By: Andrew Barks When the laptop is always open, is business ever closed? Such is the dilemma of the infinite workday . It’s not just HR and business leaders who suffer from a work world without borders. The expectation to be constantly available is taking a significant toll on employee well-being and, crucially, their engagement. This isn’t just about longer hours. It’s about the pervasive nature of work creeping into every corner of personal time. Employees are logging on earlier and staying online later, navigating a relentless stream of ad-hoc meetings and messages that often come at the expense of focused productivity – or worse, their mental health. While AI can streamline some tasks, it can also inadvertently amplify the pressure, creating a constant state of disruption. For HR professionals, the impact is particularly acute, often experiencing a “triple peak” of communication before, during, and after traditional work hours. This unsustainable pace leads to burnout, stress, and a significant decline in overall job satisfaction. We’ll dive deeper into this discussion during August’s Perspectives webinar . Reclaiming personal and professional space When employees are perpetually on, they lack the essential time and space for recovery, personal pursuits, and family. This constant state of vigilance and pressure undermines their sense of control and autonomy, ultimately threatening their disengagement. They become less invested, less creative, and ultimately, less productive. At that point, boosting employee engagement is less about understanding the sentiment itself than it is clearing the creative clutter. Reclaiming time and setting healthy boundaries aren’t just personal preferences. These are critical components of a thriving, engaged workforce. Organizations must recognize the true impact of the infinite workday, raise concerns with leadership, and empower managers and employees to establish boundaries. Only by avoiding the always-on trap can we cultivate an environment where employees feel valued, respected, and genuinely engaged in their work.

Bob Prosen likes to say he has a superpower. It may not be a sexy superhero trait like flying or x-ray vision, but it’s a skill any CEO or business leader should admire. Prosen makes complex problems simple so companies can make faster, better decisions. That same approach is helpful when developing action plans to improve leadership skills. “In business, when you try to implement something complicated, it’s very difficult, and every CEO would tell you that,” says Prosen, CEO of The Prosen Center for Business Advancement. “What we should do is break it down into some very basic things to get done.” Prosen’s philosophy works not only for business growth, but for personal development as well. Leaders should have practical, structured action plans to improve leadership skills and grow personally and professionally. Whether you’re a first-time CEO or an experienced leader, having a well-defined plan can enhance your ability to navigate challenges, align leadership development with organizational goals, and drive meaningful change. Developing that action plan may sound complex, but by taking Prosen’s philosophy to simplify the complex, leaders can quickly discover opportunities to learn and grow — all while pushing their company forward. “One of the best ways to achieve goals is to actually set them,” says Barbara Trautlein, principal at Change Catalysts. “We all have very good intentions about what we’re going to accomplish, but so often the urgent takes precedence over the important, so if we have a structured action plan … (there’s) just a higher probability that it’s going to get accomplished.” Assessing Current Leadership Competencies Before you can develop an action plan to improve leadership skills, you need to first understand who you are as a leader. To do that, you need to conduct comprehensive self-assessments. There are several assessment tools available in the business space. Prosen offered his perspective on when each tool should be used, as well as the advantages and disadvantages of each: CliftonStrengths – For building on people’s natural talents and increasing morale. Culture Index – For building a performance-based culture and evaluating natural traits like autonomy and pace. DiSC – For improving communication, reducing friction, and increasing team collaboration. Hogan Assessments – For evaluating personality strengths and derailers under stress, often used in C-suite hiring. Myers-Briggs Type Indicator – For building mutual respect and understanding of personality differences. Predictive Index – For predicting performance and reducing turnover by matching people to job profiles. Assessment Tools Overview

By Trent Lee — The CEO’s Sage How does a leader inspire employees to execute the company’s vision? It’s a question I ask often—and the answers usually sound like motivational posters. But execution doesn’t happen through slogans or charisma alone. It happens through trustworthy, transparent, and intentional leadership. In my experience coaching CEOs and leadership teams, it comes down to three key requirements: 1. Credibility Let’s be blunt: people won’t follow a leader they don’t trust. Credibility starts with clarity. A compelling message can’t be vague, confusing, or loaded with corporate-speak. Your team needs to understand what the strategy is—and why it matters. That message must be delivered consistently and backed by action. Great leaders don’t overpromise and underdeliver. They say what they mean, do what they say, and follow through 100% of the time. Your credibility also grows through how you handle adversity. When things go sideways (and they will), do you own the outcome? Do you maintain composure? Trust isn’t built in comfort—it’s built in the messy middle.

