Latest news with #talentdevelopment
Forbes
2 days ago
- Business
- Forbes
5 Reasons The Best Leaders Are Also Great Mentors
A serious African-American businessman with glasses explaining something to his beautiful Japanese ... More coworker while they are sitting at the desk. (mentorship concept) In studying the patterns of high-growth companies and the most effective leaders, one truth becomes undeniable: mentorship isn't just a support mechanism—it's a strategic multiplier. The most impactful leaders rarely scale alone, and they don't expect their teams to either. That's why 84% of Fortune 500 companies—and every single one of the Fortune 50—have formal mentorship programs, according to Mentor Loop. Top-tier organizations recognize what many still overlook: mentorship isn't a 'nice-to-have'—it's a foundational element of talent development, performance optimization, and retention. In fact, the most financially successful leaders I've encountered tend to be those who deliberately cultivate the growth of others. They mentor with purpose, lead with clarity, and see wealth not just as personal gain—but as collective advancement. Coaching Is the New Core Leadership Skill As the demands on leaders evolve, so too must the skillsets they bring to the table. The ability to coach and mentor effectively is no longer reserved for HR or development professionals—it's a non-negotiable leadership capability. In today's environment of hybrid teams, rapid change, and mounting complexity, employees need more than direction. They need guidance, perspective, and someone invested in their long-term success. The best leaders don't just delegate—they develop. They ask better questions. They provide frameworks for thinking, not just answers. They unlock potential by creating space for reflection, risk-taking, and recalibration. And as coaching becomes embedded in leadership cultures, the impact is felt at every level—from confidence in the C-suite to engagement on the front lines. Mentorship as a Strategic Growth Engine Far beyond informal advice, mentorship—when structured effectively—acts as a growth engine for both individuals and organizations. It shortens the learning curve, reduces the cost of trial and error, and fosters a culture of knowledge transfer and continuous learning. It also expands the mindset of team members from execution to ownership. Mentorship accelerates mastery—whether in finance, operations, or leadership—and replaces short-term fixes with generational impact. The best leaders and highest achievers are life-long learners. They seek knowledge across many different spheres. 'Financial education changed my life,' shares Flora Gabrielyan, a financial entrepreneur and mentor who leads a network of more than 200 licensed agents. 'It helped me realize that when people are financially informed, they don't just survive—they build legacies.' This applies equally to our personal lives and in our professional responsibilities, especially for people leaders. High-Performers Seek Mentors Across All Domains Mentorship isn't just about climbing the corporate ladder. Top performers actively pursue guidance across every dimension of life: health, wealth, career, family, spiritual growth, and beyond. They understand that performance is holistic—and the mentors they seek reflect that integration. From financial literacy to mental resilience, from scaling companies to scaling fulfillment, elite professionals invest in mentorship because they understand that the right guidance is worth more than any paycheck. Rishi Khosla, CEO and co-founder of OakNorth Bank, says in a recent article, 'If you're seeking mentorship, you should be open to guidance many different people—not just those within your industry or sphere.' I agree. I spent seven years as a member of the CEO mentoring organization Vistage, where a key principle is industry diversity—each chapter is intentionally composed of leaders from different sectors to foster fresh perspectives, challenge assumptions, and accelerate growth through cross-industry insight. World-Class Companies Design Mentorship Into Their DNA Forward-thinking organizations don't leave mentorship to chance. They architect it into their operating systems—with structured programs, cohort-based development, and ongoing coaching embedded into team rhythms. They equip managers to become internal coaches, and they scale culture by developing leaders who lead others. That shift—from performer to multiplier—is at the heart of mentorship's power. It's not about creating dependence. It's about developing capability and confidence that cascades through entire organizations. Mentorship Isn't Altruism—It's Smart Strategy Helping others grow isn't just the right thing to do—it's the profitable thing to do. Organizations that embed mentorship see higher engagement, better retention, and stronger succession pipelines. Individuals who mentor others deepen their own expertise and expand their influence. And mentees become ambassadors for the culture and future of the company. 'One of the biggest benefits of having a mentor,' says Moe Nawaz, author and advisor to Fortune 100 leaders, 'is gaining access to insight forged through experience. Mentors help you avoid unnecessary missteps, identify unseen opportunities, and act with greater precision and confidence.' The future belongs to leaders who don't just manage performance—but elevate potential. To coach, mentor, and multiply talent is to future-proof your business and your legacy. So ask yourself: Are you mentoring someone who could one day replace you? If the answer is yes, then you're not just leading—you're building a legacy. One capable, confident, purpose-driven team member at a time.
