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<p><!-- wp:html -->In search of the right <strong>tech leader</strong> fit, businesses traditionally prioritize either hiring individuals with high technical skills and talents or those with great interpersonal and leadership capabilities. Organizations in the new age require both: individuals who can combine technological expertise with people-leading skills.</p> <!-- /wp:html --> <p><!-- wp:html -->Who is the ideal tech leader? One may ask. Based on the stage at which the company is, tech leadership profiles and associated responsibilities widely vary. As a bespoke executive search firm dealing with hundreds of companies, we spend considerable time understanding the visions and needs of organizations and the kind of tech leader they are looking for.</p> <p>Steve Jobs once said, "It doesn't make sense to hire smart people and then tell them what to do. We hire smart people so they can tell us what to do." Great leadership necessitates a vision.</p> <!-- /wp:html --> <p><!-- wp:html -->Rather than simply focusing on efficiency, a tech leader is critical to equipping businesses to deliver value and powering the future. For Tech Leaders to excel in their role, they must be well adept at using technology as a function in expanding business, shaping technology strategy and corporate versus business strategy, and catalyzing a cutting-edge ecosystem strategy.</p> <!-- /wp:html --> <p><!-- wp:html -->This is where <strong>Tech Leader Coaching</strong> comes into play. Provided by top B-Schools all over the globe, such as Ivy League institutions, Cambridge University, as well as certificate courses by top banking and consulting firms in the world, coaching for technology leaders has become the need of the hour.</p> <p><!-- /wp:html --> </p> <!-- wp:heading --> <h2 class="wp-block-heading"><strong>Coaching vs. Mentorship of Tech Leader</strong></h2> <p><!-- wp:heading /--> </p> <!-- wp:image {"id":146069,"sizeSlug":"large","linkDestination":"none"} --> <figure class="wp-block-image size-large"><img class="aligncenter wp-image-146069" src="https://admin.purplequarter.com/storage/posts/67fe30e741a16-Executive-2-1024x683.png" alt="tech leader | coaching executive" width="1024" height="683"></figure> <!-- /wp:image --> <p><!-- wp:paragraph --> <em>“A mentor is someone who sees your potential, believes in you, and helps you navigate your journey towards success." </em>- Sheryl Sandberg</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph --> <em>"A coach is someone who helps you identify your strengths and weaknesses and guides you towards personal and professional growth."</em> - Brian Tracy</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph --> Mentoring and coaching are two distinctive positions that serve different functions in guiding and helping individuals. In terms of their role, a mentor is often a skilled and dependable counsellor who imparts information, insight, and life experiences to help the mentee improve on all fronts. A coach, on the other hand, concentrates on using a structured approach to assist people in identifying their goals, developing specialized abilities, and overcoming challenges.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph --> A Tech Executive "mentor" will have managed engineering teams and will truly understand engineers' realities, including all of their peculiarities and subtleties. They also have a thorough awareness of the challenges faced by engineering <strong>tech leader</strong> as well as interactions with tech executives.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph --> A Tech Executive "coach," on the other hand, may be somewhat removed from technical difficulties but is tremendously beneficial in terms of leadership abilities, management, dealing with colleagues, handling confrontations, managing up, and so on. Unlike the mentor, who will often set objectives for the learner and then provide feedback on observed performance, the coach will typically set goals for the learner and then provide comments on observed performance.</p> <p><!-- /wp:paragraph --> </p> <!-- wp:heading --> <h3 class="wp-block-heading"><strong>Coaching Tech Executives</strong></h3> <p> </p> <!-- wp:image {"id":146070,"sizeSlug":"large","linkDestination":"none"} --> <figure class="wp-block-image size-large"><img class="aligncenter wp-image-146070" src="https://admin.purplequarter.com/storage/posts/67fe30e9446e4-Website-Demystifying-Digital-Remittances-Cross-Border-Payments-In-The-US-Payment-Sector.--1024x683.png" alt="tech leader | how tech executive coacing can be beneficial" width="1024" height="683"></figure> <!-- /wp:image --> <p><!-- wp:paragraph --><strong><br></strong>As a <strong>Tech Leader</strong>, continuous improvement for both the individual and their team is a fundamental priority, despite the challenges that accompany top-level positions.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->Coaching offers fresh perspectives on a range of issues, it draws attention to issues from a larger scale and assists in solving them more sustainably. It motivates you to extend your thinking and take into account alternative viewpoints. Coaching enhances communication abilities, gives clarity to messaging, and encourages productivity.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->Leaders who have been coached are most likely to bring <a href="https://www.purplequarter.com/cracking-the-code-what-every-organization-seeks-in-a-tech-executive/leadership-advisory/">new abilities</a> to their teams. Coaching becomes a company culture as a result. It highlights deeper problems and helps you overcome them with more effective solutions. It encourages you to broaden your thoughts and consider other perspectives. Tech <a href="https://en.wikipedia.org/wiki/Leadership">Leadership</a> coaching can also instruct in other crucial business aspects, including risk assessment, project management, financial management, and business strategy, and help make judgments with such cross-functional knowledge possible.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->Overall, a coached <strong>tech leader</strong> helming a crucial position through his foresights will make a great addition in today’s highly-competitive landscape. These leaders will not just fuel a firm's<a href="https://www.purplequarter.com/upskilling-101-need-of-the-hour-blog-purple-quarter/leadership-advisory/"> innovation</a> but also be a harbinger, fostering necessary development in the grand scheme of things.</p> <p><!-- /wp:paragraph --> </p> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading">Authored by<strong> Nishka Agrawal</strong></h3> <!-- /wp:heading --> <p align="justify">For more information, please reach out to the <a href="mailto:ma*******@pu***********.com">Marketing Team.</a></p> <p><!-- /wp:heading --> </p>
