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Business Recorder
08-05-2025
- Business
- Business Recorder
ICAP CFO Conference Overview:
TEXT: ICAP's CFO Conference, a pivotal event since 2010, convenes industry leaders to deliberate on key themes. With 26 conferences held nationwide and internationally in Dubai & the Middle East, it serves as the premier platform for expertise sharing, networking and attracting a diverse array of participants. This year's theme, Quantum Leap: Agility & Competitive Edge," focuses on the transformative forces shaping the business world today. It calls on finance professionals to embrace agility, leverage AI, champion sustainability, and lead with integrity in a fast-changing, competitive environment. The CFO Conference 2025 is powered by Harvard Business Publishing as the Strategic Knowledge Partner, further elevating the standard of intellectual discourse. Copyright Business Recorder, 2025
Associated Press
30-04-2025
- Business
- Associated Press
HopeMakers Biannual Event Returns: A Gathering for Change, Collaboration, and High-Performance Hope
04/29/2025, Stowe, Vermont // PRODIGY: Feature Story // From June 5th to 7th, a select group of thought leaders, innovators, and changemakers will gather once again for HopeMakers, the biannual retreat hosted by Westwood International. More than just a networking event, this invitation-only experience is a catalytic think tank—a place where bold ideas are born, refined, and launched into action with the sole mission of bringing hope to a world in need. Hosted in the picturesque setting of Stowe, Vermont, the HopeMakers retreat fosters a community defined not by titles or accolades but by shared values: listen first, appreciate strength, and serve others. Handpicked participants engage in powerful dialogue, collaborative problem-solving, and community-building to drive real, tangible change. This gathering brings together leaders from sectors as diverse as mental health, innovation, education, corporate leadership, and humanitarian work. 'As the world continues to face complex challenges, this retreat stands as a beacon for those who believe in the transformative power of hope,' says Greg Zlevor, President and Founder of Westwood International. 'This is not a conference. It's a community. This event is a place to create the conditions for deep, honest dialogue and powerful co-creation.' What sets HopeMakers apart is its unique, zero-solicitation atmosphere. It's not a pitch-fest; it's a space of authentic connection. That is why the participation is selective. While the event is open for applications, every attendee must be vetted to ensure alignment with the HopeMakers ethos. 'We're looking for people who show up with courage, humility, and a true spirit of service,' Zlevor adds. 'The best minds. The biggest hearts.' From leaders in global mental health to innovators in corporate learning, past attendees have included Eileen Krantz, global engagement lead at Harvard Business Publishing; Christine Burych, TEDx speaker and global mental health strategist; Fredda Hurwitz, global C-suite marketing executive and former CMO of NFL Europe; Nina Meyerhof, founder of Children of the Earth; Tom Burns, author and orthopedic surgeon of the US Olympic Ski Team; Mark Levy who helped Simon Sinek find his why; and Allen Fahden, global innovation expert and author, just to name a few. Each gathering encourages attendees to share their dreams, not only for themselves but for the world. 'What makes this gathering different,' Zlevor states, 'is that everyone in the room is both a teacher and a learner. We're here to get better, not bigger. To build trust, not just networks. And to serve something greater than ourselves.' Participants return home inspired with actionable tools and collaborative support to implement their ideas. 'We're building high-performance hope,' the founder adds. 'This means bringing together people from every corner of society to co-create solutions that matter with intention, care, and courage.' Media Contact Name: The HopeMakers Media Team Email: [email protected] Source published by Submit Press Release >> HopeMakers Biannual Event Returns: A Gathering for Change, Collaboration, and High-Performance Hope
Yahoo
30-04-2025
- Business
- Yahoo
HopeMakers Biannual Event Returns: A Gathering for Change, Collaboration, and High-Performance Hope
