Latest news with #organizations
CBC
12 minutes ago
- Health
- CBC
100 humanitarian organizations plead for Gaza aid to resume
More than 100 humanitarian organizations have issued an urgent plea for aid to start flowing into Gaza, citing the risks of starvation and hospital closures.
Forbes
2 days ago
- Business
- Forbes
How's Your AQ? Why Adaptive Intelligence Is Key For Managers
If IQ reflects reasoning ability and EQ captures emotional insight, AQ is the capacity to adapt when ... More reality fails to align with our expectations. In a world where change is the only constant, our greatest risk isn't ignorance — it's certainty. Executives often pride themselves on their ability to recognize patterns and make quick decisions, grounded in hard-earned expertise. This may be valid in stable environments, but when the ground shifts — through technological disruption, changing consumer behavior or global shocks — those once-reliable patterns can quickly become traps. Faced with this dilemma, people often double down on past strategies precisely when they should be reexamining their long-held assumptions. Mental models — the internal maps we use to make sense of how the world works — can start acting as blinders rather than guides. This dynamic shows up across all types of organizations. But in the family-owned firms I work with and study, where identity, legacy and deep emotional ties run deep, the pressure to preserve tradition can make strategic shifts even more challenging. This is where adaptive intelligence (AQ) becomes essential. What is AQ? If IQ reflects reasoning ability and EQ captures emotional insight, AQ is the capacity to adapt when reality fails to align with our expectations. It enables us to detect when our assumptions, habits and beliefs are obsolete and update them accordingly. AQ helps us unlearn what no longer serves us and remain open to learning in real time. In the context of family business, this ability is vital. The stronger the legacy, the easier it is to become overconfident. And the longer a playbook has delivered success, the harder it is to discern when it's time for a rewrite. When traditions become barriers Our brains are built for stability. We seek predictability and use mental shortcuts to make decisions quickly. These shortcuts are efficient but naturally conservative. Once we develop a mental model — about a customer, a strategy or a market — we tend to ignore data that doesn't fit. Sometimes we even distort the information to confirm what we already believe. That's confirmation bias. In family firms, this tendency is frequently intensified by emotional attachment to the past. Narratives like 'this is how my father ran the business' or 'we've always done it this way' can create a sense of consistency, but they can also evolve into unexamined rules that limit innovation. The cost of certainty Consider a second-generation industrial firm built on product quality and long-term supplier relationships. This approach worked well for decades, yet as customer expectations shifted toward speed, digital convenience and sustainability, the leadership continued to lean on its traditional strengths. Younger family members pushed for change, but senior leaders dismissed their warnings. 'Our clients value relationships,' they insisted. 'They trust us.' By the time the higher-ups recognized the shift, more agile competitors had taken the lead. Their brand had lost relevance — not because they lacked effort or talent, but because they failed to question an outdated mental model. Building adaptive intelligence in your company The good news is that AQ can be developed. It's not a fixed trait but rather a mindset and set of skills that any business leader, regardless of the type of company, can cultivate. 1. Make the invisible visible Adaptability starts with metacognition — the ability to reflect on how we think. Ask yourself: What assumptions are shaping our decisions? Which beliefs are we treating as facts? What 'truths' might no longer hold? Family firms often operate under invisible rules around loyalty, authority and risk. By making these rules explicit, the leaders of family-owned firms are able to question whether they still support organizational strategy. 2. Practice intellectual humility AQ hinges on the willingness to admit, 'I might be wrong.' This humility must be modeled by leaders at all levels, particularly those with the most experience. Encourage open questions and respectful disagreement. Make it safe to challenge long-standing views — not to undermine tradition, but to ensure the company stays relevant. 3. Run 'what if' scenarios together Ask yourself tough, forward-thinking questions: What if our flagship product becomes obsolete? What if a digital disruptor enters our market? What if key family members clash over the future direction of the firm? These scenarios are not predictions: they're exercises. The goal is to stress-test your assumptions and prime your mindset for the unexpected. Simply discussing these possibilities together across generations and roles can reveal blind spots and highlight mental models that need updating. In many family firms, these conversations only happen when a crisis arises. Establishing the habit earlier sharpens your adaptive intelligence before you need it most. 4. Design for diversity Firms can unintentionally become echo chambers, especially when leadership is drawn from a narrow pool, as is the case with some family firms. To break this cycle, bring in non-family executives, appoint independent board members and encourage next-generation family members to gain experience in other industries and cultures. AQ thrives when we are exposed to different ways of thinking. 5. Redefine failure and success In many family businesses, failure is often seen as personal, like a stain on the family's reputation. But when mistakes are punished or hidden, innovation stops in its tracks. Instead, reframe failure as part of the learning process. Celebrate thoughtful risks and create space to share what didn't work, what surprised you and what was learned. AQ as a legacy skill The most enduring family businesses pass down more than equity and ancestry — they pass down a mindset, a commitment to adapt, to stay alert and to lead with both curiosity and conviction. Adaptive intelligence may not show up on a balance sheet, but it could be your most valuable asset. It safeguards against complacency and ensures that your legacy stays dynamic and relevant. Unlike your founding year or family name, AQ is something every generation must earn — by staying open to growth. By Álvaro San Martín, Chair of Family-Owned Business and professor in the Department of Managing People in Organizations of IESE Business School.
