Latest news with #Clevel
Associated Press
05-07-2025
- Business
- Associated Press
Thought Leadership Skills Training For Events & Conferences Expanded
Beacon Thought Leadership has expanded its skills development program to support conference organisers and speakers managing intensified competition and rising audience expectations in the post-pandemic events sector. London, United Kingdom, July 4, 2025 -- Beacon Thought Leadership has expanded its training services to equip professionals with the skills to craft compelling and authoritative content targeted at events. The move comes in response to a surge in both virtual and physical conferences following the pandemic—which created a highly saturated event landscape, forcing organisers to compete for limited audience attention across multiple formats. Additional details are available at Industry data indicates that nearly 90 percent of C-level decision-makers consider thought leadership influential when evaluating organisations. For event professionals and speakers, this data underscores the need to move beyond marketing tactics and instead focus on delivering original, research-backed insights that address audience needs. The shift to hybrid and virtual platforms has made it more difficult for conference content to stand out. Participants increasingly multitask during virtual events or prioritise networking at physical venues, making it harder for organisers to deliver sessions that hold attention and influence perceptions. This dynamic has elevated the importance of high-quality thought leadership as a tool for differentiation and strategic positioning. Beacon's offering includes three core components. First, immersive workshops prioritise interactive discovery and audience-centric content planning. Second, one-on-one coaching supports professionals through the full arc of content development, from ideation to delivery. Finally, advisory clinics provide input for in-progress projects, helping teams strengthen clarity, narrative structure, and value proposition. 'Event organizers need original ideas supported by solid evidence and communicated through compelling narratives,' a Beacon representative said. 'Without substance, marketing falls flat. Sustainable impact requires intellectual rigor and effective articulation.' The program aims to help organisers build thought leadership platforms that attract high-value stakeholders, drive industry dialogue, and elevate the perceived authority of their events. By emphasising substance over style, Beacon's approach enables professionals to assess the strength of their ideas and sharpen content for measurable impact. About Beacon Thought Leadership Beacon Thought Leadership develops persuasive content strategies for executives, institutions, and organisations seeking to influence industry conversations. The company's experts have produced research-based content for global platforms such as the World Economic Forum and G7 summits, with features in Harvard Business Review, MIT Sloan Management Review, and other leading publications. Beacon supports C-suite executives, strategists, and business researchers through content development and skills training programs. Organisations seeking skills development can contact Beacon at Contact Info: Name: Athena Peppes Email: Send Email Organization: Beacon Thought Leadership Address: 27 Old Gloucester Street, London, England WC1N 3AX, United Kingdom Website: Release ID: 89163959 If you come across any problems, discrepancies, or concerns related to the content contained within this press release that necessitate action or if a press release requires takedown, we strongly encourage you to reach out without delay by contacting [email protected] (it is important to note that this email is the authorized channel for such matters, sending multiple emails to multiple addresses does not necessarily help expedite your request). Our committed team will be readily accessible round-the-clock to address your concerns within 8 hours and take appropriate actions to rectify identified issues or support with press release removals. Ensuring accurate and reliable information remains our unwavering commitment.
Forbes
18-06-2025
- Business
- Forbes
Talent Vs. Toil: Taking Care Of Business
Agur Jõgi, CTO of Pipedrive and expert in scaling technology and organizations. Experienced as an innovator, founder and C-level manager. getty One of the lenses through which tech leaders view their plans for success should be balancing talent and tedium. That is, the skills, attitudes and capabilities of your team versus the toil they must overcome in their day-to-day activities. One of the major keywords you've probably already flashed up is "burnout." Most of us can't maintain our best focus and output over either a long or acutely stressful period. The easy analogy is that of an athlete. A 100-meter sprinter trains for their event, and they may well be pretty good in a longer race. However, they haven't prepared for a marathon—mentally or physically. Tech workers are—either naturally or by career development and practice—primed for certain types of roles and responsibilities. If these are inconsistent, too onerous or often simply too tedious, then attention can slip, and the risk of burnout or disengagement rises. For teams with complex and mentally taxing tech roles that are facing mercurial economic pressures and rapidly changing tools and products, it helps to have a methodical approach to monitoring and supporting the right working environment. Time And Motion, Toil And Team In the mid-20th century, time-and-motion studies became a big business efficiency technique for improving work methods. Factories (or anywhere where there was physical motion, such as assembly lines) were increasingly optimized for better business efficiency. This kind of thinking influenced businesses of all kinds as it evolved, and the IT industry may be the most obvious inheritor of this style of process management. It would be reasonable to say workers didn't tend to get the better end of the drive for efficiency in times past. Speak of "the factory floor" or an "assembly line worker," and many people may have a bias that such working practices make a person a cog rather than an active agent. It's now well understood that employee experience and productivity are known to be entwined. Only leaders who keep their finger on the pulse of the holistic employee and business experience will keep their project and business performance in the green over the medium to long term. Leaders must understand the processes of their teams and be on hand to offer the benefit of experience. They must also advocate if the cost of toil and poor experience ever degrades their ability to deliver on business goals. KPIs, OKRs and metrics define the company goals and deliverables, but these must be translated into "human-readable" behaviors and processes to avoid work becoming a rote lever-pulling exercise. Starting Right And Continuing The Same Way Culture begins in many places, one of them at the point of hiring. Right from the get-go, find people during recruiting who know why they want to work for this company, fit in and strengthen the existing culture. A person with the right "why" will collaborate on the "how." Of course, it's good sense to offer great pay and benefits to go with a great culture as part of the whole employee experience. Equally importantly, choose people who want to develop and want to do it themselves rather than waiting for someone to develop them. Showing agency and a future orientation is a great way for employees to show they can overcome challenges, show resilience and positively support their