HopeMakers is ready for its biannual event in June, where changemakers will share bold visions, tackle urgent global issues, and explore ways to catalyze change in their industries and communities. Stowe, Vermont, April 29, 2025 (GLOBE NEWSWIRE) -- HopeMakers From June 5th to 7th, a select group of thought leaders, innovators, and changemakers will gather once again for HopeMakers, the biannual retreat hosted by Westwood International. More than just a networking event, this invitation-only experience is a catalytic think tank—a place where bold ideas are born, refined, and launched into action with the sole mission of bringing hope to a world in need. Hosted in the picturesque setting of Stowe, Vermont, the HopeMakers retreat fosters a community defined not by titles or accolades but by shared values: listen first, appreciate strength, and serve others. Handpicked participants engage in powerful dialogue, collaborative problem-solving, and community-building to drive real, tangible change. This gathering brings together leaders from sectors as diverse as mental health, innovation, education, corporate leadership, and humanitarian work. 'As the world continues to face complex challenges, this retreat stands as a beacon for those who believe in the transformative power of hope,' says Greg Zlevor, President and Founder of Westwood International. 'This is not a conference. It's a community. This event is a place to create the conditions for deep, honest dialogue and powerful co-creation.' What sets HopeMakers apart is its unique, zero-solicitation atmosphere. It's not a pitch-fest; it's a space of authentic connection. That is why the participation is selective. While the event is open for applications, every attendee must be vetted to ensure alignment with the HopeMakers ethos. 'We're looking for people who show up with courage, humility, and a true spirit of service,' Zlevor adds. 'The best minds. The biggest hearts.' From leaders in global mental health to innovators in corporate learning, past attendees have included Eileen Krantz, global engagement lead at Harvard Business Publishing; Christine Burych, TEDx speaker and global mental health strategist; Fredda Hurwitz, global C-suite marketing executive and former CMO of NFL Europe; Nina Meyerhof, founder of Children of the Earth; Tom Burns, author and orthopedic surgeon of the US Olympic Ski Team; Mark Levy who helped Simon Sinek find his why; and Allen Fahden, global innovation expert and author, just to name a few. Each gathering encourages attendees to share their dreams, not only for themselves but for the world. 'What makes this gathering different,' Zlevor states, 'is that everyone in the room is both a teacher and a learner. We're here to get better, not bigger. To build trust, not just networks. And to serve something greater than ourselves.' Participants return home inspired with actionable tools and collaborative support to implement their ideas. 'We're building high-performance hope,' the founder adds. 'This means bringing together people from every corner of society to co-create solutions that matter with intention, care, and courage.' Media Contact Name: The HopeMakers Media Team Email: hello@ Sign in to access your portfolio
Forbes
24-04-2025
- Business
- Forbes
How AI Can Boost Empathy
Photo by CoWomen on Unsplash There are a number of reasons I prefer in-office work over remote: The structure that comes with separating your work life from your home life. The stellar views of the bay from our San Francisco headquarters. And, most importantly, the ability to really get to know the teams I work with. One of the best—and, admittedly—most difficult things about leading a company of more than 700 employees is navigating the many personalities that interact on a daily basis. I may have started my career as a software engineer, but as a CEO, I've grown to become much more: A mentor. A career advisor. A conflict mediator. A grief counselor. Every successful leader wears each of those hats at one time or another, and in order to pull them off, there's one core trait you have to have: Empathy. Most of us acknowledge that empathy is important in the workplace, but it's not always given its due. According to Harvard Business Publishing, while 78 percent of senior leaders recognize that empathy is important, only 47 percent say their companies are effectively practicing it. That's because practicing real, genuine empathy—versus simply paying it lip service—isn't always easy. Understanding how to act in a given situation requires high levels of emotional intelligence; what's more, there are times when lending an empathetic ear isn't enough—some form of action is also required. Empathy may be a distinctly human trait, but interestingly, AI has emerged as a powerful tool for helping executives lead with greater compassion and understanding. Here's how. If there's one common truth universal to all CEOs, it's this: We're busy. And