Yahoo
3 days ago
- Business
- Yahoo
Jennifer Moltzan Named Chief People Officer of Guidehouse
Appointment underscores firm's commitment to people and award-winning culture MCLEAN, Va., June 26, 2025 /PRNewswire/ -- Guidehouse, a global AI-led professional services firm, has named Jennifer Moltzan its Chief People Officer. Moltzan leads the firm's global human resources strategy, focusing on talent development, organizational culture, and workforce enablement to support continued growth and innovation. A seasoned people leader, Moltzan has more than two decades of experience across talent acquisition, HR business partner leadership, process design and improvement, people development, and organizational design. She is known for building innovative people strategies that align with business goals and for fostering inclusive, agile, and high-performance work environments. "Jennifer's extensive expertise and understanding of human capital, combined with her strong alignment to our strategic priorities, uniquely position her to lead our people-first culture," said Scott McIntyre, CEO of Guidehouse. "As we continue to grow and evolve, our workforce, leadership, and top-tier talent remain key enablers of client and business success." Moltzan's appointment reflects Guidehouse's continued investment in cultivating an award-winning workplace. The company is consistently recognized as a Great Place To Work-Certified® organization and a Military Friendly® Employer, highlighting its commitment to culture, collaboration, and employee development. "I am honored to lead this critical function for the firm and contribute to a mission-driven organization where people are truly valued," said Moltzan. "My focus is on aligning HR with our forward-looking strategy, ensuring our people feel empowered to do their best work, grow with the business, and deliver lasting impact for our clients." Founded in 2018, Guidehouse has rapidly built a reputation for excellence in professional services. Named to the 2024 Inc. 5000 fastest-growing private companies in America and Forbes World's Best Management Consulting Firms lists, the firm continues to build on its agility, capabilities, and scale with an integrated business technology approach. About Guidehouse Guidehouse is a global AI-led professional services firm delivering advisory, technology, and managed services to the commercial and government sectors. With an integrated business technology approach, Guidehouse drives efficiency and resilience in the healthcare, financial services, energy, infrastructure, and national security markets. Built to help clients across industries outwit complexity, the firm brings together approximately 18,000 professionals to achieve lasting impact and shape a meaningful future. Media Contact: Guidehouse – Cecile Fradkin cfradkin@ View original content to download multimedia: SOURCE Guidehouse
South China Morning Post
6 days ago
- Politics
- South China Morning Post
Hong Kong will reel in talent due to geopolitics but won't exploit tensions: university chief
The University of Hong Kong (HKU) is not about to 'take advantage' of international students and scholars facing difficulties in the United States but it will just focus on welcoming and nurturing talent, its head has said, revealing it was handling over 100 transfer applications. Vice-chancellor Xiang Zhang, a renowned scientist, told the Post that HKU should 'rise above the storm' to promote international collaboration via technology and tackle global challenges and not be deterred by geopolitical tensions. Zhang also expressed confidence in the future of Hong Kong, which he said should leverage its advantages under the governing principle of 'one country, two systems' to contribute to developing China into a strong nation. The 61-year-old school president, who spent almost three decades in US academia before taking on his current role at Hong Kong's oldest university in 2018, hoped HKU would go 'from strength to strength', but stressed that it should always 'take the high road' to success, not profit from the ills of others. 'Any top university wants to be better. They will focus on talent building, not because of geopolitics,' he said in an exclusive interview. 'Maybe some people take that as a convenient advantage, but HKU would rather take that as, I would say, we welcome the talent.'
