Latest news with #CEOs
Fast Company
4 hours ago
- Business
- Fast Company
The hidden cost of RTO: Why forcing choice is detrimental to your business
Like most CEOs, I've been watching the return-to-office (RTO) trend closely. It's yet another wrinkle for the talent acquisition function, which is difficult to begin with. After all, the quest to hire and retain qualified talent is discussed at every board meeting, every leadership team offsite, and every yearly planning event. Entire books, magazines, podcasts, and conferences focus on this topic. Whether called a talent gap, the war for talent, or skills-based hiring, the essence remains the same: It's a struggle for every organization. So, why have I been struck by the most recent exodus back to offices? Because when you force choices, the results don't always land in your favor. Don't get me wrong—here at Employ, we have a great headquarters facility in Denver. Employees enjoy coming to work and collaborating in person. But there's a line between RTO as a productivity gain and it being the reason you lose qualified talent. According to 2025 research by Lightcast, remote job postings are down over 27%, hybrid postings are down 20%, and in-person postings are up over 17%. At the same time, companies that have publicly committed to a five-day in-office workweek are losing talent to employers supporting remote and hybrid working arrangements. It's a double-edged sword. The cost of an open role has direct financial implications on an organization, as well as less apparent indirect consequences. Estimates place the average cost of replacing an employee to be six to nine months of their salary. Other financial costs range from the expense of recruiting qualified candidates to onboarding and training. If temporary workers are needed to backfill open roles, the financial loss escalates. And the longer roles go unfilled, business objectives are derailed and productivity falters. Unfilled positions wreak havoc on the existing workforce. Critical projects might be delayed, and workforce planning questioned. Employee morale and engagement stand to decline, especially if employees are overworked. When the topic of it being time to hire qualified talent becomes water-cooler conversation, rest assured that unfilled roles are being noticed. YOUR CURRENT (AND FUTURE) EMPLOYEES EXPECT YOUR TRUST Clearly, some jobs cannot be done remotely. A job candidate applying as a labor and delivery nurse knows they will work onsite in a hospital setting. A hospitality worker seeking flexible hours at a quick-serve restaurant understands it's in person. The job location is well defined in the job description, and the candidate chooses to work on site. For other roles, workplace flexibility isn't an optional perk—it's brand equity. Forcing a one-size-fits-all policy not only damages internal trust but dilutes the company's external talent brand, which is particularly damaging in an already tight labor market. In the case of roles that do not require an in-office presence, pressuring a return to an office can have cataclysmic effects. When teams have operated remotely with success, especially when a robust employment brand has been built on a work-from-anywhere culture, confidence in leadership erodes when a change is decreed versus suggested. The move from remote or hybrid working arrangements to return to office is perceived punitively. Researchers at Gartner have observed that high-performing employees react to a return-to-office mandate as a trust issue, resulting in a 16% lower intent to stay. 'High-performing employees are more easily able to pursue opportunities at organizations that offer hybrid or fully remote policies,' said Caitlin Duffy, a director in the Gartner HR Practice. 'Losing high performers to attrition costs organizations in terms of productivity, difficulty in backfilling the role, and the overall loss of high-quality talent available to fill critical positions.' THE REALITY OF THE WORKPLACE Speaking of losing valuable talent, the return-to-office mandate can be a deal-breaker for those balancing childcare, eldercare, or other requirements with their career. In many cases, this falls on women in the workplace; however, it can affect any worker at some stage in their career journey. Upwork's research said that nearly two-thirds (63%) of C-suite leaders whose companies have mandated an office return of some sort say the policy has led a disproportionate number of women to quit. Gartner's research also showed women's intent to stay at 11% lower with strict RTO mandates. It's a fact that retaining an employee is less costly and disruptive than losing them. Having flexible working policies can help counterbalance care responsibilities and ensure that valuable skills remain in the workforce. QUALITY OF LIFE, QUALITY OF HIRE Apart from those roles where being in person is required, hard-and-fast rules about returning to the office make it harder to recruit. From a technology standpoint, talent leaders are continually seeking to source new candidates and drive efficiencies in their hiring systems, such as using AI-powered interview intelligence to speed up time to hire. According to the U.S. Chamber of Commerce, labor force participation is off by two million people from the February 2020 levels, impacting industries in every state. And, if you compel people to choose between their family and their career, the former will win every time. To be an employer of choice, offer choice. If you can't offer remote and hybrid work arrangements, offer flexibility. It will be the difference between engaged employees and those planning to leave.