when we're busy, effective communication sometimes falls by the wayside. Emails get sent in clipped half-sentences, often without greetings or pleasantries. Requests can come across as curt. Sometimes, we don't even bother to say 'please.' A short email can often do the trick (although you should always say 'please'). But sometimes, if there's a real issue that needs to be addressed, it has to be handled carefully. In the past, it was easy to waste half a day staring at a tough-to-answer email, waiting for the right response to appear in a flash of inspiration. These days, that's no longer necessary: Natural language processing models like ChatGPT can analyze the sentiment of the email you've received, or offer some pointers on a draft you're thinking of sending. Is it too brusque? Too pandering? I've noticed that some LLMs can be a bit sycophantic unless you tell them not to be, so be sure to clearly spell out that you need clear, honest feedback. AI can also be invaluable in bridging communication gaps for people from varying cultural backgrounds, age groups, and neurological profiles. By analyzing the language you use—whether it's word choice, sentence structure, or tone—AI tools can flag areas that might unintentionally alienate or confuse certain audiences. This enables leaders to be more considerate of cultural nuances, generational differences, or the specific needs of neurodivergent individuals. By incorporating accessible language, clarifying potentially ambiguous phrases, or adjusting tone based on the recipient, AI can help foster a more inclusive and empathetic work environment for everyone involved. The above example requires a proactive approach to cultivating empathy—in this case, workshopping a sensitive email. But AI can also help assess all sorts of interactions, from Slack conversations to presentations. In an example cited by Harvard Business review, one executive ran a meeting transcript through an AI tool, and asked it for feedback on her leadership style and how she engaged with her team. To her surprise, the analysis showed that she had a tendency to be dismissive, and cut them off mid-sentence. But that's where AI can shine—by highlighting hidden blind spots leaders might otherwise overlook. In some cases, it might reveal that you cut people off mid-sentence; in others, it could show you that you inadvertently favor those who speak up first. Armed with this knowledge, you can implement small but meaningful adjustments to become a more supportive and empathetic leader. Of course, one management style won't suit every organization, but self-awareness and a willingness to adapt are universal requirements. AI tools offer a data-driven insight into how you're coming across, giving you an opportunity to make real-time course corrections, build trust, and ensure your style resonates with the range of individuals who make up your team. Every leader should have someone they can talk to for advice, toss around ideas with, or just offer a different perspective when times get tough. While no tool can ever replace the advice offered by a trusted support network, what AI can do is help pose different perspectives you may not have considered. Say you're a product manager used to talking to rooms full of engineers, designers and marketing leads. It's a group you're familiar with, and you share a common language. But what happens when you have to give a presentation to an audience of academics? Or sit on a panel with top-level investors who have minimal exposure to your field? Suddenly, you need to adjust your messaging and tone to engage a different audience—without diluting the essence of what you're trying to convey. That's where AI can help you broaden your perspective before you ever step on stage. By simulating various audiences—or analyzing the questions and concerns likely to come from each group—AI tools can help you refine your core message and adjust your tone to resonate with people who don't share your day-to-day context. The goal isn't to water down your expertise; rather, it's about highlighting the details that matter most to each audience, making the conversation more relevant. This proactive approach also helps you avoid common communication pitfalls—like using jargon that alienates listeners—and ensures you're better prepared to address the questions or objections that might arise. Good leaders are always trying to find ways to better connect with their teams and cultivate greater understanding throughout the organization. AI can serve as a powerful ally, bridging communication gaps and offering data-driven insights that help leaders foster a stronger, more inclusive culture.