Al Bawaba
22-06-2025
- Business
- Al Bawaba
KIB signs strategic partnership with IE Business School under Waed program
Kuwait International Bank (KIB) announced the signing of a strategic partnership with IE Business School to provide mid-level management employees with year-round training. The initiative reflects KIB's strong commitment to fostering a culture of continuous learning, strengthening the skills of national talent, and empowering the next generation of leaders. The official signing ceremony was held at the Bank's headquarters, attended by senior representatives from both organizations, including Feras Al-Darmi, General Manager of the Human Resources Department at KIB, and William Davila, Global Head of Corporate Relations at IE new collaboration is part of KIB's Waed talent program, which aims to develop Kuwaiti talent across all levels of the Bank. Under this program, a select group of Kuwaiti employees from various departments are chosen to enhance their skills and prepare for effective leadership roles. This comprehensive approach reflects KIB's ongoing commitment to talent development and its dedication to driving positive, sustainable change within the Business School, a globally renowned institution and part of Spain's IE University, was founded in 1973 in Madrid. It is recognized as one of Europe's leading business schools and was ranked among the top 10 in its field in Europe by the Financial Times in on the partnership, Al-Darmi said: 'Our collaboration with IE Business School aligns with KIB's comprehensive strategy to develop employee competencies and skills across all areas of Islamic banking. Investing in the training, education, and development of our talent plays a vital role in elevating the quality of service we provide to our customers and strengthening the Bank's overall performance within Kuwait's banking sector. Empowering our people with knowledge and skills is a key pillar in driving our continued success and achieving our long-term objectives.'He added: 'The carefully designed Waed program aims to enhance the capabilities of national professional talent by equipping them with the knowledge and skills needed to lead effectively with confidence in an industry undergoing rapid change and development. Strategic partnerships such as this one further support the goals of the Waed program, representing a direct investment in Kuwaiti human capital and focusing on preparing leaders who are adaptable, resilient, and innovative.'Al-Darmi emphasized that the partnership with IE Business School, renowned for its deep expertise and advanced programs, adds momentum to KIB's education and development initiatives and aligns seamlessly with the Bank's global outlook, spirit of entrepreneurship, and leadership approach centered on personal and professional growth. He further noted that this collaboration reflects a shared commitment to excellence, innovation, and continuous learning, stressing that 'the knowledge and expertise offered by IE Business School, combined with its innovative teaching methods, will be pivotal to the success of the Waed program and in achieving its ambitious objectives.' It is worth noting that KIB remains firmly committed to investing in the future of Kuwait's banking sector and strengthening its position under its main slogan 'Bank for Life' through strategic partnerships with leading institutions in education and development. Through the development of Kuwaiti talent, the Bank aims to ensure its workforce is fully equipped to meet the evolving demands of the banking sector and to contribute effectively to the realization of Kuwait's economic vision. KIB also places strong emphasis on building a highly skilled, innovative, and forward-thinking team capable of driving economic growth and contributing to the country's ongoing development.