teams. From there, every manager has a major task—to ensure the continuous professional and cultural development of their people and help out those whose desire for development has stopped. As a guide, my team members know that if they decide to leave, they will generally be trained and experienced enough to get a job offer from the market that's a level higher. Other companies will see a mid-level Pipedrive developer as a new senior as a result of our culture and drive for individual development and excellence. Experience Supporting Excellence The "greed is good/work 18 hours a day in the boiler room" style of management doesn't build a culture of excellence or long-term success. Collaboration and trust are what's needed to unlock really compounding strength and value. That's not to say the best teams don't have some high targets, tight deadlines or some healthy stress. That's how all athletes and professionals maintain a winning mindset and overcome challenges. What's needed is a culture of trust and a great working experience that supports teams in delivering their best over sustained periods. Working experience is very hard to get perfect. It's probably not perfect. People and their varied circumstances are always changing. Leaders at every level must regularly consider the kind of environment they want for their talent and make the right choices to balance experience, resources and expediency to stay on top of the challenge. Leaders must avoid "setting and forgetting." Culture changes with every act made and impression received. A poor hire, the wrong decision, a disruptive customer demand—anything can change it. Culture is made up of so many parts that it doesn't take much to send it down a different path. The mission/vision set from the top is a great start, but it must be backed by evidence that it's taken seriously and meaningfully across the majority of working activities. Taking Care Of Business "Taking care of business" in terms of making a great working experience means tending to factors like employee autonomy and empowerment. Merely taking a temperature check as part of an annual review cycle is a great way to uncover problems a long time after they should have been solved. Some areas, like recognition and appreciation, don't require much more than a thoughtful and empathetic approach to management. Toil must be transformed into meaningful work, and taking care of business doesn't merely refer to delivering on company goals. The company is an organization of people collectively. When they pull together, they grow collectively. When they lose the rhythm, that growth is hampered. Forbes Technology Council is an invitation-only community for world-class CIOs, CTOs and technology executives. Do I qualify?
Forbes
18-05-2025
- Business
- Forbes
How Entrepreneurs Can Attract Top Passive Executive Talent
Hiring executive talent Entrepreneurs chasing growth often focus on solving immediate hiring needs—but the most impactful leadership hires often come from a group that isn't even looking. Passive executive candidates—those already delivering results in demanding roles—rarely surface through job boards or recruiter inboxes. Yet they represent one of the most powerful untapped levers for scaling with confidence and capability. To gain a competitive edge, founders must think beyond résumés and rethink how executive hiring actually works. Instead of relying on inbound interest or traditional search methods, recruiting passive leaders requires proactive engagement, insight into candidate motivation, and a willingness to go well beyond the familiar. Building a passive talent strategy from the ground up How can entrepreneurs effectively identify, engage, and recruit high-caliber individuals who aren't actively job hunting? It starts with recognizing that traditional pipelines don't reach these candidates—and neither do generic outreach messages or vague promises of "impact." To win the attention of high-level talent, founders must learn to think like headhunters: zeroing in on logic-based career progression, delivering personalized value, and crafting opportunities that align with both professional aspirations and life priorities. 1. Look beyond active job seekers to elevate your leadership team The strongest candidates for C-level and VP roles are almost never looking. These individuals are already leading teams, running P&Ls, and solving complex challenges. But that doesn't mean they're not open to something better. Startups and growing companies can gain a serious advantage by exploring the passive market. Passive candidates often bring stronger business judgment, more relevant experience, and a track record of stability. While they take longer to engage, they typically deliver more long-term value—and help companies skip the costly learning curve that comes with less experienced hires. 2. Use non-traditional outreach to engage top talent Traditional hiring funnels—job boards, LinkedIn posts, and recruiter blasts—rarely reach passive talent. The only way to attract these professionals is through targeted, personalized outreach that speaks directly to their goals and values. That means defining the exact role, industry, and company size you're hiring from—and going to market accordingly. It also means picking up the phone. Executive hiring is relationship-driven. The best results come from warm, specific conversations, not automated requests. Outreach should feel like an invitation to solve meaningful challenges, not a generic job pitch. 3. Make passive talent recruitment a strategic priority In a competitive labor market, startups and mid-size companies often lose out to bigger brands with deeper hiring pipelines. But passive recruitment is one area where agility wins. By committing to outbound hiring efforts, engaging niche networks, and prioritizing leadership succession, smaller companies can build a leadership edge. Passive talent recruitment should be seen as a growth lever, not a side task. Founders who prioritize it—from building industry relationships to enlisting expert help—are better positioned to attract transformational leaders before competitors even know they're available. 4. Align outreach with candidate motivations, not your pitch Passive candidates aren't impressed by vague promises of "making a difference." They're more likely to respond to clearly defined opportunities that make sense based on where they are in their careers. According to Shawn Cole, founding partner and president at Cowen Partners Executive Search, career moves must be logical to be compelling. "Founders often rely too much on sentiment," he explains. "But passive candidates think in terms of progression—compensation, equity, location, leadership, and long-term potential." Cowen Partners frequently fills senior roles by identifying industry-specific leaders and presenting them with high-growth opportunities tailored to their expertise and goals. This approach—rooted in targeted outreach and real-world value—has led to dozens of successful placements across sectors, often with individuals who weren't actively looking but saw a meaningful reason to move. Reach further to lead smarter The best leaders don't wait for talent to find them—and the best hires aren't always raising their hands. For entrepreneurs, tapping into the passive executive market isn't just a workaround—it's a winning strategy. By building relationships, targeting outreach, and aligning your pitch with what truly motivates high performers, you can find the leaders your business needs to scale. The candidates may be invisible to traditional recruiting methods—but they're out there, and they're worth the extra effort.