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<p><!-- wp:heading --></p> <h2 class="wp-block-heading"><strong>Introduction</strong></h2> <!-- /wp:heading --> <p><!-- wp:paragraph -->In today's ever-evolving business ecosystem, leadership is evidently the most crucial cog for organizational success. Furthermore, <strong>Transformational leadership</strong> acts as a powerful force that inspires and motivates teams to achieve extraordinary results. It also instils a culture of accountability, ownership, and workplace autonomy in the organization.</p> <p><!-- /wp:paragraph --> </p> <!-- wp:heading --> <h2 class="wp-block-heading"><strong>The Four I’s of Transformational Leadership</strong></h2> <p><!-- /wp:heading --> </p> <!-- wp:list --> <ul> <li style="list-style-type: none;"> <ul> <li style="list-style-type: none;"> <ul><!-- wp:list-item --> <li><strong>Intellectual stimulation,</strong> which drives innovative thinking by focusing on new experiences and growth opportunities.</li> </ul> </li> </ul> <!-- /wp:list-item --><br><!-- wp:list-item --> <ul> <li style="list-style-type: none;"> <ul> <li><strong>Individual consideration</strong> helps build positive relationships by guiding employees to know their value and potential.</li> </ul> </li> </ul> <!-- /wp:list-item --><br><!-- wp:list-item --> <ul> <li style="list-style-type: none;"> <ul> <li><strong>Inspirational motivation</strong> forges a vision for the organization, the team, and for employees to emulate and adopt as their own.</li> </ul> </li> </ul> <!-- /wp:list-item --><br><!-- wp:list-item --> <ul> <li><strong>Idealized influence</strong> inhibits expectations and actions for employees, earning their trust and respect.</li> </ul> </li> </ul> <!-- /wp:list-item --><!-- /wp:list --> <p><!-- wp:paragraph -->These four “I’s'' lay the foundational philosophy of <strong>transformational leadership</strong>. They help differentiate this leadership style from other leadership philosophies with a similar style, such as visionary <a href="https://www.purplequarter.com/" target="_blank" rel="noreferrer noopener">leadership</a> and even complement those styles with opposite approaches, such as transactional leadership.</p> <p><!-- /wp:paragraph --> </p> <!-- wp:image {"id":145459,"sizeSlug":"full","linkDestination":"none"} --> <figure class="wp-block-image size-full"><img class="wp-image-145459" src="https://admin.purplequarter.com/storage/posts/67fe30eb68770-Infographic-The-Power-Of-Transformational-Leadership-Inspiring-Positive-Change.png" alt="Transformational leadership"></figure> <p><!-- /wp:image --> </p> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Common Challenges Transformational Leaders Face and How To Overcome Them</strong></h3> <p><!-- /wp:heading --> </p> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Jeff Bezos, CEO, Amazon (1994 - 2021)</strong></h3> <p><!-- /wp:heading --> </p> <!-- wp:image {"id":145461,"sizeSlug":"full","linkDestination":"none"} --><!-- /wp:image --> <p><!-- wp:paragraph --><img class="aligncenter wp-image-145509 size-full" src="https://admin.purplequarter.com/storage/posts/67fe30eee8448-The-Power-Of-Transformational-Leadership-Inspiring-Positive-Change-1.png" alt="Image" width="1200" height="800"></p> <p>While Amazon may not garner universal favor, its remarkable ability to rapidly expand can be attributed to deliberate organizational and operational design. Surprisingly, the inspiration for this innovative approach originated from an unexpected source.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph --><strong>The Problem:</strong> Jeff Bezos sought the answer to a particularly tricky problem – how to ensure his fledgling company had an agile and scalable structure</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph --><strong>The Solution:</strong> When confronted with the challenging task of establishing an agile and scalable structure for his nascent company, Amazon's founder, Jeff Bezos, adopted a unique approach. Rather than leisurely indulging in a slice of pepperoni pizza and deeming the problem unsolvable, Bezos leveraged the concept of everyone's beloved cheesy comfort food to spark a groundbreaking idea that revolutionized organizational thinking—the renowned "two pizza rule."</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->According to Bezos' theory, as elucidated in the "two pizza rule," meetings should comprise teams small enough to be nourished by just two pizzas. This philosophy is vividly reflected in Amazon's organizational structure, characterized by a combination of functional small teams and a divisional framework.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->By leveraging this matrix structure, Amazon has successfully pursued constant expansion in the global e-commerce market, while the function-based groups and hierarchy have facilitated the implementation of managerial directives. Additionally, the geographic divisions enable the company to address region-specific issues and adapt to diverse economic conditions.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph --><strong>The Effect:</strong> Through Jeff Bezos' transformational leadership style, he was able to create a customer-driven environment at Amazon by splitting his workforce into small teams, making them focus on different tasks and problems, and improving communication across the organization. This also served to create a healthy competitive environment among the employees, motivating them to push beyond their perceived capabilities toward achieving all tasks and challenges assigned to them.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->Furthermore, by dividing these tasks amongst multiple teams for execution, Jeff Bezos showed his unwavering trust in them to complete the required tasks, thus empowering the employees to perform at their best whilst realizing the goals of the organization.</p> <p><!-- /wp:paragraph --> </p> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Steve Jobs, CEO, Apple Inc. (1976-1985, 1986-2011)</strong></h3> <p><!-- /wp:heading --> </p> <!-- wp:image {"id":145468,"sizeSlug":"full","linkDestination":"none"} --> <figure class="wp-block-image size-full"><img class="wp-image-145468" src="https://admin.purplequarter.com/storage/posts/67fe30f141631-10.png" alt="Transformational leadership"></figure> <!-- /wp:image --> <p><!-- wp:paragraph -->Apple has gained widespread recognition for its groundbreaking advancements in hardware, software, and services, resulting in exponential growth over the years. From a modest workforce of approximately 8,000 employees and $7 billion in revenue in 1997 when Steve Jobs returned, the company expanded to a workforce of 137,000 employees and a staggering $260 billion in revenue by 2019. This begs the question: what prompted Steve Jobs to rejoin Apple?