Forbes
09-04-2025
- Business
- Forbes
6 Strategies Great Leaders Use To Lead Through Economic Uncertainty
6 Strategies Great Leaders Use To Lead Through Economic Uncertainty Economic uncertainty puts employees on edge, especially those on the frontline. Employees face frustrated customers while simultaneously navigating shifting company policies and cost-cutting measures. The combined pressure creates a workforce that's increasingly discouraged and unsettled. In times like these, leadership becomes vital. Frontline leaders, who supervise an estimated 80% of the workforce, according to the Harvard Business Review, have a particularly crucial role to play. Their ability to guide teams through turbulence directly impacts employee well-being and organizational resilience. What sets effective leaders apart during economic downturns isn't just business acumen—it's their capacity to address the human elements of uncertainty. Research by Harvard Business Publishing has identified key leadership capabilities required during challenging times, highlighting that successful approaches balance operational necessities with genuine human connection. Modern leaders must strengthen their organizations during economic uncertainty while supporting employees through personal challenges. Some practical frameworks and strategies enable leaders to maintain stability, foster engagement, and position their teams for success even when the economic outlook appears bleak. The most effective frontline leaders during economic uncertainty possess a unique blend of business-focused and people-centered capabilities. Harvard Business Publishing reveals that balancing both is essential for times like this. Top-performing organizations consistently emphasize two critical leadership capabilities that represent proficiency from each category. Leading strategically tops the list of business-focused skills. Leaders who excel here understand market dynamics, anticipate challenges, and align team efforts with organizational priorities, even as those priorities shift. When economic conditions deteriorate, these leaders help their teams distinguish between short-term disruptions and long-term opportunities, focusing on what matters most. Equally important is leading authentically. Authentic leadership is building trust through transparency, consistency, and genuine connection. During uncertain times, employees crave honest communication about challenges facing the organization. Leaders who acknowledge difficulties while maintaining optimism create psychological safety that enables teams to adapt rather than freeze. People-centric capabilities impact employee morale during economic downturns. Leaders skilled at navigating uncertainty help their teams process change emotionally while maintaining productivity. Similarly, those who excel at championing inclusion ensure all team members feel valued and heard when stress levels rise and resources become constrained. Conversely, when leaders perform poorly on business-focused skills, organizational goals become jeopardized. Inadequate digital and data intelligence prevents teams from making informed decisions about resource allocation. Lastly, insufficient business understanding leads to misalignment between departmental efforts and company-wide priorities during crucial moments. During economic uncertainty, employees often imagine worst-case scenarios when presented with unclear information. Leaders who practice transparency by sharing appropriate context about business challenges, decisions, and potential outcomes help prevent damaging speculation and build trust. This doesn't mean that leaders need to share everything. Effective leaders deploy discernment and curate the information that provides necessary context without creating unnecessary worry. The goal is to help team members understand how current developments fit into the bigger picture without causing panic or anxiety. For many frontline leaders, this represents a significant shift from previous approaches. Traditional management often filtered information, particularly regarding financial challenges. Today's most effective leaders recognize that this outdated approach creates more problems than it solves, as information gaps get filled with rumors and fear. Beyond internal benefits, transparency can strengthen customer relationships during difficult times. When organizations openly acknowledge challenges while showing commitment to maintaining quality despite limitations, they often strengthen customer loyalty rather than weakening it. During unexpected disruptions, some business leaders default to what worked in the past—tightening controls, demanding certainty, and projecting confidence they don't feel. It's understandable. Most of them built their careers in environments where having the "right answer" was the fastest path to advancement. The problem with this fixed approach is that it creates psychological barriers precisely when we need mental flexibility most. Leaders who feel they must know everything become stuck when facing unprecedented challenges. Or worse, they forge ahead with outdated solutions that don't match current realities. Growth-minded leaders take a fundamentally different approach. They recognize economic uncertainty not as a threat that demands perfect answers but as an opportunity to learn and adapt to new trends. This isn't a strategy built around blind optimism. It's about replacing "I should know this" with "What can we learn from this?" Many leaders believe flawlessness is the