Zawya
2 days ago
- Business
- Zawya
Most organizations miss business context when assessing cyber risk, finds new research from Qualys
According to new research commissioned by Qualys and conducted by Dark Reading, despite rising investments, evolving frameworks, and more vocal boardroom interest, most organizations remain immature in their risk management programs. Nearly half of organizations (49%) surveyed for Qualys' 2025 State of Cyber-risk Assessment report, today have a formal business-focused cybersecurity risk management program. However, just 18% of organizations use integrated risk scenarios that focus on business-impacting processes, showing how investments manage the likelihood and impact of risk quantitatively, including risk transfer to insurance. This is a key deficiency, as business stakeholders expect the CISO to focus on business risk. Key findings from the research include: Formal Risk Programs are Expanding, But Business Context is Still Missing 49% of surveyed organizations report having a formal cyber risk program in place which looks like a promising statistic on the surface. But dig deeper, and the data shows otherwise: Business Alignment Gaps: Only 30% report that their risk management programs are prioritized based on business objectives Recent Implementations: 43% of existing programs have been in place for less than two years, indicating a nascent stage of maturity Future Plans: An additional 19% are still in the planning phase More Investment ≠ Less Risk: Why the Cyber ROI isn't Adding Up Cybersecurity spending has continued to grow. Yet one of the most revealing insights from the study is that a vast majority (71%) of organizations believe that their cyber risk levels are rising or holding steady. 51% say their overall cyber risk exposure is increasing 20% say it remains unchanged Only 6% have seen risk levels decrease The Missing Metric: Business Relevance in Asset Intelligence Visibility in cyber risk management is about a principle that hasn't changed in 20 years: you can't protect what you can't see. Yet even in 2025, asset visibility remains one of the biggest blind spots: 83% of organizations perform regular asset inventories, but only 13% can do so continuously 47% still rely on manual processes 41% say incomplete asset inventories are among their top barriers to managing cyber risk Risk Prioritization Needs to be a Business Conversation, Not a Technical One Another illusion that persists is the idea that all risks can and should be patched. The longstanding practice of prioritizing vulnerabilities based solely on severity is no longer sufficient. The industry looks to be grasping the fact that risk prioritization needs to go beyond single scoring methods like CVSS alone, with 68% of respondents using integrated risk scoring combining threat intelligence or using cyber risk quantification with forecasted loss estimates to prioritize risk mitigation actions. However, these next data points show that the industry still has some way to go: Nearly one in five (19%) of organizations continue to rank vulnerabilities using a single score like CVSS alone Just 18% update asset risk profiles monthly Reporting Risk in Business Terms, Not Security Jargon Executives do not want to hear how many vulnerabilities have been patched. They want to understand what the organization stands to lose, and what's being done to protect it. Yet the study finds that while 90% of organizations report cyber-risk findings to the board: Only 18% use integrated risk scenarios Just 14% tie risk reports to financial quantification Business stakeholders are only involved less than half the time (43%) And only 22% include finance teams in cyber risk discussions 'The key takeaway from the research isn't just that cyber risk is rising. It's that current methods are not effectively reducing that risk by prioritizing the actions that would make the greatest impact to risk reduction, tailored to the business. Every business is unique; hence, each risk profile and risk management program should also look unique to the organization. Static assessments, siloed telemetry, and CVSS-based prioritization have reached their limit,' commented Mayuresh Ektare, Vice President, Product Management, Enterprise TruRisk Management, Qualys. 'To address this, forward-leaning teams are adopting a Risk Operations Center (ROC) model: a technical framework that continuously correlates vulnerability data, asset context, and threat exposure under a single operational view. The ROC model provides a proven path forward for organizations ready to manage cyber risk the way the business understands it and expects it to be managed,' Ektare continued. Below are some recommendations to help businesses better align cybersecurity risk with business priorities: Business risk is all about context. In order to have a good understanding of organizational risk, a business first needs to understand what their business-critical assets are, then understand their risk factors or threats as it relates to those crown jewel assets. Without this context, vulnerabilities or threats are just information. If everything is critical, nothing is. Prioritizing risks is paramount as organizations do not have unlimited resources. In order to be capitally efficient, companies need to spend as little as possible to avoid the largest possible amount of risk. Whatever is not mitigated through technology represents risk that needs to be accepted, or transferred to cyber insurance. To get a good read of the cyber-risks across the enterprise, organizations need a diverse telemetry of risk signals. Organizations can't rely on just one — such as scanning for vulnerabilities — instead, companies need visibility into their application security, identity security stack, and more, every part of the enterprise that is exposing your attack surface. Instead of focusing on reactive incident response — for example with a SIEM or a SOC — organizations need a better system that proactively looks to predict risks and works to reduce the likelihood of an event happening by implementing a Risk Operations Center (ROC). This approach to risk management helps leaders make better, more informed decisions based on their unique business context. Organizations need to overhaul the way they are communicating cyber-risk to the board. Integrated risk scenarios that focus on business-impacting processes, such as how investments and insurance impact risk, will be the future of 'business-oriented' risk reporting, and much more effective at the purpose of communicating to board members.