</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph --><strong>The Problem</strong>: Post the departure of Steve Jobs in 1986, Apple struggled to improve its operating systems and computers. Despite nearly three years of striving, the organization failed to regain its footing. Interim CEO Michael Spindler's initiatives, most notably the Apple Newton and the Copland operating systems, proved to be disappointing failures. The organization was in dire need of a renewed focus on innovation.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph --><strong>The Solution</strong>: The key to Jobs' visionary approach, where he undeniably made a significant impact, was his fervent determination to showcase the future potential of the products. He injected a culture of innovation within the workforce, inspiring individuals to not only execute tasks but also think critically.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->Collaborating with his team, Jobs successfully transformed innovative ideas into groundbreaking technologies that have revolutionized the digital landscape, exemplified by products like the Macintosh computer, as well as the recent introductions of the iPad and iPhone. Jobs' leadership played a pivotal role in motivating and inspiring his employees, while Apple established robust systems and structures to effectively translate knowledge into valuable products. He constantly challenged his employees to strive for seemingly impossible goals and utilized inspirational speeches to maintain their motivation and convey his innovative vision.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph --><strong>The Effect</strong>: With the release of the iPod in 2001, the iPhone in 2007 and the iPad in 2010, Jobs oversaw the disruption of several industries which propelled Apple to the top of the corporate food chain. OOver the past two decades, Apple's revenue, profit, and market capitalization soared, primarily driven by products developed under Jobs' guidance. The organization thrived on a culture of innovation and motivation, establishing Steve Jobs as an exemplary figure of transformational leadership.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->There are some other exemplary leaders who practice the power of transformational leadership, such as</p> <p><!-- /wp:paragraph --> </p> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Satya Nadella, CEO, Microsoft (2014- Present)</strong></h3> <p><!-- /wp:heading --> </p> <!-- wp:image {"id":145462,"sizeSlug":"full","linkDestination":"none"} --> <figure class="wp-block-image size-full"><img class="wp-image-145462" src="https://admin.purplequarter.com/storage/posts/67fe30f3a6940-11.png" alt="Transformational leadership"></figure> <!-- /wp:image --> <p><!-- wp:paragraph --><em>“A leader must see the external opportunities and the internal capability and culture – and all of the connections among them – and respond to them before they become obvious parts of the conventional wisdom.” - Satya Nadella</em></p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->In the early 2010s, Microsoft had acquired a reputation as a company that had surpassed its prime. Its stock prices had not reached the heights witnessed since 1999. The company's endeavors in the smartphone market proved lackluster, and its Surface tablets failed to leave a lasting impression.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->In 2014, Nadella assumed leadership and embarked on an ambitious journey, redefining Microsoft's mission as "empowering every individual and organization across the globe to surpass their potential." Guiding the way, he orchestrated a comprehensive transformation of the company's culture, steering it away from its entrenched traditional IT mindset towards a culture characterized by empathy and collaboration.</p> <p><!-- /wp:paragraph --> </p> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Susan Wojcicki, CEO, YouTube(2014 - 2023)</strong></h3> <p><!-- /wp:heading --> </p> <p><!-- wp:image {"id":145470,"sizeSlug":"full","linkDestination":"none"} --> </p> <!-- /wp:image --> <p><!-- wp:paragraph --><em><img class="alignnone wp-image-145520 size-full" src="https://admin.purplequarter.com/storage/posts/67fe30f74bd15-Update-Susan-New-1.png" alt="Image" width="1200" height="800">“Tech is an incredible force that will change our world in ways we can’t anticipate. If that force is only 20 to 30% women, that is a problem.” – Susan Wojcicki</em></p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->Susan Wojcicki, the esteemed ex-CEO of YouTube, is widely recognized as a prominent figure in the tech industry, often referred to as the most influential woman in the field. Her notable achievement includes spearheading the pivotal $1.65 billion acquisition of YouTube, which has since skyrocketed in value, surpassing the impressive benchmark of $90 billion.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->However, her impact extends far beyond this landmark deal, as she has made equally significant contributions to the overall culture of Google. By extending paid maternity leave from 12 to 18 weeks, Wojcicki successfully reduced the attrition rate of new mothers within the company by a remarkable 50 percent. Additionally, she has played a pivotal role in advocating for increased representation and participation of women in the tech industry.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->Furthermore, Wojcicki fostered a culture of knowledge sharing and innovation within the organization. Emphasizing active collaboration across diverse teams, she created an environment that nurtured the development of groundbreaking solutions. An illustrative example of this approach is the emergence of language translation in Google Talk, resulting from fruitful conversations between the Google Translate and Google Talk teams. Such cross-functional interactions also yielded the creation of AdSense, which has evolved into a multibillion-dollar enterprise in its own right.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->Transformational leadership has a direct impact on organizational performance and productivity. By creating a positive work environment and fostering employee engagement, transformational leaders unlock their teams' potential.</p> <p><!-- /wp:paragraph --> </p> <!-- wp:heading --> <h2 class="wp-block-heading"><strong>Enhancing Organizational Performance and Productivity of Transformational Leadership</strong></h2> <!-- /wp:heading --> <p><!-- wp:paragraph -->According to <a href="https://www.regent.edu/journal/emerging-leadership-journeys/transformational-leadership-the-impact-on-organizational-and-personal-outcomes/#:~:text=Transformational%20leaders%20help%20subordinates%20discover,organization%20(Tucker%20%26%20Russell).">research by Regent University</a>, transformational leaders readily help subordinates discover who they are and what part they play in helping the organization achieve its mission. Empowered and motivated employees are more likely to take ownership of their work, surpass expectations, and strive for excellence.