Value Builder Analytics, drawing on proprietary data from over 80,000 business owners, found that companies that can run without the owner for at least three months are twice as likely to receive an acquisition offer above 6x EBITDA. The concept is simple. The execution? Not so much. Take Kristie Shifflette for example. She was an early master franchisee with Orangetheory Fitness [JW1] , a one-hour, coach-led workout that uses heart rate zones to boost calorie burn during and after exercise. When she opened her first location, she did it all—marketing, hiring, payroll, and even handling construction headaches. It worked but only because she was working constantly. As she expanded, things started to break. With two locations, she was stretched. At three, it became clear: The model only worked when Kristie was the model. She knew she needed to change. Kristie stopped focusing on being in the business and started focusing on building the business.

By: Patrick Ungashick If you are like most business owners, you probably receive a regular flow of emails and phone calls seemingly offering to buy your company. Private equity (PE) firms and strategic buyers are sitting on record amounts of cash and must make acquisitions to hit their business objectives. Everyone is waiting for the flood of baby-boomer business owners selling their companies, but it never seems to come. As a result, there is too much money chasing too few acquisition opportunities. While this is generally a good thing for business owners, a stream of unsolicited offers or inquiries can grow into an unwelcome time sink if not handled correctly. Also, if you are not careful in how you respond to these offers, you can harm your company by potentially sharing sensitive information with a competitor or sparking rumors that your company is on the market. So, what steps should you take when you receive an unsolicited offer? Part 1 of this series covers your first steps upon receiving an unsolicited inquiry. Part 2 will explore how to proceed if you have had an initial conversation and wish to continue. Part 3 addresses what advisors you need if you decide to potentially pursue a sale in the near term. Step 1: Determine who the inquiry really is from. To evaluate if an inquiry is legitimate, you must know who sent it to you. Sometimes, the sender will fully disclose their identity, but in other situations the sender may be intentionally vague. If it’s not immediately clear who the sender is, look for the key phrases below to match wording with the type of buyer. “I am working with several buyers…” This wording reveals that the sender works as a broker at an investment bank, boutique M&A firm, or business brokerage firm. “I represent a firm looking to make acquisitions in your industry…” This phrasing indicates that the sender is either a broker, as above, or an independent search agent for private equity firms. “We are a well-funded buyer with a history of interest (or past acquisitions) in your industry…” This language indicates that the inquiry is coming directly from a PE firm. “My employer, Acme Corporation is ...” This is a strategic buyer, most likely in your industry. Step 2: If you are 100% sure that you are not interested in selling your company now or for at least several years, then file or trash the inquiry according to the following guidelines: Investment Bank or Broker Inquiries: These inquiries can be trashed. The veneer of working with buyers is meant to conceal the fact that the sender is simply fishing for clients. Bankers or brokers will not be hard to find when the time comes, so usually there is no need to hold onto these inquiries. Search Agent Inquiries: These inquiries can also be discarded. Search agents are typically employed by PE firms. They are given broad search parameters and typically work for many different buyers. In the near term, these inquiries provide very little information about the level of interest, and the agent will resist telling you who the actual buyer is until after you’ve wasted a lot of time. There is little value in saving the inquiry because, by the time you are ready to sell, the agent will be on to other searches and industries. PE Inquiries: These inquiries indicate that the PE firm has a genuine interest in your industry. Create a file and name it “Future Buyers List.” Store private equity firm inquiries there. If the firm is successful, it likely will still be in the market for acquisitions when you are ready to sell. Strategic Buyer Inquiries: Store these inquiries as well in your “Future Buyers List” file. You may already know about the buyer if you compete with them. Nevertheless, save the actual inquiry because it will have contact information for the person to reach out to when it comes time to sell your company. Step 3: If you might be interested in exploring the sale of your company in the near term, take the following actions: a. Look up the inquirer online at their website or at LinkedIn to gain more information. Search if their company has made other acquisitions and announced those purchases in the media. b. Reply to the inquiry to gain more information. The inquirer will want to set up a call or meeting—try to limit this to a call because that takes less time and in turn reduces the risk you will say too much. Experienced buyers know that many sellers usually say too much too soon and take advantage of this. c. During the call, stick to these points: a. Ask or verify who the sender is if you don’t know already. b. At some point they will ask why you agreed to take the call. State that your company is not for sale (which is true—they contacted you) but as a prudent owner you keep an eye on the market. c. As early as possible into the call, ask what is their search profile? This potential buyer will have a list of characteristics that they are looking for in an acquisition, such as company size, location, growth rate, operating method, team credentials, proprietary technology, market share, etc. They should readily share their search profile with you. d. Introduce yourself and your company in the same way you as would introduce yourself to a potential new customer or new hire. e. The sender will ask questions about you and your company. Follow the “New Customer or Hire Rule” when answering any questions. If the question asks for information that you would comfortably share with a potential customer or new hire candidate, then answer that question. If the question asks for information that you would not typically provide a potential customer or hire, then politely decline to answer at this time. (Common examples of information that you do not share includes your company revenue, profits, customer names, key employee names, ownership structure, growth strategy, etc.) Always keep in mind that this other party is either a competitor or may be one in the future. f. You do NOT state what price you would take to sell the company—some aggressive inquirers will ask, and you cannot fall into this trap. Any number you give reveals too much and sets the ceiling for the maximum price this party will ever pay for your business if the conversation ever gets that far. Some people believe it’s good to name your price up front, because you save a lot of time if the buyer is unwilling to pay your amount. Wrong. Buyers ask because they know the negotiating rule that “Whoever speakers first loses.” You need to remember too. d. At the end of the call, if your company is incompatible with their search profile, simply state this and thank them for their time. Do NOT explain why your company does not fit their profile, such as if your company is too small. Again, you are talking to a competitor or possible future competitor. Do not give sensitive information. e. If your company seems to fit their search profile, and if you wish to continue the discussion, ask them to send you an NDA (non-disclosure agreement) as the next step. Let them know you will get back to them after you and your attorney have reviewed the NDA. Once you say that you wish to continue the conversation, the potential buyer will be eager to get more information from you and/or set up a follow up call or meeting. After all, you are a fish nibbling on their hook. You must politely resist until you are ready to proceed. And it is important to understand that most owners are not ready to proceed. Your company was not for sale (at least not yet) and therefore you likely have to take a few steps to make sure you are ready before proceeding.