Forbes
4 days ago
- Business
- Forbes
How Do I Know If I'm Being Strung Along At Work?
Being strung along is not always personal. But staying in that cycle for too long can become your ... More choice. It usually starts with encouragement. You are told to be patient. That good things are coming. That your name is being discussed. At first, it feels promising. But after a while, you notice a pattern. The conversations repeat. The progress stalls. And you begin to ask yourself a difficult question—am I being strung along? Sometimes the answer is yes. Not always maliciously. But when organizations are indecisive or unwilling to make commitments, they often keep high performers close with just enough praise to prevent them from walking away. The challenge is learning to spot it early. Here are a few signs that can help you figure it out. The Timeline Keeps Changing You are told that a promotion or raise is being reviewed. It just needs one more approval. Or one more quarter of results. Or one more meeting with leadership. But each time you follow up, the goalposts shift. Spring becomes summer. Summer becomes end of year. Then nothing. When people intend to follow through, they give clear timeframes. They put things in writing. They name dates. People who do not plan to follow through tend to keep things vague and warm. If you are always being told to wait but never being told why, you may be in a holding pattern. Another warning sign is when your manager constantly talks about how valuable you are but makes no moves to advance you. You are thanked often. You are described as a key part of the team. But you are not being invited into bigger decisions. You are not being asked what you want next. This creates a loop. You feel seen but not supported. Encouraged but not empowered. It keeps you close to leadership but not inside it. That space is easy to occupy for years without realizing it. And it almost always benefits the organization more than it benefits you. If you are always 'almost ready,' that is another clue. You are told your time is coming, but first you need to lead one more initiative. Or hit one more target. Or demonstrate just a bit more readiness. It sounds like development. But it never ends. Growth should be measurable. If you have done what was asked and the reward keeps moving out of reach, then the ask may have been a distraction. Not a step forward. Others Move While You Wait Sometimes the strongest indicator comes from watching what happens around you. If others are getting promoted, getting raises or stepping into new roles while you are still being told to wait, take notice. It means the system can move. It just isn't moving for you. This is not about comparison. It is about fairness. When you are constantly reassured but not advanced while others are, that gap is not a coincidence. It is a pattern. One way firms delay advancement is by slowly increasing your responsibility without changing your role. You are given more accounts, more people to mentor, more projects to lead. But your title stays the same. Your pay stays the same. This is often described as preparation. But if the preparation has no end point, then it is just scope creep. It looks like investment in your future. But it is often just convenience. The Conversation Avoids Clarity If every conversation about your growth is filled with warm language and no actual plan, that is a signal. You may be told you are on track. That you are doing all the right things. That the leaders are rooting for you. But when you ask for specifics, the answers get soft. Budgets are being reviewed. Structures are shifting. The timing isn't right. These things might be true. But when they are true for too long, they become a script. The right question to ask is not 'Do they like me?' It is 'Are they acting on it?' Being strung along doesn't just stall your career. It drains your energy. Over time, you stop asking for more. You stop pushing. You make yourself smaller. You convince yourself to be patient even when the facts suggest you shouldn't be. That emotional fatigue is often the most dangerous part. It makes you easier to manage. Easier to overlook. And easier to keep exactly where you are. What to Do First, write down the story you are being told. Then write down what has actually changed. If the story is full of hope but the actions are flat, it is time to shift. Ask for a plan with dates. Ask what will be different in three months. Ask what would stop a promotion from happening. If the answers are clear and documented, that is progress. If they are soft, circular or defensive, that is your signal. You are not being demanding by asking for clarity. You are being responsible with your time and your talent. Being strung along is not always personal. But staying in that cycle for too long can become your choice. And the moment you see it for what it is, you can start to build your way out.