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->Leaders with a transformative leadership style are recognized as the key drivers of staff creativity and innovation. They encourage their subordinates to think creatively, analyze their challenges from multiple perspectives, and come up with new and innovative solutions.</p> <ul> <li><a href="https://www.gartner.com/imagesrv/cio/pdf/cio_agenda_insights_2016.pdf">Gartner</a> reports that 40% of CIOs are leaders of digital transformation in their organization, while 34% say they’re responsible for innovation.</li> <li>In 2021, 50% of digital leaders said they expect major or radical changes to products and services, 47% planned to unlock new value through digital, 43% were tasked with supporting innovation, and 48% had expectations to transform and digitize the enterprise, according to data from Harvey Nash Group.</li> </ul> <p><!-- /wp:list-item --><!-- /wp:list --> </p> <!-- wp:heading --> <h2 class="wp-block-heading"><strong>Embracing Transformational Leadership</strong></h2> <!-- /wp:heading --> <p><!-- wp:paragraph -->The rise of remote work, digital transformation, and the need for agile decision-making require transformational <a href="https://www.purplequarter.com/the-rise-of-women-in-technology-leadership/leadership-advisory/">leaders</a> who can navigate uncertainty and inspire virtual teams.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->As a search firm with expertise in continually solving growing businesses’ leadership needs, Purple Quarter is well positioned to comment on the value <strong>transformational leadership</strong> plays in dealing with business headwinds. We have witnessed organizations make that necessary leap successfully with transformational leaders who ignite positive change.</p> <!-- /wp:paragraph --> <p><!-- wp:paragraph -->Aspiring leaders should embrace the transformative potential of their roles and continuously strive to develop the skills necessary to inspire and lead their teams toward greatness. While companies should be welcoming and encouraging of such leadership styles that promise cohesive and sustainable means of growth.</p> <p><!-- /wp:paragraph --> </p> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading">Authored by<strong> Tathagata Chakrabarti</strong></h3> <!-- /wp:heading --> <p><!-- wp:paragraph -->For more information, please reach out to the <a href="mailto:ma*******@pu***********.com">Marketing Team.</a></p> <!-- /wp:paragraph --> <p> </p>
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<!-- wp:paragraph --> <p>The argument for having more women in leadership positions, particularly in the tech industry, is stronger than ever. <strong>Women in technology leadership</strong> reduce financial risks and enhance business performance. The presence of female leaders is also associated with improved social and environmental responsibility within the organization.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>According to <em>The Economist</em>, women are generally less corrupt and more moral than men. A <a href="https://www.forbes.com/sites/tomaspremuzic/2022/03/02/the-business-case-for-women-in-leadership/?sh=421af8299cbb">Canadian study</a> found that businesses with more women on their boards are more likely to disclose their greenhouse emissions.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Female-led businesses prioritize innovation and show <a href="https://www.forbes.com/sites/tomaspremuzic/2022/03/02/the-business-case-for-women-in-leadership/?sh=4331ea0f9cbb">a positive link</a> to innovation output. </p> <!-- /wp:paragraph --> <!-- wp:heading --> <h2 class="wp-block-heading"><strong>Women in Technology Leadership</strong></h2> <!-- /wp:heading --> <!-- wp:paragraph --> <p>The reality is, women face a more challenging time in more technical fields. Few women are represented, and opportunities for progress are harder to come by. A <a href="https://www.mckinsey.com/~/media/mckinsey/featured%20insights/diversity%20and%20inclusion/women%20in%20the%20workplace%202022/women-in-the-workplace-2022.pdf">2022 McKinsey report</a> found that women are far less likely than men to work in technical fields, and the representation of women in these jobs is now even lower than it was in 2018.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>This can lead to women frequently being the ‘only’ female in that workplace, which could explain why women in tech face higher rates of bias. The report found that these women are more likely than others to have their judgment questioned in their area of experience. They also believe their gender plays a role in their challenges in getting ahead.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>The study concluded that female leaders face stronger hurdles despite equal ambition for senior roles. In many companies, women report experiencing ‘microaggressions that undermine their authority,’ making it harder for them to advance. For example, female leaders are more likely to have their opinions and qualifications for their jobs questioned. </p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Women as Leaders</strong> </h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Studies have shown time and again that women make excellent leaders. It has been found that women possess many important qualities for effective <a href="https://www.purplequarter.com/the-power-of-transformational-leadership-inspiring-positive-change/leadership-advisory/" target="_blank" rel="noreferrer noopener">leadership</a>. For example, women tend to be more empathetic, collaborative, and nurturing, which enhances team management and relationships.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Despite this, women remain extremely neglected in leadership positions across industries, including technology. This is partly due to systemic barriers and biases that hinder women’s career advancement and leadership access.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>The under-representation of women on boards is not a reflection of their abilities but rather a result of discriminatory attitudes and beliefs. We must work to remove these biases and recognize that women bring unique perspectives and valuable contributions to the table. It is time to embrace the changing mindset of society and fully support women as they take on leadership roles.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>To that end, many initiatives and organizations are working to address these barriers and support women in technology leadership positions. For example, some companies are implementing diversity and inclusion programs, offering mentorship and training opportunities, and setting targets for increasing the number of women in leadership roles. </p> <!-- /wp:paragraph --> <!-- wp:heading --> <h2 class="wp-block-heading"><strong>Why Women Make Great Leaders</strong> ? </h2> <!-- /wp:heading --> <!-- wp:paragraph --> <p>There are many reasons why women make great leaders:</p> <!-- /wp:paragraph --> <!-- wp:list --> <ul><!