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Campbell</a> (they/she) inspires revelation and responsibility in leaders across the globe. As a certified trauma-informed leadership coach, facilitator, writer, and author, they empower self-aware visionaries to correlate their past wounds to their leadership style, transforming the way they lead, live, and love. Campbell is also an inspiring keynote speaker and the founder of Consciousness Leaders, the world’s most diverse and equitable speakers’ agency.":1,"#“Project Rebuild” is your invitation to reimagine leadership, and yourself, as part of a healing-centered future that’s lush, kind, and generative. New leadership requires new blueprints, built from compassion and consciousness—one you join by living your leadership as a healing practice, every day, in every space.":1,"#Take a relational approach to how you “do business.” Light your revolt by disrupting leadership norms, seeing the whole human, partaking in sacred relationship, being self-affirming, and elevating and empowering others. You’re the first system you must change. Doing this work is how you become trustworthy, grounded, and expansive enough to hold others well, heal yourself, and restore the earth. Essential work is never finished, but always worth beginning.":1,"#Commit to <em ljsid-1=\"\">Fundamental #4: Lighting the Way</em>. Wherever you are in your leadership journey, you can reclaim your relationships, rebuild broken institutions, and decide what type of direct or indirect impact you want to make. Return to the truth of who you are—not what society conditioned you to be—and remember that you’re enough.":1,"#The Great Remembering":1,"#Collaborate.":1,"#Test and iterate.":1,"#Redefine success.":1,"#Engage all stakeholders.":1,"#Enlist support.":1,"#Communicate consciously.":1,"#Educate all leaders.":1,"#Next, create the necessary changes within systems that aren’t serving your organization’s greater purpose by subscribing to the following seven tenets of taking eco-leadership action:":1,"#Focus on the greater good.":1,"#Let go.":1,"#Develop systems thinking.":1,"#Become vulnerable.":1,"#Gain perspective.":1,"#Self-reflect.":1,"#Lay the foundation for conscious decisions that consider the well-being of all people, the organization, and the planet by committing to the following seven tenets of developing an eco-centric leadership mindset:":1,"#The shift from productivity as the primary organizational intention to employee well-being is at the heart of high-conscious leadership. This includes the move from an ego-centric mindset to an <em ljsid-1=\"\">eco-leadership mindset</em>, which favors the relational ecosystem by decolonizing the mind and replacing the inflexible status quo with systems rooted in an ethical approach toward human-powered organizations.":1,"#How you respond matters. Start by practicing <em ljsid-1=\"\">compassionate intelligence</em>, the wisdom to know when, why, and what support someone needs and the responsibility that comes with offering a rational amount. You don’t have to choose between compassion and rationale. Discover what’s in your compassionate leader toolbox by asking what others need, what you need, and what your organization needs. This may include unpacking your unconscious biases, privilege, and the ways society upholds oppressive systems.":1,"#Think differently about <em ljsid-1=\"\">Fundamental #3: Leading with Compassion</em> to better support your employees and the planet through a more conscious approach to doing business. Note that sympathy is antithetical to effective leadership, while empathetic leadership is just the first step. The art and science of effective leadership illustrates that <em ljsid-3=\"\">compassionate leadership</em>—the move beyond sympathy and empathy to understanding, feeling, and being willing to help relieve the suffering of another—makes all the difference.":1,"#Care in Action":1,"#Break down barriers and build equity.":1,"#Redefine systemic vulnerability.":1,"#Understand the difference between posttraumatic growth versus resilience.":1,"#Seek support.":1,"#Prioritize self-care.":1,"#Practice mindfulness.":1,"#Expand your comfort zone.":1,"#Reframe your beliefs.":1,"#Understand your limiting beliefs.":1,"#Embrace awareness and recognition.":1,"#However, don’t confuse healthy vulnerability with the opportunity to unload or outpour emotionally. To lead others effectively, you must first lead yourself. Be cognizant of the fact that you don’t have all the answers and may have to address both imposter syndrome and <em ljsid-1=\"\">upper limiting</em>—the subconscious tolerance cap on how much you’ll allow yourself to be happy in relationships, physically healthy, wealthy, creative, or successful. Though it may be challenging, dream bigger, get more comfortable with receiving, and embrace the following healthy vulnerability practices:":1,"#To be a high-conscious leader, you don’t have to keep your professional and personal selves split nor remain emotionally distant from colleagues. Practice <em ljsid-1=\"\">Fundamental #2: Embodying Vulnerability</em> daily by taking radical responsibility for your own emotions. Leaders who embrace vulnerability are more likely to foster trust, create safe spaces for dialogue and innovation, and build strong, resilient teams. When you embody vulnerability, you not only exhibit your humanity, you give others permission to show up more authentically while fostering psychologically safe environments.":1,"#True Strength":1,"#<em ljsid-0=\"\">Do the work</em>. To gain a sense of alignment, you must do the work—the process of digging through layers of repressed emotion and breaking yourself open to let the light in. You’ll know the work is productive when you experience a reduced intensity of emotional reactions, garner improved relationships, gain better self-understanding, become less reliant on avoidant behavior, reduce various physical symptoms, experience an increased ability to experience positive emotions, and notice an improved self-care regiment.":1,"#<em ljsid-0=\"\">Awaken</em>. True awakening occurs when you shift how you leverage your resources, change your priorities, and realize that none of your preconceived experience is real. To move through life with a fluidity that’s grounded in a well of genuine security, ask yourself, “What am I passionate about? “Where would my experience be most valuable?” and “What kind of life do I want to live going forward?”":1,"#<em ljsid-0=\"\">Practice introspection</em>. To be introspective, you must practice going inward to experience and understand your own thoughts, feelings, and behaviors and discover whether your attachment style is anxious-preoccupied, dismissive-avoidant, fearful-avoidant/disorganized, or secure.":1,"#Begin your transformational journey by embracing these steps:":1,"#Unlock your aptitude by applying Campbell’s <em ljsid-1=\"\">Fundamental #1: Integrating Trauma</em>—the ability to address your core wounds, integrate them, and release attachment to them. Start by embracing the <em ljsid-3=\"\">integration tripod</em> to examine your story and find acceptance, eliminate self-limiting beliefs, and regulate your emotions. When you start with a desire to change and become self-aware, you’ll be better positioned to modify your behaviors.":1,"#When the Past Is Present":1,"#<em ljsid-0=\"\">The four fundamentals</em>. You must work on your own emotional maturity to serve others from a place of integrity and be able to practice the four fundamentals of the high-conscious leader: <em ljsid-2=\"\">integrating trauma, embodying vulnerability, leading with compassion</em>, and <em ljsid-4=\"\">lighting the way</em>.":1,"#<em ljsid-0=\"\">High-conscious leadership.