isn't about having the answers as a leader. It's about facilitating growth by helping others see where they are now, where they want to go and how you can help them get there. That's when feedback becomes a catalyst for progress instead of a source of fear. Great leadership is about listening, connecting and creating space for growth. When communication is rooted in trust and feedback is reframed as 'feed forward,' people feel empowered to improve and contribute. By modeling openness and normalizing feedback, leaders build a culture where learning is constant and acknowledgment is valued. That's how organizations and the people within them truly grow. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
National Post
15-05-2025
- Business
- National Post
Meradia Expands North American Footprint with Launch of Canadian Entity
Article content MONTRÉAL — Meradia, LLC, a leading US-based management consultancy specializing in Investment Operations and Technology transformation, is pleased to announce the launch of its Canadian affiliate, Meradia Canada Inc., headquartered in Montréal, Quebec. Article content Article content Canada is home to some of the world's most sophisticated investment managers, including Canadian pension funds, which have long been pioneers in private market investments. This sophistication means Canadian managers are challenged by a particularly unique and complex operational and technical landscape. Article content 'Meradia is uniquely positioned to address our Canadian clients' challenges with our deep expertise and proven methodologies,' said Scott A. Wybranski, CEO of Meradia. 'We have seen growing demand for our services in Canada over the past five years. Establishing Meradia Canada Inc. demonstrates a strong commitment to our Canadian clients.' Article content Meradia Canada Inc. will build a dedicated local team, tapping into Canada's rich talent pool. The Canadian affiliate will leverage Meradia's proven delivery accelerators and training programs to ensure consistent, high-quality results. Article content Montréal will serve as a strategic hub for Meradia's operations throughout the country, offering tailored consulting services to enhance data-driven decision-making and create scale in investment operations. Meradia's existing leadership will temporarily oversee Canadian operations until a full-time Canadian CEO is hired. Article content Meradia is a leader in operations and technology consulting for investment management. Since 1997, we have provided strategic advisory and implementation services that transform operational processes, performance, analytics, and reporting. Our consultants leverage decades of experience in investment performance measurement, front-to-back operations, and technical platforms to create scalable solutions. Our extensive portfolio includes institutional asset managers, asset owners, OCIOs, wealth, trust, and insurance companies. Article content Article content Article content Article content Article content Article content
Associated Press
15-05-2025
- Business
- Associated Press
Meradia Expands North American Footprint with Launch of Canadian Entity
MONTRÉAL--(BUSINESS WIRE)--May 15, 2025-- Meradia, LLC, a leading US-based management consultancy specializing in Investment Operations and Technology transformation, is pleased to announce the launch of its Canadian affiliate, Meradia Canada Inc., headquartered in Montréal, Quebec. Canada is home to some of the world's most sophisticated investment managers, including Canadian pension funds, which have long been pioneers in private market investments. This sophistication means Canadian managers are challenged by a particularly unique and complex operational and technical landscape. 'Meradia is uniquely positioned to address our Canadian clients' challenges with our deep expertise and proven methodologies,' said Scott A. Wybranski, CEO of Meradia. 'We have seen growing demand for our services in Canada over the past five years. Establishing Meradia Canada Inc. demonstrates a strong commitment to our Canadian clients.' Meradia Canada Inc. will build a dedicated local team, tapping into Canada's rich talent pool. The Canadian affiliate will leverage Meradia's proven delivery accelerators and training programs to ensure consistent, high-quality results. Montréal will serve as a strategic hub for Meradia's operations throughout the country, offering tailored consulting services to enhance data-driven decision-making and create scale in investment operations. Meradia's existing leadership will temporarily oversee Canadian operations until a full-time Canadian CEO is hired. About Meradia Meradia is a leader in operations and technology consulting for investment management. Since 1997, we have provided strategic advisory and implementation services that transform operational processes, performance, analytics, and reporting. Our consultants leverage decades of experience in investment performance measurement, front-to-back operations, and technical platforms to create scalable solutions. Our extensive portfolio includes institutional asset managers, asset owners, OCIOs, wealth, trust, and insurance companies. For more information, please visit View source version on CONTACT: Meradia Marketing – Laurie J. Hesketh [email protected] KEYWORD: NORTH AMERICA CANADA INDUSTRY KEYWORD: PROFESSIONAL SERVICES DATA ANALYTICS FINANCE FINTECH ASSET MANAGEMENT CONSULTING SOURCE: Meradia, LLC Copyright Business Wire 2025. PUB: 05/15/2025 12:25 PM/DISC: 05/15/2025 12:24 PM
Techday NZ
06-05-2025
- Business
- Techday NZ
Asia-Pacific leads global tech talent as AI boosts job market
A recent report from CBRE has found that the eight largest global tech talent markets, each with over 500,000 tech workers, are all located in the Asia-Pacific region. The Global Tech Talent Guidebook 2025, released by CBRE, explores the shifts in technology talent across the Asia-Pacific area and highlights the increasing competition in Artificial Intelligence (AI) development which is creating new opportunities for skilled workers. Rohini Saluja, Managing Director and Head of Consulting and Integrated Client Solutions, Asia Pacific for CBRE, commented on the changing nature of the sector, stating, "AI will catalyse the next economic growth cycle, producing significant economic value and real estate demand. We are seeing tech talent anchored in APAC, shifting from general engineering to specialized AI roles. India and China are now competing with the largest markets in the U.S. and the U.K., while niche talent pools are emerging in places like Singapore." The report indicates that the prospects for the tech industry and demand for its workforce