News.com.au
13 hours ago
- Health
- News.com.au
Expert debunks podcast bro's wild health claim about getting sick
If you've ever been irritated by the fact that just about anyone can start a podcast with little to no credentials, this is going to rub you the wrong way. When it comes to health information, it's all too easy to fall into the trap of listening to a fit-looking 'gym guy' behind a microphone, telling you what you should or shouldn't do for your wellbeing. Recently, a clip has been making the rounds on TikTok feeds of fitness and health enthusiasts. It shows a man named Brad Davidson (also known as @fitnesscoachbrad), who tells his podcast audience that if you're never getting sick, it means your immune system is suppressed, usually from stress. While he might be a pro at making a punchy hook to grab our attention (wait, if you're not getting sick, your immune system is bad?!), he's not a doctor. According to his Instagram, Fitness Coach Brad is indeed just a fitness coach named Brad. Mr Davidson says: 'I really started seeing this when working with CEOs. They just go, go, go. And they're never sick, right? They grind until they go on vacation, and as soon as the stress levels come down and the immune system gets more active – boom! It hits them like a ton of bricks. 'So the stress system is very involved. As cortisol elevates, the immune system dampens. As cortisol comes down, the immune system gets more active. And that's because it's supposed to. It's built around sleep-wake cycles.' If you're thinking his buzzwordy 'theory' sounds a bit off, you're not wrong. To set the record straight, we spoke to Dr Zac, a leading Australian GP. 'Yes, stress increases levels of cortisol – your body's main stress hormone – and short-term spikes in cortisol can temporarily suppress your immune response,' Dr Zac tells But here's the catch. 'This suppression may last hours or a few days at most, which means symptoms of illness might be delayed, not prevented,' he continues. 'So if you suddenly feel unwell once you hit the beach, it may just be the timing catching up with you.' Then this is where the TikTok logic really falls apart. Mr Davidson applies this idea to long-term stress, such as that faced by his slew of CEO clients who just 'go go go' all the time – and that is a misrepresentation of the science. 'Chronic stress – the kind that builds up over weeks or months – doesn't keep you 'safe' from getting sick. In fact, it does the opposite,' Dr Zac explains. 'Prolonged high cortisol levels actually lead to a weakened immune system, leaving you more prone to infections and rebound inflammation.' So basically, the idea that 'you never get sick because your immune system is suppressed' is completely backwards. 'If you rarely get sick, it's not because your immune system is broken,' Dr Zac says, 'it's probably because it's functioning well and is properly regulated.' As we suspected. 'The video gets it wrong as it fails to distinguish between short-term stress responses and long-term stress exposure, making the overall claim misleading.' Studies back this up, like this one that looked at the effects of stress on immune function and showed that long-term stress suppresses and dysregulates immune responses. Another study also proved that acute stress can temporarily strengthen immunity, but in contrast, chronic stress inhibits immune functions. And this study went a step further and showed that chronic stress not only suppresses immune function, but increases a person's susceptibility to cancer. So, long story short: take the podcast bro's 'health advice' with a very big grain of salt. And by that, we mean – do your own research or speak to a professional.
Entrepreneur
a day ago
- Business
- Entrepreneur
Why CEOs Must Lead With Their Face, Not Just Their Title
The most effective CEOs today build trust and brand value by leading with authenticity and personal conviction. Opinions expressed by Entrepreneur contributors are their own. The public perception of a CEO's personal brand is paramount. People don't care about performative social media posts, and are suspicious when leaders always say "the right things". Instead, they want to know that the companies they invest in are led by authentic leaders who speak to their values, principles and vision for the future. This era calls for authentic human branding. The most trusted companies are led by executives who bring clarity and transparency to the forefront, and don't allow the necessity to look perfect to distract from the brand being real. These kinds of leaders breathe life into mission statements, anchor company values, and turn brands into movements. The most successful CEOs understand that people follow people, not statements. Investors, employees and customers all want to feel connected to a leader who can actually be connected to. A real face behind the brand. When that connection exists, loyalty deepens, talent is attracted and market value rises. The power of showing up CEOs today aren't just expected to lead their companies from a business standpoint; they're expected to represent a vision for where the world is going. And the leaders who embrace that role, rather than shy away from it, are seeing powerful returns. Satya Nadella at Microsoft. His leadership ushered in not only a new era of innovation but a deeply humanized culture shift. His personal brand, anchored in empathy and curiosity, became a beacon at Microsoft. Despite recent controversy, Satya has not tried to make the perfect statement; he remained true to his brand and called recent decisions "painful but necessary". It wasn't loud, but it was intentional. Or consider how Richard Branson's personality and values infused Virgin with a sense of adventure and purpose that no other brand could possibly replicate. His visibility wasn't accidental. It was strategic, and it turned his personal credibility into a global brand asset. These leaders didn't wait for others to define their narratives. They stepped into the role with them. They're real people with real stories, not actors who are playing a role. And in their authenticity, they're