</em> Just because you’ve been given the title of leader doesn’t mean that you have the healthy, influential characteristics that make others want to follow you. To be a high-conscious leader, you must engage in a lifelong commitment to posttraumatic growth, model vulnerability and radical support as cultural norms, and breathe life back into the ecosystem. Campbell provides a leadership identity quiz to unveil your leadership disposition.":1,"#<em ljsid-0=\"\">Maintenance versus healing</em>. Understand the difference between mental health maintenance and trauma integration modalities. Critically decide which of the following modalities may be right for you: cognitive behavioral therapy, remedial coaching, self-care, or <em ljsid-2=\"\">bypassing</em>, which includes the application of detachment, without compassion, anger avoidance, racial color blindness, toxic positivity, resilience, attraction/manifestation, and religion.":1,"#<em ljsid-0=\"\">Contextualizing trauma</em>. Reflect upon your own life and truly get to know yourself. Embrace the concept that trauma literally means “wound” while distinguishing between organizational, collective, generational, intergenerational, multigenerational, and transgenerational trauma. Begin your healing by responding rather than reacting to triggers, and strive to reclaim your power by using what you’ve learned to better understand yourself and empathize with others.":1,"#Although it’s difficult to address your dysfunctional behavior, it’s your responsibility as a leader to bring it into the light. Your vulnerability gives permission and safety to others to pursue a healthier existence. Consider how you can do better by incorporating the following four aspects of healing:":1,"#<em ljsid-0=\"\">Why now?</em> Feel the urgency of today’s inflection point. You’ve seen “cracks in the façade” of outdated leadership rooted in status, power, and productivity. Reject command-and-control norms and step into regenerative leadership that centers belonging, interdependence, and higher consciousness.":1,"#<em ljsid-0=\"\">What’s the wound in the room?</em> Inner wisdom and a shift to high-conscious leadership requires a willingness to recognize your past and unlearn the messaging from your younger years. You must practice vulnerability, overcome internalized stigma, and continue doing the deep, inner work if you want to become a leader who survives.":1,"#<em ljsid-0=\"\">Low-conscious leaders are everywhere</em>. Spot low-conscious leaders by their lack of empathy and fear-based behaviors, such as control, blame, and reactivity. You can see them dominate, avoid input, and suppress others to protect fragile identities. It’s imperative to recognize that there’s trauma behind these patterns and build on your own agency by setting strong and healthy boundaries—verbally, physically, and energetically.":1,"#<em ljsid-0=\"\">Why do people become leaders?</em> Research shows that many individuals become leaders because they need to feel valued, disassociate from feelings of deep shame and powerlessness, or feel a profound sense of responsibility for others. Trauma-based leadership styles therefore result in either <em ljsid-2=\"\">people controllers</em>—those who tend to micromanage, assume they’re always right, and seek perfection from themselves and others—or <em ljsid-4=\"\">people pleasers</em>—those who are naturally empathetic, have an underlying fear of rejection, and appear unable to give or receive feedback. Once you recognize why you’ve chosen to lead, you can move forward in your journey toward emotional regulation, radical self-love, and joy.":1,"#<em ljsid-0=\"\">Why do people become leaders?</em> Research shows that...":1,"#When addressing how and why people lead the way they do, Campbell presents the following concepts:":1,"#The ancient Japanese art principle of <em ljsid-1=\"\">Kintsukuroi</em> refers to mending broken pieces of pottery with care. In the workplace, it involves facing—and healing—flaws, failures, and disruptions. Very few individuals are able to escape their formative years unscathed. In the context of leading others, <em ljsid-3=\"\">trauma</em>—the information that’s unprocessed, or unintegrated, within the psyche and in the body—can manifest as a spectrum of behaviors. Whether you choose to mend your cracks or imperfections determines the quality with which you lead.":1,"#Kintsukuroi":1,"#Embrace compassionate leadership to build safer, more inclusive, and sustainable environments for everyone involved.":1,"#Practice healthy vulnerability, stand up for your values, and foster trust, innovation, and resilience in teams.":1,"#Move from performance metrics to “people care,” transform cultures, and prioritize well-being over productivity.":1,"#Become a high-conscious leader rooted in the fundamentals of integrating trauma, embodying vulnerability, leading with compassion, and lighting the way for others.":1,"#Integrate your trauma with clarity to enhance self-awareness, empathy, and the ability to regulate emotion under stress.":1,"#Recognizing how trauma shapes leadership behavior is the first step to conscious leadership.":1,"#Leadership begins with personal transformation. In <strong ljsid-1=\"\">Heal to Lead</strong>, keynote speaker Kelly L. Campbell invites readers to confront unhealed trauma in order to become a more conscious, compassionate leader. Campbell shares real and powerful narratives that will help leaders of every level see how past wounds shape leadership style; learn to practice building empathy, presence, and trust; and expand the capacity to serve, connect, and “light the way” for others.":1,"#ISBN: 978-1-394-21315-3":1,"#by Kelly L. Campbell":1,"#Revolutionizing Leadership Through Trauma Healing":1,"#Clicking this link will redirect to relevant products for the Author Kelly L. Campbell.":1,"#In the early years of research, happiness held the primary position in the equation. Famed philosopher Aristotle called happiness the ultimate goal of goals, and psychologist William James claimed it was life’s chief concern. Still today, nearly 70 percent of respondents to a global survey rated happiness as more important than money, love, and health. Yet, researchers also find that many people misunderstand what’s required to be happy. People often overestimate the role of success in their happiness, seeing