-- wp:list-item --> <li><strong>Communications skills</strong> – One of the most commonly cited reasons why women make good leaders is their strong communication skills. Women are often perceived as better listeners and more empathetic than men, which enables them to build strong relationships with their teams and stakeholders. They are also skilled at conflict management and communication, which help to build trust and foster a positive organizational culture.</li> <!-- /wp:list-item --> <!-- wp:list-item --> <li><strong>Emotional Intelligence</strong> – Women are also known for their high emotional intelligence, which enables them to build better relationships with their team members. They also motivate and inspire them, and navigate personality dynamics.</li> <!-- /wp:list-item --> <!-- wp:list-item --> <li><strong>Collaboration </strong>– Women are often perceived as more collaborative and team-oriented than men. Which further contributes to their ability to build strong teams and drive collective performance. They are also more likely to value diversity and inclusion.</li> <!-- /wp:list-item --> <!-- wp:list-item --> <li><strong>Mentorship </strong>– When women are in leadership roles, they serve as role models and mentors for other women in the organization. This helps to break down gender barriers and promote equal opportunities.</li> <!-- /wp:list-item --></ul> <!-- /wp:list --> <!-- wp:paragraph --> <p>There is more to a woman’s strengths than simply her natural creativity, which is a common assumption. The notion that women are naturally creative, upholds harmful stereotypes and reinforces biased thinking. We must acknowledge and celebrate their multifaceted strengths rather than pigeonholing women into a single category.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Women possess natural leadership qualities, such as handling multiple tasks and stakeholders together. It is time for us to recognize that women can hold positions of power and influence and actively support their advancement.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>What’s Holding Women in Technology Leadership?</strong> </h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Over the past few years, we have seen a major shift in the tech industry’s demographics. The focus on diversity and inclusion has become important. Some businesses have also acted to ensure they have a more balanced workforce. However, despite these efforts, technology leadership still overlooks women.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>There are many reasons for this. One is the ‘pipeline problem.’ The percentage of women studying STEM (science, technology, engineering, and mathematics) degrees is still low, meaning fewer women are entering the technology workforce. Further, the gender pay gap in the technology industry can be extreme, making it more difficult for women to advance to leadership positions.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>However, there are signs that things are changing. Companies are beginning to prioritize diversity and inclusion, taking active initiatives to improve representation. Many businesses have started mentorship programs, development opportunities, and gender targets for promotions, all of which can help support women’s advancement.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>There are also external organizations working to promote women in <a href="https://www.purplequarter.com/identify-the-right-tech-leader-with-behavioural-metrics-model-purple-quarter/leadership-advisory/" target="_blank" rel="noreferrer noopener">technology leadership</a>. For example, <a href="https://witi.com/">Women in Technology International</a> (WITI) is a global organization dedicated to empowering women in technology. They offer training, mentoring, and networking opportunities to help women advance their careers.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>The <a href="https://anitab.org/">Anita Borg Institute</a> is another organization working towards increasing the representation of women in technology.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Various programs specifically aim to support <strong>women in technology leadership</strong> positions. For example, many organizations, like those mentioned above, offer mentorship programs, socializing events, and leadership training opportunities specifically for women in the industry. These programs can help women develop the skills and connections needed to succeed in leadership roles.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>As well as this, as the role of technology continues to increase in every aspect of modern life, there is a need for skilled professionals who can develop and manage these systems. This presents a great opportunity for women interested in chasing technological careers, as there is likely to be strong demand for their skills. </p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>What We Need To Do?</strong> </h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p><strong>Women in technology</strong> <strong>leadership</strong> and workforce in technology can only mean positive growth for organizations and businesses. But, to wholeheartedly work towards this, everyone must get on board – including men.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>The first step should be to commit to a holistic diversity, equity, and inclusion (DEI) strategy. This aims to create an inclusive culture to recruit and retain a diverse workforce. Next, it is essential to establish goal-setting, transparency, and accountability. Tech companies should aim to identify diversity metrics, report results, and track progress to revise their approach and improve.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Finally, tech companies must establish creative programs to hire, retain, and promote a diverse workforce. This may involve building programs to recruit and upskill unique talent. Companies should give mentorship programs and development opportunities to support neglected groups. Since less than a quarter of tech, media, and telecom companies have taken these steps, according to <a href="https://www2.deloitte.com/us/en/insights/industry/technology/women-tech-leadership.html">a report by Deloitte</a>, there is much room for improvement.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Let’s conquer biases as we move towards a more equitable and diverse future. We must be open to change and willing to uplift and empower women as leaders. It’s time to break the hurdles that held women back for a long and create a better future for all.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>So the question remains, will you join the movement towards equality and diversity in leadership, or will you remain a gazer?</p> <!-- /wp:paragraph --> <!-- wp:heading --> <h2 class="wp-block-heading">Authored by <strong>Roopa Kumar</strong></h2> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Article: https://readwrite.com/the-rise-of-women-in-technology-leadership-empowering-influence-and-driving-progress/<br></p> <!-- /wp:paragraph -->