able to hold onto trust from their consumers. Related: How to Embrace Authenticity in a World Craving Transparency Your brand is your legacy A well-developed personal brand doesn't just support your company; it shapes your legacy. Some believe that legacy is measured in profit margins alone. But in truth, it's measured in the culture you cultivate, and the fruits that are bred from it. Your story as a CEO, when clearly told and consistently shared, becomes the connective tissue between your vision and the people who bring it to life. People are no longer just buying products or services. They're buying into leadership and ideas. They want to see the person, not just the numbers. Real people care about who's behind the curtain, and they want that person to be real, visible and principled. That's not pressure. That's potential. Visibility creates culture and confidence When CEOs lead with clarity and grace, they don't just create external alignment, but they also set the tone for their internal teams. A visible, vocal leader provides employees with a sense of direction and purpose. It's easier to rally around a mission when you know who's steering the ship and why they care. This is especially true for younger generations in the workforce. Sure, they're looking for salaries, but they also care about shared values. And when leaders communicate those values publicly, consistently and with sincerity, they transform the company into a place people want to belong, not just work. This visibility also creates confidence in times of uncertainty. In moments of crisis or transition, people look to leadership for guidance. And CEOs who are already present, trusted, and understood don't have to scramble to build the perfect statement. The culture they've built will speak for them. Conviction is a competitive advantage, while silence creates vulnerability Some CEOs hesitate to step into the spotlight because they fear backlash or missteps. But authenticity doesn't demand perfection; it demands clarity. You don't have to weigh in on every cultural flashpoint or chase every trend. What matters is choosing the moments that align with your values and showing up with consistency and conviction. The belief that "no comment" is safe is a myth. Always staying silent on societal or cultural issues doesn't communicate neutrality; it communicates disconnection, caution, or worse, cowardice. In an era where brands are personified by their executives, what you don't say can shape perception as much as what you do. Consider the corporate fallout during the height of the Black Lives Matter movement or Pride Month. Brands that tried to split the difference, releasing hollow statements or avoiding the topic altogether, were often called out for performative allyship or outright hypocrisy. Some never recovered their credibility. Contrast that with Nike, which embraced public risk by supporting Colin Kaepernick. The campaign sparked outrage and celebration in equal measure, but most importantly, it clearly told the market where Nike stood. That clarity did cost them. But more importantly, it deepened loyalty and sharpened brand identity. Related: Why Personal Branding Matters More Than Ever for Successful Entrepreneurs The opportunity ahead The bar for leadership has changed. The expectations are higher, but so is the payoff. Today's CEOs have the rare opportunity to be more than operators of a business. They can be authors of a movement and agents of change. And building that legacy starts with showing up, telling your story and sharing your perspective in a way that fuels authentic connection and inspires belief. Your personal brand isn't a distraction from leadership. It's the clearest expression of the most powerful brands today don't just sell, they stand for something.
Geek Wire
a day ago
- Business
- Geek Wire
How AI is transforming Seattle-area startups: Insights from GeekWire 200 CEOs
Nearly all of the respondents to a recent GeekWire 200 survey said the are seeing productivity increases from AI. AI is reshaping operations at Seattle's top startups — but there's no one-size-fits-all strategy, according to a new survey of CEOs leading companies on the GeekWire 200. More than half of respondents are seeing a 'moderate increase' from AI on productivity and efficiency, while another 37% cited a 'major increase.' Only 11% see 'no noticeable change.' The survey responses reflect trends across the tech industry. According to McKinsey's 2024 State of AI report, 72% of companies have adopted at least one AI use case, up from 50% the year prior. CEOs of GeekWire 200 startups described a range of AI use cases: boosting internal productivity, embedding AI into their products, and experimenting across departments such as software engineering, marketing, design, customer support, and research. One CEO estimated a 30% increase in overall productivity from AI. Leaders of two companies specifically cited significant progress with internal agents — 'everything agentic,' one of them said. But while some companies are fully integrated with AI, others are still experimenting — leaders are looking beyond incremental gains as they try new tools. A company mentioned hurdles due to resistance from engineers. A survey from Deloitte found that reliability, accuracy, and trustworthiness will need to improve for broader adoption of generative AI. AI may also impact hiring decisions. Some startups on the GeekWire 200 say AI is helping them do more with fewer resources — and they're taking a cautious approach to headcount growth. Earlier this week, Amazon CEO Andy Jassy sent a memo to corporate employees detailing how generative AI and agents will fundamentally reshape how work gets done at the Seattle-based tech giant — and shrink its workforce in the coming years. There may also be pressure on startups to adopt AI from the board room as investors bet big on AI. More than 30% of new U.S. venture capital deals in Q1 went to AI and machine learning startups, according to PitchBook. Nearly 40 respondents participated in GeekWire's Q2 survey, all of them top executives at some of the Pacific Northwest's leading technology companies. The GeekWire 200, presented by JPMorganChase, provides a snapshot of the region's startup landscape, and highlights companies that are gaining traction. The ranking is grounded in both publicly available data — including LinkedIn employee counts, Facebook followers, and Moz domain authority — as well as editorial judgment from the GeekWire news team, based on factors including recent fundings and layoffs, and our own insights from covering the region's technology startups. Stay tuned for an upcoming update of the GeekWire 200 list. Previously: GeekWire 200 survey: CEOs cautious about hiring as AI boosts productivity for Seattle startups