it as...":1,"#For decades, researchers studying personal well-being have focused on two core topics: happiness and the pursuit of meaning.":1,"#Happiness and Meaning?":1,"#In <strong ljsid-1=\"\">Life in Three Dimensions</strong>, Shigehiro Oishi explains that three elements make the good life possible: happiness, meaning, and an aspect he coins “psychological richness.” Oishi, who is the author of <em ljsid-3=\"\">The Psychological Wealth of Nations</em> and the Marshall Field IV Professor of Psychology at the University of Chicago, explores why this third component is so powerful and shares steps you can take to claim it.":1,"#What makes for a good life? Is it stability or mobility, simplicity or drama, comfort or challenge, convention or a lack of it? Is it summed up as happiness—yours or others’—or is it a product of living according to a purpose?":1,"#ISBN: 978-0-3855-5039-0":1,"#©2025 by Shigehiro Oishi":1,"#by Shigehiro Oishi":1,"#How Curiosity, Exploration, and Experience Make a Fuller, Better Life":1,"#According to demographers, you could live to be 100 years old. If you do, will you be prepared for your future? Lynda Gratton offers guidance on how to restructure your life from a 3-stage life to a multistage life.":1,"#How to Prepare for Your 100-Year Life":1,"#Do you ever feel like you’re losing ground in your personal or professional life? Stacey Hall shares her 3 favorite ways to grow and move forward.":1,"#3 Ways to Grow and Move Forward":1,"#Companies face an inherent tension in balancing both running a business and innovating to ensure that the organization has new ideas to fuel future profitability. After conducting 35 years of research into corporations, Vijay Govindarajan developed a simple, practical way for organizations to allocate their time and resources to their current businesses as well as to activities focused on reinvention. In The Three-Box Solution, Govindarajan describes his framework and illustrates how companies around the world have used it to strengthen their competitive position.":1,"#Vijay Govindarajan":1,"#The Three-Box Solution":1,"#Living a life filled with purpose and passion is not for the timid, according to author and entrepreneur Bob Fisch. It requires courage, bold vision, and unrelenting aligned action. In Get a Life, Fisch provides a dynamic formula powered by words like ambition, obsession, and confidence for creating the life you want to live and the legacy you want to leave.":1,"#Bob Fisch":1,"#Get a Life":1,"#Conversations are more than just sharing information. Judith Glaser identifies the 3 levels of conversation and when to use them.":1,"#The 3 Levels of Conversation":1,"#A product that meets more than just revenue objectives is often referred to as a triple-bottom-line product. Steven Overman defines this concept, provides an example, and reveals the elements it must include.":1,"#Creating a Triple-Bottom-Line Product":1,"#Business leaders often become “human doings” rather than “human beings,” ignoring the inner landscapes that inform their decisions. In 4D Leadership, Dr. Alan Watkins presents the Enlightened Leadership Model, a framework that takes four dimensions of leadership into consideration: being, short-term doing, long-term doing, and relating. Multidimensional leaders who excel in all four areas are not just better at business—they are happier, healthier, and more fulfilled.":1,"#4D Leadership":1,"#Many areas of your life demand attention. You may dream of finding balance so you can do it all—and do it well—but balance often means juggling too many balls for long periods of time. This strategy can lead to higher levels of stress, pressure, exhaustion, and guilt. It rarely leads to success or contentment. In Pick Three, Randi Zuckerberg explains why being unbalanced is a better approach. She encourages professionals to pick three areas of their lives to focus on every day to improve their performance, productivity, and the ability to find the joy, satisfaction, and success that they crave.":1,"#Pick Three":1,"#303 Results found for <span ljsid-1=\"\">\"la vida en tres dimensiones\"</span>":1,"#This article examines a study into how gender pay inequality emerges at the earliest stage of hiring in an analysis of 738,000 initial salary offers made in the United States between 2017 and 2020. The study finds that women received initial offers averaging 5.5% less than men’s, even after controlling for job-related factors and applicant qualifications, with larger gaps appearing in occupations defined by stereotypically masculine tasks. These findings challenge explanations that attribute wage disparities to negotiation behavior and suggest that organizations should address bias in initial salary offers to improve pay equity.":1,"#Pay Inequality Starts at the Initial Offer":1,"#Copyright of DIVERSEability is the property of DiversityComm, Inc. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use.":1,"#Finally, there are disparities in disability. Just as there are disparities in a currently able-bodied society, maybe, as we are looking to increase acceptance for people with disabilities, we should first consider increasing the diversity disparity and embracing disability.":1,"#We in the disability community have to advocate for all.":1,"#Each of us must look to increase our proximity to people inside and outside of our sphere of influence to ensure we are getting the best person for each job. It is not different with diversity in disability.":1,"#This example demonstrates power and privilege yielding to obtain the performance possible.":1,"#Jackson competed in the 500m and won the gold medal.":1,"#Bowe, who trains with Jackson, knew that Jackson was the best chance for the United States to win a medal at the Winter Olympics. She relinquished her Olympic spot to Jackson.":1,"#Brittany Bowe, an American White woman, won the 500m and earned the spot.":1,"#Erin Jackson, an American Black woman who is the world's number one 500m speedskater, stumbled during her Olympic qualifying run. She finished third, which knocked her off of TeamUSA.":1,"#Third, be proactive. Make sure compensation is equal to those in similar roles and fits the experience of the person in the role. Look for ways to use universal design to promote a seamless environment of accessibility.":1,"#Second, reworking job descriptions to ensure they are disability- friendly. Again, according to Meagan Taylor, \"reframe descriptions to focus on the end skills needed to accomplish goals.