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<!-- wp:paragraph --> <p>“The greatest leader is not necessarily the one who does the greatest things. He is the one that gets the people to do the greatest things" — <em>Ronald Reagan</em></p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>The current tech business ecosystem is without doubt a cutthroat landscape, and it is extremely crucial for a leader to possess specific skills to succeed in this environment. Strong leaders share pivotal competencies irrespective of the industry or stage of growth their company is in. By acquiring certain qualities and capabilities, a leader might be able to assess things better and motivate people to accomplish corporate objectives. </p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>A Visionary Driving Force</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>There's a good reason why visionary leadership is so popular: it has the potential to completely alter the course of events. The most effective leaders have a vision for the future and prevent their field from becoming complacent. They are always on the lookout for ways to enhance their current offerings. </p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>They also contribute to development in the business world by facilitating the implementation of new practices and perks that enrich the lives of both employees and clients. Businesses and the world as a whole would stagnate without them.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Being able to think strategically shifts an organization’s view from a disconnected society with individual elements competing for resources to viewing and managing it as a whole system with each component integrated into a relationship with the others. This necessitates the ability to step away from the daily issues.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Leaders in the fast-paced technology industry must have a <a href="https://www.purplequarter.com/the-power-of-purpose-driven-leadership-how-to-lead-with-clarity-and-passion/leadership-advisory/">clear vision</a> and the capacity to think strategically. They must predict market trends, find new opportunities, and create a long-term strategy for their companies. They may create a clear direction and stimulate innovation by judiciously planning for the future and aligning their people around a common goal.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Versatility Finesse</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>“The only thing that is certain in life is change” is a maxim that a leader should comprehend in their life. Adaptable and agile leaders can better deal with the challenges and uncertainties of today's business climate. Technological advances have changed the way we live and work, necessitating the need for leaders who can navigate these changes and capitalize on emerging opportunities. </p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Agile and adaptive leaders can make data-driven decisions, enable remote work and collaboration, stimulate innovation and experimentation, and optimize personnel management and workforce planning by embracing technology. </p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>A facet of adaptability is business performance. Regarding change as an opportunity rather than a threat better equips a person to alter their plans and have an increased ability to anticipate and embrace opportunities given by emerging trends. </p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>This fosters innovation and creativity in the organization since they encourage experimentation and <a href="https://www.purplequarter.com/leading-with-courage-how-to-inspire-and-motivate-your-team/leadership-advisory/">taking risks</a>. In response to altering conditions, they can reorient their objectives and activities, thereby strengthening more resilient and long-lasting organizations that can thrive over time.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Innovation Wizard</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Envision a world where technological prowess and new ideas mutually influence the course of events. Here, forward-thinking leaders use their technical savvy to create entirely new markets. These leaders are driven by a rare combination of intelligence, inquisitiveness, and flexibility that enables them to learn and change over time.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>These leaders, like modern-day alchemists, are not satisfied with the status quo. They delve deeply into the complexities of their craft, realizing that true innovation necessitates a 360-degree view of the consumer and the product. They understand the complexities and intricacies of their sector due to their technical competence, which helps them find untapped potential and disruptive opportunities.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Visionary leaders with technical know-how become the builders of development in this dynamic environment. They have an enduring influence on society and help to form norms and industries. Their voyage aims to embrace the spirit of exploration and unleash the limitless potential of human invention, not merely to succeed.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Potential Polishing</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>To be able to polish employees' existing talents while discovering new skills and opportunities to assist and achieve their organizational goals ensures that a company stays competitive in an ever-changing global market. This is imperative, especially for tech-led businesses, where the implementation and quick adoption of emerging tech by the company and their employees can make or break. <a href="https://www.purplequarter.com/upskilling-101-need-of-the-hour-blog-purple-quarter/leadership-advisory/">The strategic development</a> of people's abilities is the foundation of organizational objectives. Continuous efforts to assess skill shortages, provide training, and manage succession planning result in more capable personnel and improved organizational performance. </p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>A leader should understand that employees need structure, support, and encouragement to maintain a high set of skills and knowledge. Leaders can build high-performing teams capable of generating innovation and reaching organizational goals by fostering a culture of continuous learning and providing chances for professional growth.