The National
22-06-2025
- Sport
- The National
RB Salzburg talent Adam Daghim out to make his mark against Al Hilal at Club World Cup
Jurgen Klopp sat in the VIP seats, a special observer making his first appearance at an RB Salzburg home match since his appointment as Red Bull Football's head of global soccer. It's a job that prioritises talent development, at which Salzburg are the leaders in the group of clubs Klopp now oversees. Within barely half an hour of April's contest against Sturm Graz, Klopp was looking like the animated, engaged figure who used to patrol the touchlines at Liverpool and Dortmund. Here, in his new gig, he was enthusiastically applauding the game's opening goal. It had been scored by a teenager in whom Salzburg – who on Sunday take on Al Hilal aiming to take a firm step towards the knockout phase of the Club World Cup – have great hopes. Adam Daghim has startling speed, a booming left foot, a strong right foot, imposing height, impressive power in his duelling and evident confidence in his dribbling. 'He's 1.90m tall and left-footed, which is something everybody is searching for, all over the world, and his mentality is also a really big strength,' beams Thomas Letsch, the Salzburg head coach, fully aware that at this club, such talents are bound, sooner rather than later, to move on to grander leagues than Austria's. Daghim's prospects are many. Among those tracking the 19-year-old's progress are Italy's Atalanta. There is reported interest from English clubs. Choices may have to be made about his next destination as early as this summer. Beyond that, he will be confronted with a major decision about where he steers his international career – whether to represent, at senior level, his native Denmark for whom he has been capped at age-group levels, or to follow his elder brother Ahmed or his fellow Danish-Palestinian striker, Al Ahly's Wessam Abou Ali, in playing for Palestine, the land of his heritage. The Daghim brothers grew up in Copenhagen, where his parents had settled after moving from the Middle East. Ahmed, five years older than Adam, acted as a pathfinder for his brother into the upper tiers of youth football in Denmark. Both were natural wingers, both jet-heeled. 'When Adam was four or five, we could see he really had speed,' his father, Arafat, recalled to DAZN. He was soon a prodigious achiever, enrolled in the youth system of FC Copenhagen and, with the promise of accelerated progress to first-team football, he agreed to sign for Aarhus, AGF. He duly became the youngest player in the club's top-division history, at 16, when he made his Super Liga debut. At 17 he was clocking up minutes for AGF in Uefa competitions. Salzburg were by that stage – the summer of 2023 – in contact. And their offer to any up-and-coming footballer tends to be compelling. The club's tried-and-tested model since they came under the well-funded Red Bull umbrella has been to establish a streamlined worldwide scouting network with a high-rate of success for those whose elite potential it identifies. The diverse Salzburg squads reflect that global reach. The club's coaches like to promote young talent rapidly and, in many famous cases, to then wish them well in their path upwards when, still young, they join one of Europe's superclubs. A new recruit can aspire to play in the Uefa Champions League, too. It was RB Salzburg's consistent participation in the competition that earned them their ticket to the Club World Cup. Standards slipped for Salzburg in the 2024-25 Champions League, but for Daghim it marked another landmark. He struck an important goal in their pre-qualifying tie against Dynamo Kiev to ensure Salzburg would make the league phase; he scored his first goal in the Champions League proper, against Atletico Madrid, later in the season. The precedents he can look to are many and illustrious. Daghim cites two. 'When I knew Salzburg were interested, I saw Erling Haaland and Sadio Mane had played there,' he told DAZN. To that list of ex-Salzburg forwards can be added the likes of Benjamin Sesko, now coveted at RB Leipzig, Dominik Szoboszlai, of Liverpool, Noah Okafor of AC Milan or Munas Dabbur, the Nazareth-born striker whose later career took him to La Liga, the German Bundesliga and most recently to Shabab Al Ahli. And that's before you start to catalogue the players involved at the Club World Cup for whom a formative spell at Salzburg was a trampoline to major success in Europa's leading leagues; Bayern Munich's Dayot Upamecano and Konrad Laimer, Borussia Dortmund's Karim Adeyemi and Marcel Sabitzer and above all City's Haaland, who departed Austria aged 19, with 29 goals from his 27 games in Salzburg's colours. Daghim, who spent the first of his two seasons at Salzburg at their feeder club Liefering – he was only 18 then – is entitled to dream of following in those sorts of footsteps. Klopp likes what he sees. He's shown an effectiveness across positions in the attacking line, and a collective ethic. 'He will always work for the team, which is a really important part of our philosophy,' says Letsch. An event like the Club World Cup represents a showcase. Letsch insisted on Daghim's participation ahead of competing interest from Denmark in taking the forward to the European under-21 championship, which is being played simultaneously. Although the Salzburg coach chose to use Daghim as an impact substitute in the opening fixture against Pachuca of Mexico, he did so minded to keep him fresh for the collisions with Al Hilal and on Thursday against Real Madrid. Salzburg, a little unexpectedly, sit at the top of Group H thanks to the 2-1 win over Pachuca. The meeting with Al Hilal looks pivotal. The Saudi Arabian giants impressed in their matchday one draw with Madrid but will sense that Daghim and his young teammates have an upstart swagger about them – and some big dreams for the long-term future.