\"":1,"#So, how do we tackle the problem of increasing representation? First, we need to turn inward to ourselves. Ask yourself what is in your power to increase the representation of marginalized populations in disability.":1,"#It is not hard to connect a diversity concern inside of disability. When building the military sports program, I visited injured veterans at Walter Reed, Brooke Army and Naval Medical Center San Diego. I saw a multiracial force healing together from wounds suffered overseas. Yet, in their rooms I could rarely find a magazine article or see a television ad that showed a balanced representation of all who sacrificed for our country.":1,"#We know, as Dr. Jamila Taylor, the Director of Health Care Reform and Senior Fellow at The Century Foundation, points out that people of color face tremendous barriers to accessing adequate health care. The coronavirus pandemic brought the health disparity these communities must contend with into laser focus, says BNC News in their show notes from their episode, \"Government Aims to Eliminate Health Disparities, Achieve Health Equality.\"":1,"#Let's just take health care and couple that with health care in the United States. According to the Amputee Coalition, about 73,000 lower limb amputations, which are not related to trauma, are performed on people with diabetes.":1,"#When I speak with people who are currently able-bodied, they rarely see the disability community in terms of value add. It is glaringly apparent that there are vast disparities between people of color with disabilities and those of the majority population.":1,"#After reading Joseph Shapiro's book, No Pity, I recognized that the disability civil rights movement was birthed from the Black Civil Rights Movement of the 1960s. The difference between the two movements was while Black Americans fought to sit anywhere on the bus, people with disabilities fought to get on the bus.":1,"#One of the other awardees that night was TyKiah Wright. A brilliant Black woman who happens to be a wheelchair user and founder/CEO of WrightChoice, Inc. I noticed both TyKiah and I were in the minority within this minority population. That is when I realized there are diversity disparities inside of disability.":1,"#I noticed the significant lack of representation of people of color in the disability community when I was in Washington, D.C. and had just been awarded the Paul G. Hearne Leadership Award for emerging leaders in the disability arena. I received the honor of founding and building the Paralympic Military Sports Program for the United States Olympic and Paralympic Committee.":1,"#Incur expensive accommodation costs.":1,"#Backfill work because people with disabilities are more absent.":1,"#Lower work standards to include people with disabilities.":1,"#Employers look to hire people with disabilities with a quota mindset rather than a best for the company mindset. Employers commonly believe the myths that they must:":1,"#Meagan Taylor, a project manager at Deque Systems who has a passion for dismantling systemic barriers to capital and opportunity, writes, \"Employees across industries are quitting their jobs. It is a job-seekers market, with more than 10 million job openings as of November 2021. Many of these job seekers have disabilities and were disproportionately impacted by COVID-related layoffs.\" Taylor notes, \"Not only is deploying accessible hiring practices the right thing to do — and a requirement under the ADA — but also might mitigate widespread labor shortages, connecting companies to a large, talented pool of applicants.\"":1,"#The 2021 <em ljsid-1=\"\">Forbes</em> article titled, \"Creating A More Accessible And Inclusive Workplace For People With Disabilities\" references the Top Strategic Predictions for 2020 and Beyond by Gartner, stating that, \"by 2023, the number of people with disabilities employed will triple due to artificial intelligence and emerging technologies reducing barriers to access.\"":1,"#Since the signing of the Americans with Disabilities Act in 1990, the unemployment rate has barely made a tick downward. Still, over 70 percent of people with disabilities who desire to work can't.":1,"#For many people with disabilities, the road to sustainable work does not come easy. If the person with a disability happens to be a person of color, the odds dwindle even more when...":1,"#After my leg was amputated in 1994 due to an accident as I trained for my third Olympic trials, my thoughts turned to my identity. I found work quickly. The United States Army Community and Family Support Center in Alexandria, Va., hired me as a sports specialist for the Army's World Class Athlete Program (WCAP). The accommodations afforded me to do my job were met with no resistance.":1,"#by John Register":1,"#Clicking this link will redirect to relevant products for the Publisher DIVERSEability.":1,"#Clicking this link will redirect to relevant products for the Author John Register.":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Rebecca Brooks":1,"#Take Care of Your People":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> John Register":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Max Ufberg":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> ALEXANDRA KALEV, Frank Dobbin":1,"#This article summarizes research conducted when artificial intelligence (AI) sets wages for workers. The research utilized eight large language models (LLMs)--including GPT-4o, Claude 3.7 Sonnet, and DeepSeek-R1— and 60,000 freelancers' profiles, examining impact by age, gender and geography on AI-set wages. This article reports on the findings and insights gained with an emphasis on how prompts to the LLMs factors in.":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Warut Khern-am-nuai, Eddy Hage-Youssef, Maxime C. Cohen":1,"#What Happens When AI Sets Wages":1,"#The article focuses on the effects of artificial intelligence (AI) on entry-level jobs and talent management. The authors stress the need to redesign these roles to maximize human value alongside AI. They propose four steps, which include rethinking tasks, enhancing skills, redesigning workflows, and preparing employees for future leadership.":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Tomas Chamorro-Premuzic, Amy C. Edmondson":1,"#The Perils of Using AI to Replace Entry-Level Jobs":1,"#AI agents are transforming brand-consumer relationships. The authors explore how brands must adapt to a new retail environment in which consumers increasingly rely on generative AI for product research, recommendations, and purchases. Three modes of agentic interaction exist today: Consumers (1) engage with brand agents, (2) search for products using third-party agents they've personalized over time, and (3) empower AI to interact with other AI on their behalf. Brands must develop a hybrid strategy that balances automation with human shopping preferences. Successful companies rely on proprietary customer and product data to deliver personalized agentic experiences. But the process isn't as simple as purchasing new software. Ongoing experimentation, prompt-based optimization, and integration with other AI ecosystems are essential steps.":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> David A. Schweidel, Oguz A. Acar":1,"#Preparing Your Brand for Agentic AI":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Rogayeh Tabrizi":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Robert G. Hagstrom":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Richard Nieva, Anna Tong":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Shigehiro