Critical thinking as an antidote to an AI-informed world isn’t a new thought, but it's usually mentioned in the context of using it to verify the answers so very confidently presented by generative and agentic AI. Or sometimes in the system design phase context of AI governance and ethics.

To effectively respond to looming change (with the added threat of mass layoffs due to advancements in Artificial Intelligence (AI)), knowledge workers – and their employers – don’t need more predictions on what exactly will happen over the next two years as AI wrecks well-laid plans like coffee spilled over last-minute homework. They (we) need to buckle down and get to work. Different work.

Even so, it’s still a collaboration – not a handover. Machines look at data, but they can’t (yet) take human behaviour or preferences into account. That’s why artisans are still key to making sure that everything runs in a way that works for people, not just numbers.

It’s not enough to empower. Leaders must also equip.

When using generative AI to produce content that will be submitted to media for publication consideration, we have to be honest with ourselves when we consider whether we are asking AI to help with the pure “doing”, or whether we are inadvertently outsourcing our thinking to AI.

Running a business today means more than just keeping operations going. Business leaders are constantly asked to juggle performance, relevance, and responsibility — all while navigating evolving market conditions, complex teams, and increased expectations. It can be overwhelming, even for those who’ve been at it for years. The now money, next money, and never money model offers a way to think more clearly about where attention and effort should go during times of extreme unce

While the skill of an effective “ask” is quite complex, and takes many years to master, one quick tip for busy leaders is to always consider the “T’s & C’s” of an “ask” before sending – or saying – it: Tone, Time, Context, and Clarity. And, yes, these apply to instructions or mandatory required activities as well; it’s always better when people participate by choice rather than on demand.

The business landscape in 2024 demands a holistic approach that integrates technological, societal, and behavioural considerations. By remaining aware of these trends and their potential impact, business owners can position themselves to navigate the challenges and opportunities with more ease.

Running a sustained profitable business might be hard, but it doesn’t need to be complicated. Traditional advice guides business owners who feel stuck in some way to review – or create – a business plan as a framework for identifying the cause of feeling stuck. The catch is that a business plan can often be unnecessarily complex or lengthy for a business owner that is in need of quick and practical insights. An existing or template business plan may also be more geared toward

If we consider this from a pure linguistics point of view, then why on earth would anyone want to FUTUREPROOF a businesses?!?!?!

Companies spend millions each year on creating a culture of peak employee performance, but many still find their workforce stuck in the mediocre middle – often despite the best efforts of employees. To move from mediocrity to consistent peak performance, business and team leaders must create a culture that allows employees to successfully implement what they’ve learned during training, mentoring, coaching, and conference sessions. Even the most well-trained and well-intention

Most business leaders and managers prioritise other tasks over recruitment and talent selection rather than seeing it as a vital part of their jobs. In addition, many business leaders and managers do not have the skills required to ensure that the right people are found and placed in the right jobs.

How can you make sure your employees stay motivated and give their best effort day in and day out? Here are a few tips to try:

Much has been published on living a purpose-driven life, and many business leaders try to apply the same philosophy in business. The concept of purpose is however a bit different when we think about it in terms of business.

It is simply not good enough to be good enough anymore. What was successful fifty years ago might not be enough to even stay afloat now. These days, a business has to be better than market average in everything it does and everywhere its clients connect with it.

Are you building busyness, or are you building a business? And what about the people you pay to help you build the business? Is everyone in your business doing what they are supposed to be doing and how they're supposed to be doing it? If not, it might be because of:

As with every story, there is more than one side to the tale of the Comfort Zone.

There are countless stories of small businesses that have grown to incredible heights simply by treating customers in a way that made them want to share their experience with family, friends, colleagues and on social media and encourage them to try it for themselves.

Which routines are helping you to WIN in business and which routines are just keeping you busy?

Leading a business does not become easier the longer you do it, even though you become better at doing it. New levels of complexity arise as a business matures, often forcing business leaders to work on "busyness" - or in the business - rather than working on the business.