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Mastering the Art of Emotion</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Creating magic through emotions gives a leader the power to communicate with finesse, connect with others on a deeper level of empathy, and conquer challenges with grace and resilience. Often, tech teams undergo immense pressure, with continuous product and platform innovation, updates, and disrupted timelines. An emotionally intelligent tech leader can look out for his team better; they have a deeper understanding of themselves, a greater ability to control their actions and reactions, and a kinder, more compassionate disposition.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Having a high EQ can aid in stress management, relationship development, career advancement, and overall job satisfaction. It heightens a leader’s awareness of others' emotions and the ways in which those emotions might influence their attitudes, behaviors, and performance. </p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>Embedding a Verbal Verve</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>A leader's ability to communicate becomes the key to their team's symphonic success. For a technology leader managing teams across verticals, effective communication helps them share their thoughts, build lasting connections with others, motivate team members, introduce exciting new prospects, and even take the helm of the hiring process. Not just the team; it is equally important to be able to communicate effectively at all levels, from entry-level workers to C-suite executives, who are responsible for putting the company's plan into action and shaping its outcomes.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>A good leader can master this art by developing into a competent listener, attuned to every nuance of conversation, earning trust and credibility, and taking care of verbal and body language. They must recognise that feedback is essential for improving their performance, and they must seek advice from seniors to guarantee precision in conveying precise goals and strategies.</p> <!-- /wp:paragraph --> <!-- wp:heading {"level":3} --> <h3 class="wp-block-heading"><strong>The Ethics Conundrum</strong></h3> <!-- /wp:heading --> <!-- wp:paragraph --> <p>Tech executives, at times, are put at a crossroad —to make immediate choices that may compromise sustainable goals in the long run. Is it worth it, though? Ethical leaders are needed, who put accountability and transparency first in their actions and are dedicated to doing what is right, not just what is profitable. Leaders can lay a solid foundation for the success and sustainability of a business by giving ethical issues a high priority in their decision-making process. Ethical leadership entails making choices that are consistent with moral ideas and values and that consider the interests of all parties involved, including consumers, employees, and the larger community.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Moreover, top talent may be attracted and kept through an ethical workplace culture, which is crucial for long-term success. Making ethical decisions can also assist corporations in reducing risk. Leaders can prevent expensive legal disputes and bad press by carefully analyzing the ethical consequences of their choices. In the long term, making moral decisions can save businesses money and time while preserving their reputation.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>In the fast-paced and constantly-evolving tech sector, leadership skills are essential to the success of both individuals and organizations. Leaders who can negotiate uncertainty, create innovation, and foster a culture of growth and collaboration can sense and take advantage of the opportunities and challenges this dynamic sector presents. By cultivating these competencies, a new era of tech leadership can set the stage for present day fresher technologists, who are starting off on a steep climb.</p> <!-- /wp:paragraph --> <!-- wp:paragraph --> <p>Authored by <strong>Nishka Agrawal</strong> </p> <!-- /wp:paragraph -->
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<p><p><!-- wp:heading {"level":3} --><h3 class="wp-block-heading"><strong>Minimizing Regret in Business</strong></h3><p><!-- wp:paragraph -->People who say they have no regrets are lying. Everyone has regrets, it's simply part of human nature. Everyone has things they wish they hadn't done, choices that went the wrong way. Anyone who says they have no regrets is saying that they've never made a wrong decision. And we all know that has never happened.</p><p><!-- wp:paragraph -->Denying that you have regrets is unhealthy. Not being able or willing to address and process your regrets can damage your life, as it denies you the wisdom you should be gaining from bad experiences. This is especially true in business, where uncertainty can leave you and your company in a bad state. Anyone successful in business must grow, learn, and change. This is where regret can be a valuable asset.</p><p> </p><h3 class="wp-block-heading"><strong>Decisions, Decisions, Decisions</strong></h3><p><!-- wp:paragraph -->Start with a basic question: What is your decision-making process? Pure instinct, or deep study? A split-second, or deep deliberation? These are important questions, because the way you decide is often much more important than what you are deciding. Good, thoughtful decision-making boosts self-awareness and self-esteem, and ups a leader's potential for resiliency and future growth.</p><p><!-- wp:paragraph -->Think about it: Rash, in-the-moment decisions, even if they turn out to be the right ones, are often stressful and anxiety-inducing. Furthermore, because there is no thought process that goes into their creation, no wisdom can be gained from them. You're not learning if you're just guessing</p><p><!-- wp:paragraph -->It is easier to understand via the opposite: a decision made after a careful, thoughtful process can, right or wrong, be revisited, interrogated, examined. The same process can be improved and applied to future choices. A brash action is just a brash action, as prone to failure in the future as anything else.</p><p> </p><h3 class="wp-block-heading"><strong>Check Your Self</strong></h3><p><!-- wp:paragraph -->Self-awareness is one of the best assets for good decision-making. Not everyone can see through their own blind spots, but at least being aware of them is valuable. Ask yourself in a plain and frank manner what your own biases are. This is both simple and very hard to do, because it requires owning up to your own failures and shortcomings, but it also creates an avenue for growth.</p><p><!-- wp:paragraph -->Sometimes it can be as simple as admitting that you like to play things risky. There is always risk in business, but thoughtful leaders learn to manage and minimize it. Maybe you need to admit your tendency to hire people who are just like you, in terms of education and background. As we shall see, this can lead to creative sterility and group-think, which can harm the long-term innovative potential of a business.</p><p> </p><h3 class="wp-block-heading"><strong>No Yes Men</strong></h3><p><!