Oishi":1,"#No Results found for <span ljsid-1=\"\">\"resilencia\"</span>":1,"#A Recipe for Change":1,"#The Reciprocity Advantage":1,"#Work Reimagined":1,"#Reinvent":1,"#Reinforcements":1,"#Agile Conversations: How to Reframe, Refocus, or Redirect":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Fernando F. Suarez, Juan S. Montes":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Stephanie Mehta":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Eileen McDargh":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Ernie Philip":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Diana Rivenburgh":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Jan Perkins, Pat Martel":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> DONOVAN BURBA":1,"#198 Results found for <span ljsid-1=\"\">\"Building Resiliency\"</span>":1,"#At the age of 22, Sevetri Wilson transformed her new business with zero capital into a seven-figure enterprise, becoming a rising star among a new generation of entrepreneurs. In Resilient, Wilson shares private journal entries and commentary on her journey to map out a path—from early planning to capital success—for other aspiring entrepreneurs.":1,"#Grant Difford explains what it takes to become a resilient business leader. It requires commitment and it requires change--so the question is: Are you ready?":1,"#Resilience: The Leadership Superpower":1,"#364 Results found for <span ljsid-1=\"\">\"resilencia\"</span>":1,"#No Results found for <span ljsid-1=\"\">\"Building Resiliency\"</span>":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Yossi Sheffi":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> George S. Everly Jr, Douglas Strouse":1,"#<span ljsid-0=\"\">Book Summary</span> <span ljsid-2=\"\">|</span> Doug Hensch":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Casey Mulqueen":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Joshua D. Margolis, Paul G. Stoltz":1,"#<span ljsid-0=\"\">Article</span> <span ljsid-2=\"\">|</span> Bonnie St. John":1,"#Strong leaders are resilient leaders. James Kerr offers a 4-step routine you can implement to enhance your resiliency and improve your leadership capabilities.":1,"#How to Become a Resilient Leader":1,"#In Stronger, George S. Everly Jr., Douglas A. Strouse, and Dennis K. McCormack discuss people’s ability to overcome adversity and develop resiliency. They focus on five core factors of personal resiliency: optimism, decisive action, moral compass, tenacity, and support. Because people’s responses to their situations matter more than the situations themselves, resilience is an important trait for any person in any situation. Much of the data for the book came from observations of the norms of the Navy SEALS and their unique training to build resilience, as well as scholarly reviews and the authors’ personal and professional observations.":1,"#George S. Everly Jr, Douglas Strouse":1,"#In Positively Resilient, certified executive coach, consultant, and corporate trainer Doug Hensch shares more than 40 years of research and 20 years of professional experience to help readers become more effective in the pursuit of goals. Readers will discover simple steps to enhance personal change, how to incorporate mindfulness and curiosity into their daily lives, the value of flexibility, how emotions can help them navigate within their environments, and why connection and support are critical for resilience. By experimenting with the techniques described in Positively Resilient, readers can learn how to achieve higher levels of happiness and satisfaction.":1,"#The article focuses on how companies can be managed to overcome adversity with resilience. The characteristics of resilient managers who provide leadership for their teams and can build resilience in their employees are discussed. The manager's ability to shift from cause-oriented to response-oriented thinking depends on the four perspectives or lenses of the control of the factors causing the crisis, impact of management's actions, breadth of the crisis, and duration of the situation. A resilience regimen of questions that managers can use to reframe negative events and understand their thought processes is explained.":1,"#Joshua D. Margolis, Paul G. Stoltz":1,"#How to Bounce Back from Adversity":1,"#325 Results found for <span ljsid-1=\"\">\"Building Resiliency\"</span>":1,"#In unstable times the routines organizations use to get work done often break down. When that happens, teams need to shift gears quickly and add two other approaches to their tool kits: heuristics, or simple rules of thumb that speed up processes and decision-making, and improvisation, spontaneous efforts to address problems and opportunities. Drawing on the experiences of a successful expedition up the most challenging route on Mount Everest, the authors explain when each approach works best and how your organization can prepare itself to weather crises by learning to alternate them.":1,"#Fernando F. Suarez, Juan S. Montes":1,"#Building Organizational Resilience":1,"#Liggy Webb":1,"#Jan Perkins, Pat Martel":1,"#Jane McCarroll":1,"#366 Results found for <span ljsid-1=\"\">\"Building Resiliency\"</span>":1,"#Management Reset":1,"#Resetting Management":1,"#Rescuing Relationships":1,"#Reset":1,"#Effective collaboration is achieved only when you can balance individual needs with team needs. John Baldoni offers 4 steps to fostering true collaboration.":1,"#4 Secrets to Team Collaboration":1,"#Sometimes, teams within an organization spend more time fighting each other than solving problems. Tim Clancy suggests 3 steps you can take to transform your teams from adversaries to collaborators.":1,"#How to Fix and Improve Collaboration":1,"#Members of a team must work to address not just outcomes but core issues. Howard Guttman presents 6 questions for you and your team members to ask to ensure that important, underlying issues are addressed.":1,"#Address Issues on Your Team by Asking 6 Questions":1,"#Sales and marketing expert Stacey Hall shares how you can gain a competitive edge by collaborating with your competition.":1,"#Copyright of Forbes is the property of Forbes Inc. and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.":1,"#He says he has no professional ambitions beyond OpenAI, with one caveat: In a post-AGI world, he might find passion in a new type of work not yet created. \"The things I really wanted to accomplish, I've mostly accomplished,\" he says. \"I feel like I'm playing for bonus points at this point.\"":1,"#And then what?":1,"#Altman has a pretty simple succession plan for OpenAI: Hand off the company to an AI model. If the goal is for artificial intelligence to become so advanced that it can run companies, he asks, then why not his own? \"I would never stand in the way of that,\" he says. \"I should be the most willing to do that.