Fast Company
a day ago
- Business
- Fast Company
Leaders, you should absolutely talk politics at work. Here's why
Open your news feed or turn on a screen and images of conflict are impossible to avoid. Geopolitics is not the exclusive precinct of diplomats and politicians. For many, it is an intensely personal and emotional topic; a distant calamity can strike very close to home. And people do not leave their opinions behind when they go to work. In fact, many workers expect their employers to take a stand on social and geopolitical issues. In the 2025 Edelman Trust Barometer, almost 80% of respondents said that CEOs are justified in addressing a social issue when they can make a difference. Moreover, business remains more trusted than government, the social sector, or the media. With that position comes responsibility. A charged environment But it's a complicated one. Particularly in large global organizations, opinions are certain to vary: Where people grow up, what they experience, and how they consume news all shape their response to geopolitical events. Leaders need to be prepared to manage a highly charged environment where a single remark can spark controversy. Missteps can lead to a loss of trust, talent, and reputation. Insight, oversight, and foresight are all required to build geopolitical resilience There is also a fourth dimension: a people agenda. Just as business leaders develop a strategy to guide operational decisions, they need to do the same for engaging with their workforce on geopolitics. That means learning how to talk about sensitive topics; how to balance transparency with confidentiality; how to meet the rising expectations of employees, customers, regulators, and other stakeholders; and how to unify the organization around a shared commitment to good global citizenship. A strategic approach to engagement can be built on five pillars: multipolarity, mobility, messaging, motivation, and mission. Multipolarity In a fragmenting global order with new opportunities in emerging markets, issuing decrees from headquarters is not enough. Employees want the unique risks and opportunities in their home markets to be understood and reflected. To demonstrate a multipolar mindset, leaders can hold board meetings in different regions, ensure that important roles, such as on global risk committees, are filled with people who reflect the global nature of the organization, seek input from experts and advisors with a wide range of views, and get local advice when developing risk frameworks in markets with geopolitical sensitivities. Mobility Companies can help employees build understanding and trust with colleagues by creating opportunities for them to experience life and business outside their home markets. One global retailer, for example, brings its entire incoming analyst class in China to its U.S. headquarters each year. Many firms also offer rotational programs to help up-and-coming leaders gain a deeper understanding of how and where the company operates. Messaging Business leaders should define and communicate a set of principles that provide a clear rationale for which issues the company will take a stand on and which it will not. Considerations include the specific legal situation, the company's values, the business case, and impact on the brand. These ideas informed McDonald's messaging when it decided to pull out of Russia after the invasion of Ukraine in 2022. While the message must come from the top, communicating it can be done more broadly. Indeed, the messengers are as important as the message. Messengers may need to be on the ground in markets experiencing disruptions to learn from local colleagues and other stakeholders and show support in person. Employees tend to trust their immediate supervisors more than senior leaders; supervisors usually have more time to listen and learn. Similarly, seasoned executives with strong relationships across the organization may be able to play the role of shuttle diplomats and help employees understand the company's position while also serving as sounding boards and relaying frontline perspectives to senior leaders. Motivation Employers understand that the workforce values job security, compensation, and the opportunity to advance. But the desire for purpose and community is often underestimated. Management can enhance employees' sense of belonging during a crisis, for example, by offering matching funds for charitable contributions. If geopolitical issues force a company to suspend operations in a market, management can demonstrate its commitment to employees by offering support to those in the affected region. Mission A clear mission statement can transcend geopolitical differences and serve as a rallying point in moments of internal division. The mission of one large U.S. multinational, for example, includes making its services 'universally available.' This informs leaders' debates about whether the company should serve certain markets. Keeping the peace in the workplace when the world is in turmoil can be challenging. In revising their vision of the world to one that is connected yet contested, leaders may also need to revise how they engage with their people on a topic that is personal. In addition to taking steps to reduce risks ranging from screening processes to data access protocols, leaders must also take proactive steps to emerge as resilient organizations that can withstand centrifugal forces and seize new opportunities.