path to stability during turbulent times. They scrutinize every decision, second-guess reasonable choices, and create cultures where teams prioritize avoiding errors over taking necessary action. While this response is natural, it often backfires. Teams need space to adapt in the face of mounting pressure. However, when leaders insist on perfect solutions, employees become reluctant to share ideas or take necessary risks, stifling innovation. The result is slow decision-making, precisely when quick adjustments matter most. Effective leaders recognize when perfectionism is holding their organization back. They focus on steady progress rather than waiting for ideal conditions or complete information. This approach keeps teams moving forward despite changing circumstances. This shift requires modeling a healthy relationship with imperfection. Leaders demonstrate this by enhancing their self-leadership and self-awareness first. It starts with acknowledging when they don't have all the answers, sharing examples of their course corrections, and highlighting what the organization learned from previous setbacks. These actions create psychological safety that enables teams to work confidently despite uncertainty. Leaders who embrace this mindset find their teams grow to be more resilient during economic uncertainty as they detect potential problems earlier, suggest creative solutions more frequently, and maintain better morale despite external pressures. While some team members may appear unfazed when things aren't going right, others might quietly struggle with serious concerns, like financial pressures, family responsibilities, or anxiety about job security. These personal challenges inevitably influence workplace performance, even when employees try to compartmentalize them. In situations of higher stress and economic uncertainty, leaders should prioritize regular check-ins to understand individual concerns before they escalate into performance issues. Whether through brief one-on-one conversations, team huddles, or structured feedback sessions, what's important is establishing reliable touchpoints where concerns can surface naturally. Two-way communication channels prove especially valuable. When leaders encourage honest feedback and respond thoughtfully, they gain crucial insights while demonstrating genuine care. This approach might include anonymous feedback mechanisms for sensitive concerns, scheduled listening sessions, the creation of employee advocacy groups, or simply creating unstructured time for conversation during team meetings. The most essential element of supporting teams through difficulty is maintaining appropriate boundaries. Your role isn't to solve personal problems or validate every perspective. Instead, it's to create conditions where diverse team members can perform their best despite external challenges. Economic uncertainty often pushes leaders into isolation at precisely the wrong time. As challenges mount, many executives and frontline managers retreat inward, believing they must solve every problem themselves. This isolation rarely produces the best outcomes. Every leader has blind spots. When navigating complex economic conditions, these limitations become particularly dangerous. Markets shift quickly, and no single perspective can capture all relevant factors or potential solutions. Innovative leaders actively build networks that provide diverse viewpoints during uncertain times. They schedule regular conversations with trusted colleagues from different backgrounds and areas of expertise. They ask genuine questions rather than seeking confirmation of existing ideas. Most importantly, they recognize that requesting perspective from valued colleagues demonstrates wisdom rather than weakness. This is a great time to seek a mentor at a higher level of your organization, within your industry, or to join a networking group that meets regularly. Ensuring you have support outside of your day-to-day can relieve some of the pressure of feeling like you're the only one who has to have all the answers. Not feeling isolated can go a long way in sustaining a positive and innovative mindset during a challenging time. Difficult economic conditions test a leader's decision-making process. When faced with uncertainty, many rely on gut instinct alone. However, effective leaders balance intuition with concrete information. They track relevant metrics in real time, analyze patterns from previous market shifts, and systematically gather feedback from customers and employees before making significant changes. This grounded approach helps separate genuine threats from temporary disruptions while mitigating potential risks. The insights that matter most during uncertainty often come from unexpected sources. Frontline sales conversations reveal shifting customer priorities before they appear in reports. Team feedback highlights operational challenges that numbers alone might miss. Leaders who actively seek these diverse data points make better decisions than those who rely exclusively on financial indicators. Economic uncertainty will always be part of business leadership. What distinguishes exceptional leaders is how they guide their teams through turbulent periods. By practicing transparency, embracing imperfection, supporting team members, seeking diverse perspectives, and making data-informed decisions, leaders not only build organizations that withstand economic pressure but also position them to emerge stronger and better prepared for whatever challenges come next.