\"":1,"#Altman is aware that his motivations can be perplexing to some. It's \"hard to know what's going on inside his head,\" says Graham, his longtime mentor, someone you'd think would have at least a general idea. The OpenAI CEO's insistence on scaling immediately and aggressively often draws criticism. Take his headline- grabbing commitment to spend $1.4 trillion, mostly on AI chips and data centers, over the next eight years. In his mind, it's \"obvious\" it will take that amount of money and computing power to keep up with the exponential growth of AI use. \"Then the rest of the world is like, 'financial reality.' And I don't think I'm the strongest at keeping those dueling perspectives in mind,\" he says.":1,"#A few days later, Altman dials things back. \"I meant that as a spiritual statement, not a literal one,\" he says. Achieving AGI, he concedes, will require \"a lot of medium-sized breakthroughs. I don't think we need a big one.\"":1,"#Told of this assertion, Microsoft CEO Satya Nadella serves up a reality check. \"I don't think we are anywhere close to [AGI],\" he says with a chuckle. \"We have a good process in place. It's not about Sam or me declaring it.\" Even as one of OpenAI's most important partners, Nadella acknowledges natural \"friction\" as the companies compete in AI. \"There will be gray zones,\" he says. \"So that term 'frenemies,' I think, is a fine way to characterize [the relationship].\"":1,"#Altman, for his part, says he is \"110%\" focused on OpenAI and its core mission of AGI, which is conveniently hard to define and could be anywhere from three to 30 to forever years away. At one point, he simply declares victory: \"We basically have built AGI, or very close to it.\"":1,"#Altman has stakes in more than 400 companies, which might suggest a certain lack of focus. Multiple OpenAI employees tell Forbes they fear the company is trying to do too much too quickly. They worry about its ability to stay ahead in the model race, particularly after GPT-5, which was widely viewed as disappointing. And they were shaken when Apple chose Google's AI models to power the next generation of Siri, a deal that was Open- AI's to lose since it had already been powering the iPhone maker's Apple Intelligence offering. \"Yeah, that was not great,\" says one engineer. \"A lot of us thought that was a done deal.\"":1,"#Graham thinks it's just Altman's nature. \"If he sees an opportunity not being exploited, it's very hard for him not to do it,\" he says, noting his former mentee has a particular weakness for things that are undervalued. \"I bet he finds it hard to resist buying commercial real estate in San Francisco.\"":1,"#Critics look at all this and say Altman is just trying to make OpenAI too big to fail, an argument allies dismiss. \"I don't think there's some secret plan,\" says OpenAI chairman Bret Taylor. \"People are just very excited about the impact of AI on humanity.\"":1,"#\"We are heading toward a system that will be capable of doing innovation on its own,\" Altman says. \"I don't think most of the world has internalized what that's going to mean.\"":1,"#That said, as OpenAI makes a sprawling land grab for the future, there are also some synergies in their expansionist tendencies. Beyond ChatGPT, Sora and whatever Jony Ive is really working on, the company is building a custom AI chip, a social media application to compete with X and is even considering humanoid factory robots. In January, OpenAI announced a suite of software tools for health care organizations and a freemium ad-supported business model for ChatGPT. OpenAI chief research officer Mark Chen tells Forbes that in the year ahead it hopes to develop an AI researcher \"intern\" that can help his team accelerate its ideas.":1,"#Altman says Trump has been easy to work with when it comes to AI, though the administration's nationalist policies don't quite align with his own or OpenAI's. \"His job is to make sure America wins. And I view our mission as for all of humanity,\" Altman says. \"There's some opposition there.\"":1,"#It also speaks to Altman's influence, which has ballooned alongside that of OpenAI. On the first full day of President Trump's second term, Altman appeared at the White House alongside Trump, Oracle cofounder Larry Ellison and Softbank's billionaire tech investor Masayoshi Son to announce Project Stargate, an audacious $500 billion commitment to AI infrastructure in the U.S. It was an extravagant move, befitting a maximalist president and risk-loving investor like Son. But it was Altman who wanted to go even bigger. \"We discussed, and he said 'More is better,'\" Son tells Forbes. \"More is better.\"":1,"#In December, Altman and Iger spun heads in Silicon Valley and Hollywood when they announced a deal to let OpenAI license characters from the Disney universe, including Mickey Mouse, Darth Vader and Cinderella, to be used in OpenAI's Sora app, which uses AI to generate realistic videos from the simplest prompts. It was a stunning alliance, as Disney is notoriously protective of its intellectual property, and Hollywood has generally viewed AI as an existential threat. Discussed for more than a year, the agreement allowed Disney, among other things, to include Sora-generated videos on its Disney+ streaming service. It also saw Altman convince the entertainment giant to make a $1 billion equity investment in OpenAI, giving the AI behemoth the most magical of Hollywood blessings. \"Sam wanted that as a sign of both confidence and, essentially, to bolster the partnership,\" Iger says. \"And to create a situation where Disney had a little bit more skin in the game.\"":1,"#It also could be harmful. OpenAI has been criticized for releasing products without proper safety testing and for shipping features that prioritize engagement over psychological well- being. It has been named in several wrongful death suits that allege ChatGPT directly encouraged and/or facilitated self-harm and suicide. Many argue the behemoth data centers that undergird ChatGPT are power-gorging, water-sucking environmental nightmares. OpenAI has always been quick with apologies and pledges to do better, but it's hard not to see a pattern emerging.":1,"#This could all be misdirection. Altman has a reputation for shiny object syndrome. And the challenge of conceiving the devices that could help define human experience is not without risk. Silicon Valley is littered with \"world changing\" failures—the Segway scooter, Magic Leap's ferociously overpromised augmented reality and, more recently, Humane's silly wearable AI assistant pin (an Altman-backed company). \"It may flop,\" Alt- man concedes. \"Not many times in history have people figured out a fundamentally new computing interface.\"":1,"#Altman is enraptured by the project, but intractable in his refusal to describe it; the team works in a secret office in San Francisco's North Beach district. He talks about it with almost Cheshire abstraction: He sees a family of gadgets that provide \"extreme contextual awareness and proactive assistance.