remain strong, driven by the ongoing digital transformation of economies globally. Ada Choi, Head of Research, Asia Pacific, for CBRE, observed, "The talent pool in Asia Pacific is deep, with a lot of AI-related professionals concentrated in China and India. Ongoing AI developments and innovation will drive economic growth, and fuel tech talent employment growth and real estate demand in the region." In terms of venture capital (VC) funding, AI has been a significant factor contributing to strong growth within the technology industry. According to the guidebook, 2024 saw a record USD $129 billion in venture capital investment across 5,900 deals worldwide. While North America secured 59% of all global VC funding, both the Asia-Pacific region and Europe received about 20% each. Within Asia-Pacific, the guidebook identified Beijing, Bengaluru, and Shanghai as having particularly large concentrations of technology workers, each exceeding one million. The report also highlighted that, when it comes to educational attainment, Ireland, Switzerland, and Singapore are notable for having the highest rates, while the United States and China maintain the largest numbers of top-ranked universities. The report discusses the emergence of cities in China, India and Southeast Asia as new destinations attracting tech talent. Start-ups such as DeepSeek in Hangzhou serve as examples of this growth. Factors contributing to the rise of these markets include improvements in education and technology skills, favourable business climates, lower operational costs, and a high quality of life. The report notes that remote work has played a significant role in supporting these emerging markets by enabling them to integrate more effectively with global teams. The evolving preferences of technology firms regarding office location is also noted. Companies are increasingly reassessing their location strategies in response to shifting international trade policies and talent mobility. The ease of talent movement across borders has become particularly important for corporate occupiers as hybrid work arrangements continue to increase the mobility of office-based employees. Despite a recent slowdown that began in 2023, the report notes that long-term growth prospects for the technology sector remain strong. Continued innovation in AI and steady flows of venture capital are expected to maintain the demand for technology professionals in the Asia-Pacific region.
Yahoo
02-05-2025
- Business
- Yahoo
The 5 biggest challenges facing employers in 2025
Work is changing more rapidly than anyone might have predicted thanks to a slew of pandemic-era disruptions and the threat of AI. Amid all the noise, consultants at Korn Ferry tried to find out how employees are faring. It surveyed 15,000 workers across different job roles, age demographics, and industries. 'Common assumptions about work are being rewritten in real time amid perpetual uncertainty and pressure points that are permeating the global workforce,' Lesley Uren, CEO of Korn Ferry (KFY) Consulting, said. 'And at the forefront is the shifting dynamics between an organization's need for growth and stability and employees' desire for fulfillment and balance in their lives.' Based on its results, the firm identified the five biggest challenges facing U.S. employers in 2025. Continue reading to see what they found. Companies are recalling workers to the office left and right, and a majority of employees aren't pleased about the policy changes. Korn Ferry found that most workers want to be able to work remote at least part of the time, citing desires for flexibility and improved mental health without the headache of commuting. This dynamic has set up tensions between employers and employees about how their time is best spent — and is likely to worsen as more workers are forced to abandon their hybrid work schedules. 'With flexibility ranking among the top priorities for talent, ignoring these preferences risks losing valuable people to competitors willing to offer the choice,' Korn Ferry said. Middle managers are often axed during rounds of layoffs. Among those employees surveyed, 44% reported cutbacks in manager levels at their organizations, which they said creating challenges. 'While leaner structures can boost agility, the absence of these key leaders is creating new challenges, with 40% of U.S. employees saying they feel a lack of direction at work,' Korn Ferry wrote. Senior executives aren't immune to the problem either. Korn Ferry found that 72% said 'they're stretched beyond their capabilities, compared to 47% of their global peers' thanks to the cuts. Two-thirds of employees surveyed said they are paid fairly, Korn Ferry found, but that isn't stopping them from being anxious about compensation. The survey showed that '72% are concerned about cost-of-living expenses outpacing their current salary.' 'Against the backdrop of broader economic fluctuations, employees across the board are prioritizing job security along with compensation when looking for new positions,' the firm said. With renewed fears around inflation thanks to Trump's tariffs, workers might be looking for raises that employers won't want to give. Still, cash isn't everything. 'Companies that can't compete on salary aren't out of the game,' Korn Ferry added. 'If they can deliver on these other priorities, they still have powerful cards to play in attracting and keeping talent in an economy that's squeezing everyone.' Gen Z employees get a bad rap, and Korn Ferry found that the reputation might not be unfounded. That's because 75% of Gen Z cited 'challenges working with other generations due to different communications styles, technology gaps or values,' according to their results. As the rate of older workers continues to grow, generational tensions might present difficult challenges for employers. 'Gen Z employees are calling for better communication and teamwork training, while only a fraction of baby boomers recognize the same need,' Korn Ferry said. 'Technology skills show a similar pattern. Younger workers identify significant digital gaps that most boomers simply don't see.' Korn Ferry found that employees are divided about the effects AI will have on their job — but no matter what happens, it is sure to shake things up. That said, it was often senior executives who expressed more confidence about their company's AI strategies, with 70% of leaders saying they have an AI strategy, but only 39% of employees agreeing. And those in the tech industry are particularly worried, with almost three in five fearing their jobs will be replaced by AI in just three years. For the latest news, Facebook, Twitter and Instagram.