-- wp:paragraph -->Volumes of data and numerous studies have found that having a diverse team around you leads to better outcome, short- and long-term. Just as a way to avoid group-think, it makes perfect sense. The best ideas are the ones that can survive questions and doubts, and stand up to contrary notions, but you won't be able to have those ideas if everyone around you already agrees with you.</p><p><!-- wp:paragraph -->Here's another basic question: Do you even have colleagues that can disagree with you? It is natural for yes-men to crop up in any business, and who doesn't like being told that they are right? But healthy collaboration requires a certain amount of conflict. Your team must be able to tell you their fears and doubts, and have the power to do so without fear of reprisal.</p><p><!-- wp:paragraph -->Most of all, you as the leader must make it clear what your goals are, short- and long-term. That way, conflict or not, everyone will be working toward the same outcome. Uncertainty can lead to infighting and confusion. Do your job as leader, and get everyone on the same page. Then you can argue about how to get there.</p><p> </p><h3 class="wp-block-heading"><strong>By the Numbers</strong></h3><p><!-- wp:paragraph -->In terms of good decisions and avoiding regret, data is worth its weight in gold. But, even with cold hard facts, use caution. Remember those diverse voices with real power from the previous section? Let them look at the numbers with you.</p><p><!-- wp:paragraph -->Differing perspectives of budgets, customer info, and sales can solidify the meaning and strategy behind the numbers. Additionally, getting data from different sources for things like market research and future planning can clarify where you should be focusing to shore up the future foundations of your business.</p><p> </p><h3 class="wp-block-heading"><strong>Putting It All Together</strong></h3><p><!-- wp:paragraph -->After all that, now ask yourself about your decision-making process: What are your short- and long-term goals, and how does this choice affect them? What information and data do you have that can inform your decision? What do your trusted colleagues think, what is their perspective?</p><p><!-- wp:paragraph -->Now go deeper: What are you not seeing, what are your blind spots? What have you not considered? What level of risk are you facing? What is the best and worst outcome, and can those be changed? After all this, make the best call that you can.</p><p> </p><h3 class="wp-block-heading"><strong>Conclusion</strong></h3><p><!-- wp:paragraph -->Yes, people who have no regrets are lying, but when they say that, what they really mean is that they are happy with how things have turned out for them. They got dumped, only to meet their future spouse. They got fired, only to find their dream job. It is important not to mistake regret for a learning experience. If we learn the meaningful difference between those two things, then maybe we'll be able to honestly say we have no regrets</p><p><!-- wp:paragraph --><strong>Authored by Roopa Kumar </strong><br>Article: <a href="https://vocal.media/motivation/woulda-coulda-shoulda-business-regret-and-long-term-success">https://vocal.media/motivation/woulda-coulda-shoulda-business-regret-and-long-term-success</a></p><p><!-- /wp:paragraph --></p></p><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --><!-- /wp:paragraph --><!-- wp:heading {"level":3} --><!-- /wp:heading --><!-- /wp:paragraph --></p>
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<p>Mass layoffs, funding winter, the very recent bank collapses, and the hullabaloo around the larger macro-economic systems have been deafening since late last year. When FAANG-led mass firings first began, it came as a sudden jolt, but the pattern soon became evident as scores of organizations followed with layoff exercises. What is to be noted is that the layoffs weren’t necessarily performance-based. Tech companies in particular were doing well post-pandemic, leading to attractive salary packages and high investments in R&D projects among others. Due to the funding slowdown, the ensuing economic crisis, and the post-pandemic upheaval, there has been a market correction in the employment space. The common unifier in each case was CEOs taking ownership and stating aggravated business expectations stemming from the hyper post-covid growth. Tech companies are struggling to stay true to their line of business; they no longer have the resources to run research and development projects or work on prototypes, leading them to let go of exceptional leaders, techies, and, in some cases, entire teams altogether. The situation calls for distress but not a loss of heart. In our line of work, we have witnessed that, of those laid off and affected, most of them have been hired by other companies. True talent does not stay unoccupied for long. Now hiring may sometimes come with adaptations, but we are in a different time, and these shifts are of a lesser hassle compared to the larger macroeconomic state of things today. For those who are still in deep waters, they are making adjustments to their previously rather high-paying, cushy compensations. Times were different when salaries were on an upward surge, and now times call for a market correction. Many companies, taking advantage of the situation, are now able to capture talented technologists at what we may call market-corrected scales. Techies, on the other hand, have showcased a change of mindset towards their employment. In the past, it was difficult to have someone switch from one role to another and even more difficult to move them geographically. There was a stubborn mindset with respect to location or roles. But now we witness them more open to trying new roles, moving from traditional MNCs to even seed stage startups, leaping into the Co-Founders hat and taking on the entrepreneurial journey, and even shifting countries for that challenging project. This mental shift has been the driving force in the post-layoff climate. Interestingly, we have seen during the course of these discussions that most leaders who are taking on entrepreneurial journeys already have a cautious mindset. They wouldn’t want to find themselves in a similar position in the future. Caution and strategy will govern their current decisions. Imposter syndrome is real, even more so when it comes to surviving tough times. We have many techies resorting to working on their skill development, focusing on personal growth and their adaptability to changing scenarios. The skills, knowledge, and expertise that technologists have will continue to be put to good use, whether in their own ventures or those of others. <h3><strong>Authored by Roopa Kumar </strong></h3><p> TOI article - <a href="https://timesofindia.indiatimes.com/blogs/voices/whats-next-for-laid-off-technology-leaders/">https://timesofindia.indiatimes.com/blogs/voices/whats-next-for-laid-off-technology-leaders/</a></p></p>
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