\" There might be a \"little friendly companion\" that observes you, helpfully expediting tasks and generally improving your daily experience. At one point he describes a device that would have chosen the perfect selection of artifacts he showed off earlier. It would say, \" 'I know what Sam has been thinking about recently, what he's likely excited about,'\" he says. \"'I've also watched where his eyes go in the room.'\"":1,"#To that end, OpenAI bought IO, the hardware firm of Jony Ive (the designer of the iMac, iPhone and Apple Watch), for $6.5 billion in July. \"Sam understands that user interface is not decoration,\" Ive says. \"It defines the human experience.\"":1,"#That's something he's working on now. ChatGPT's rudimentary text interface dates back to Eliza, a '60s-era chatbot that famously, and badly, impersonated a psychotherapist. Altman wants to invent a new paradigm entirely, devices to make AI essential to our daily lives.":1,"#There's something else at work here, too: Altman knows his history. His itch to release products quickly is informed by studying Xerox PARC, the legendary Silicon Valley research lab known for inventing the modern graphical user interface, laser printers and computer mouse, yet failing to commercialize any of them. \"You have to have an economic engine in the cycle,\" Altman says. \"I think there's probably a lot of great innovation that has never gotten out of the lab because someone didn't do the work to just get it into people's hands.\"":1,"#As OpenAI's valuation and forecasts for the size of the AI market attest, the timing of that launch couldn't have been better. He's \"forward thinking in the extreme,\" Disney's Iger says of Altman. \"Combining both patience and impatience.\"":1,"#While Altman’s tendency to race ahead with ideas that excite him has gotten him into trouble, it's also a tentpole of his success. Take the launch of ChatGPT. In 2022, OpenAI's leadership had wavered on releasing the model to the public, arguing it was better to wait for a more powerful one. It was Altman who convinced them to go when they did. \"Sam was like, 'Let's just try to get this out,'\" says Brockman, OpenAI's cofounder and president. The night before the launch, he recalls the team making predictions on how it would go. \"I thought it would be a little bit of a flash in a pan,\" he says now. \"Sam always had the conviction.\"":1,"#The restructuring has made a bitter enemy of former Altman hero Musk, who promptly used xAI to build a ChatGPT competitor called Grok. Billed as a \"truth-seeking\" AI model, it is mired in an endless swamp of controversy for repeating false narratives about white genocide, calling itself \"MechaHitler\" and apparently generating sexualized pictures of minors (the company later apologized). \"I wish they would do things differently. It's crazy to me how much time he spends attacking us,\" says Altman, complaining about Musk's accusations that OpenAI doesn't act safely. \"Their own house is on fire on these things consistently.\"":1,"#While Altman felt the creation of a for-profit was necessary for OpenAI to thrive, there's no question it benefited him as well. It bolstered his influence and his power—though, perplexingly to critics, not his wealth. Altman had no direct stake in OpenAI when it was founded and still doesn't, even though he could have taken one in the restructuring. Why? \"I don't know. I don't have a great answer,\" he says. \"Probably I should [take one], just so I never have to answer that question.\" He adds that his lack of equity \"is this super-confusing, insane conspiracy theory-producing thing.\"":1,"#Even more combustible than the Anthropic defection was OpenAI's decision to restructure the organization to add a for-profit arm. The move allowed OpenAI to function more like a typical company and take funding from investors, including a key $13 billion investment from Microsoft beginning in 2019. Musk was vehemently opposed and left in protest, receiving no equity in the for-profit entity. Palace intrigue abounds, but in a lawsuit, Musk claims he left because OpenAI abandoned its original mission to create AI to benefit humanity in favor of maximizing profits. OpenAI maintains that he instead left because the company wasn't giving him control of the for-profit. Musk quickly turned around and launched competitor xAI in 2023, which is now valued at $250 billion. The case is expected to go to trial this spring. \"It's not how I would choose to spend however many days it's going to take. But I feel good about our position,\" Altman says.":1,"#It didn't help that three years prior, an internal power struggle had seen a faction of top OpenAI employees, including siblings Dario and Daniela Amodei, split off from the company to found Anthropic, a rival that touts a particular focus on AI safety. Now valued at around $350 billion, with some $4.5 billion in 2025 revenue, it has become one of OpenAI's most formidable rivals.":1,"#All this occurred amid a dizzying swirl of allegations of duplicity and recklessness. A board investigation would later conclude that Altman was indeed the right leader for OpenAI, but the incident left an indelible mark on his reputation.":1,"#This wouldn't be the first time Altman's priorities would run afoul of his colleagues. Days before Thanksgiving in 2023, he was fired by OpenAI's nonprofit board for not being \"consistently candid.\" Leading the coup was cofounder Sutskever, who'd told the board that \"Sam exhibits a consistent pattern of lying\" and accused him of \"creating chaos, starting lots of new projects and pitting people against each other\" in pursuit of his goals. Altman would be reinstated just five days later after what was arguably the most farcical corporate drama in Silicon Valley history—a saga that saw OpenAI employees revolting and threatening to quit en masse if Altman wasn't reinstalled, Microsoft suddenly stepping in to hire him, and rumors of a new AI model so powerful it frightened those who saw it.":1,"#There is \"some deserved flak there,\" Altman says now. \"When it was clear to me that OpenAI was going to work and I was running both things, I was just like, 'I can pretend that I still care as much about YC, but [OpenAI] is my purpose and I need to go do it.'\"":1,"#Altman played in a variety of sandboxes at YC but became very fond of one side project in particular: an AI research outfit named OpenAI. Founded in 2015 as a nonprofit, OpenAI was striving to create AGI, or artificial general intelligence, basically AI that can \"think\" like humans. Altman personally recruited Greg Brockman, then-CTO of Stripe, and famed AI researcher Ilya Sutskever, known for his pioneering work in neural networks, to join as cofounders—and helped convince Elon Musk, then one of his personal heroes, to back it with $38 million. Altman's focus on OpenAI soon became almost mono- maniacal, making Y Combinator more of a fading hobby than the calling Graham intended it to be. In 2019, Graham and YC cofounder Jessica Livingston were stunned to read a press release announcing Altman as CEO of a new for-profit branch of OpenAI. Livingston asked him to recommit to YC or step down.":1,"#Graham was so impressed that when he stepped back in 2014, he tapped Altman, then only 28, to run the place. The reason? \"Sam gets what he wants,\" Graham says. \"So if the only way Sam could succeed in life was by YC succeeding, then YC would succeed.