Fast Company
5 days ago
- General
- Fast Company
The 6 attachments sabotaging your work
Americans are not happy these days. Some of this angst is caused by the state of the world. Americans feel lonely, angry, cynical, and polarized. How are we supposed to do our best work considering all that is going on? But the problem actually goes deeper. We get distracted, seduced, and sabotaged by internal conversations and stories that skew our perceptions and hijack our emotions, ultimately getting in the way of living a happy and fulfilling life and a career that makes us proud. We are carrying around baggage that trips us up, drags us down, and wears us out. Fortunately, our minds have incredible potential to reprogram and rewire themselves. By expanding our self-awareness, looking directly at our pain, putting life in perspective, and distinguishing what we can and cannot control, we can create the opportunity for change. As a psychologist who has advised hundreds of top executives and organizations in 55 countries, I've observed several attachments that keep people stuck, intensifying their anxiety, anger, and sadness and undermining their peace of mind. We are attached to: Stability We believe we can create stability and safety in our lives and careers. But there is no such thing. Every time we breathe, the world changes. By fearing change, we risk becoming too attached to stability. Research has shown that having a negative attitude toward uncertainty is associated with heightened anxiety and poor mental health. There's also a strong association between feeling a sense of gratitude and favorable markers of cardiovascular health. Remember: uncertainty is reality and stability is an illusion. So, confront your fear of the unknown. Step out your comfort zone and embrace new challenges and opportunities. And be grateful for what you have in your life. It's likely you have everything you need right now. Past Many of us are living in the past. We idealize or demonize our memories and become immobilized by old emotional scars, relationships that didn't work, or business deals that went sour. Unresolved trauma, self-blame, or nostalgia for happier times are often the cause of our psychological pain. By not facing the truth and practicing forgiveness, we risk becoming too attached to the past. Forgiveness is linked to positive mental health and fewer physical health symptoms. Here we must challenge our limiting beliefs, let go of our grudges, shift the focus to the present moment, and build new connections with colleagues. Future Others of us are preoccupied with the future. We obsess over what is missing in our careers. We are never satisfied with who we are or what we have accomplished. By worrying about the future, we diminish our confidence and peace of mind. Here, we miss out on the present moment and believe that happiness exists in the future. Excessive future-oriented thoughts have consistently been linked to higher anxiety and depression. Try letting go of future expectations, stop comparing yourself with others, and relish the small everyday moments. Control From early childhood we are taught to shape our environment. We take charge and cleverly influence people to get what we want. Determined to control the uncontrollable, we hide our vulnerabilities and risk becoming too attached to control. Mistrusting others and our own anxiety are often the culprit. Embracing vulnerability can lead to healthier relationships and less emotional and physical pain. So, stop micromanaging your team. Perfection We are imperfect by nature. Yet how many of us are ruled by the need to be perfect. Then we impose our perfection on the people around us. By fearing rejection and mistakes and ignoring our need for approval, we risk becoming too attached to perfection. A 2022 study of 16- to 25-year olds found that 85% of participants identified having perfectionist traits that affected their physical and mental well-being. Balancing our work/family/personal lives is never easy. So, do your best, allow room for flexibility, and fall in love with your imperfections. Success Many of us get this need met at work. But when our desire for success turns into a compulsive need for achievement, we've got another problem. We define success from the outside in, based on other people's expectations and not our own. This is driven by our fear of failure and not being good enough. People with an abundant, rather than a scarcity, mindset, are more creative, optimistic, and more unfazed by adverse circumstances. So, prioritize your well-being and happiness, practice self-compassion, and create space for rest and relaxation. Only when we confront our attachments head on can we drive true change. The result is more joy and freedom, and better performance. Keep in mind being detached does not mean being uninvolved or disconnected. Quite the opposite. By ridding our attachments, we free ourselves to embrace life fully and stay engaged in what matters.