\"":1,"#Graham recalls of their first meeting.":1,"#Altman landed at Stanford in 2003 intent on studying AI at a time when the Zeitgeist was more Web 2.0. During his sophomore year, he won a business plan competition for what would eventually become his first startup, Loopt, a phone app for sharing your location with friends. That's when he first heard about Y Combinator. He took the redeye to Boston to interview with founder Paul Graham. \"I remember thinking, this is what Bill Gates must've been like,\"":1,"#Altman’s back story is well told: Raised in St. Louis, a world away from Silicon Valley, he was a nerd fascinated by science, energy and artificial intelligence. \"I've been obsessed with the same couple of ideas my whole life,\" he says. They haven't changed \"since I was like 18.\"":1,"#\"People say, 'Oh, I'm glad you have a kid because now you won't do something to destroy the world,'\" Altman says. \"I was really set on not doing that before. Didn't need the kid.\"":1,"#These days Altman has a new lens through which to view the promise and perils of AI: fatherhood. He and his husband have a baby son and are expecting their second child later this year.":1,"#\"I think I am unusually good at projecting multiple things— years or a couple of decades into the future—and understanding how those are going to interact together,\" he says. Some people are good at predicting what's next. Others see how different worlds are about to overlap. \"But the combination of them is kind of my thing.\"":1,"#With AI, he's doing it again. There's OpenAI, of course. But there's also Helion, which is attempting to harness the nearly limitless power of nuclear fusion (the type of energy the sun uses), and Oklo, which is developing more conventional nuclear fission reactors, but ones that are smaller and more modular. Both could serve Al's energy-guzzling needs. Then there's World (formerly Worldcoin), which is developing tech to provide \"proof of humanness\" in an emerging world of AI deepfakes. There's also the nascent Merge Labs, working on neural computing. And through a nonprofit called Open- Research, Altman backed one of America's largest experiments on universal basic income—an effort that would provide all citizens with a small, guaranteed, no-strings- attached wage as a possible remedy for the economic disruption AI may cause.":1,"#Viewed solely through the lens of those investments, Alt- man is a wildly ambitious business leader meticulously architecting his vision of the future. As the mobile era solidified in the 2010s, Altman presciently backed an array of companies—investing $15,000 for 2% of payments giant Stripe before it even had a name and leading a $50 million funding round into Reddit in 2014, for example—that grew into mainstays of the app economy.":1,"#Forbes has been tracking Altman, who ranks sixth on our list of the greatest living American innovators (see page 70), for more than a decade. In 2015, he was a featured member of our inaugural Forbes 30 Under 30 Venture Capital list as the newly minted 29-year-old leader of Y Combinator. \"It's cool that you can make a list of the problems in the world and then fund companies to solve them,\" he told us.":1,"#Though soft-spoken with a low-key Midwestern demeanor, Altman is something of an AI carnival barker. His aggressive predictions about the technology's exponential growth need to come true to justify not just OpenAI's valuation but the vast economic and social bets forming around it. And it's not clear he quite knows how to get there. Can he deliver on a future as big and fast and expensive as the one he describes?":1,"#That has made Altman, now 40, the subject of a fast-growing hagiography. Disney CEO Bob Iger says Altman can \"look around corners\" to see the future. Airbnb cofounder Brian Chesky calls him \"one of the two most ambitious people I know\" (the other being Musk). Apple design legend Jony Ive says enigmatically that Altman \"is comfortable with the unknown, but he is not casual about the responsibility.\" Renowned VC Paul Graham (Altman's former mentor at the startup incubator Y Combinator) offers a balder take: \"He's good at convincing people of things. He's good at getting people to do what he wants.\"":1,"#Altman is of that mold. He's an investor and an accelerator more than an engineer or a scientist. His vision isn't about perfecting consumer products—it's about building the underlying systems that the rest of the economy may soon depend on. ChatGPT now has more than 800 million weekly users. OpenAI, with more than $13 billion in revenue last year, was recently valued at $500 billion (Altman has no direct equity stake in the company, but his other investments make him worth an estimated $3 billion). Inspired by OpenAI, big tech could pour an estimated $500 billion into AI data centers and chips this year. At this moment, it is perhaps the most important company in the world.":1,"#America has a storied history of innovators who aren't known for inventing, whose achievement instead was pushing the cutting edge into daily life by sheer force of will and wits. Think Steve Jobs, Bill Gates and Elon Musk. Thomas Edison didn't invent the light bulb. He—or rather his team—improved it with a longer lasting filament and then aggressively brought it to market.":1,"#As memorable as the uranium rod is, one of the other striking items in Altman's collection is an old GPU chip. It trained an early version of the model behind OpenAI's signature product, ChatGPT, which catapulted AI into the mainstream in November 2022 and set off a chain reaction of innovation that may turn out to be as transformative as the Industrial Revolution.":1,"#\"I am consistently amazed by how much each generation builds a new layer of scaffolding,\" he says of technological progress. \"We're really seeing that now.\"":1,"#Altman, wearing Adidas Lego Ultraboost sneakers and a simple gray knit sweater, works methodically and chronologically through the artifacts, most of which typically live in his home office, unseen by anyone but his closest friends. On display today, Altman says: a 40,000-year- old hand ax (\"an amazing general purpose Stone Age tool\"), a 3,500-year-old bronze sword (\"an interesting example of technology having a big geopolitical impact\") and a compressor fan blade from a Concorde jet engine (\"the only piece small enough\" to carry in). In casual defiance of museum curator protocol, he has lugged all these items to his office in a duffel bag, individually wrapped in bathroom towels.":1,"#\"You make a big discovery in physics and … unlock basically unlimited energy,\" he says of the uranium rod. \"We didn't know about this, then theorized that such a thing was possible. A couple decades later, they had made an atomic bomb. Just a crazy, fast thing.\"":1},"version":203159}]