Much has already been said about Gen Z’s professional proclivities – not all of it particularly kind or compassionate. The youngest generation of today’s workforce has been called everything from entitled to enigmatic , often held to unfair standards considering their relatively short tenure, not to mention the unfair shake that came, for many, with a mid-pandemic entry into real employment. What HR teams, especially, ought to be asking is this: What drives Gen Zers at work? It’s always dangerous to paint with a generational broad brush, but we have enough Zoomers in the room and on the Zoom screens (and many more coming) to start making assessments, if not drawing conclusions, about their places in a dynamic modern workforce. Ultimately, successfully integrating your youngest employees isn’t just a matter of good faith – it’s good business. That begins with not judging people purely on traditional factors like resume and tenure . Understanding the whole person is crucial to offsetting perception bias . Meeting people where they are means reframing expectations and hearing them out. Allow for too much generational drift , and in five years, you could be looking at an increasingly thin workforce. Burn people out early, and where do you expect them to be in their 30s? Let’s talk about the job-hopping. The dynamic landscape of the modern workforce presents unique challenges for HR teams, including the phenomenon of “job hopping” among Gen Z. While previous generations often valued long-term tenure and climbed traditional career ladders, many Gen Zers take a different approach to career progression. This isn’t necessarily a sign of disloyalty, but rather a reflection of evolving priorities, economic realities, and a desire for meaningful work experiences. They’re hardly the first generation to do it, and their reasons range from the practical to the principled . Understanding the behavioral drives behind these decisions is crucial for HR leaders. Right person. Right role. Every time. PI Hire gives you the data you need to better predict which candidate will succeed in the role, and stay for the long term. Interviewing “job-hopping” Gen Z Candidates HR teams worried about candidates’ tenures might need to rethink the requirements, depending on the role they’re looking to fill. Shift the focus from length of stay to the quality and impact of their contributions in each role. Instead of viewing their diverse experiences as a red flag, you might see multiple opportunities to gain new skills, and adapt to different environments. Inquire about learning and growth: Ask what specific skills they gained or developed in each position, and how those experiences contributed to their professional journey. Focus on achievements and impact: Prompt them to discuss tangible accomplishments, problems they solved, or initiatives they led, regardless of the duration of their employment. Explore their motivations for change: Understand what they were seeking in each move (e.g., specific challenges, new skills, better alignment with values, or opportunities for advancement). This can reveal their drivers and help you assess if your organization can meet those needs. Assess adaptability and resilience: Discuss how they navigated transitions between roles, adapted to new teams, and learned new systems. Their ability to integrate quickly and effectively can be a significant asset. Emphasize transparency: Be open about your company culture, growth opportunities, and what a typical career trajectory might look like. This helps align expectations and demonstrates that you value a purposeful career path. By focusing on these aspects, HR teams can uncover the valuable insights and diverse skill sets that “job-hopping” Gen Z candidates bring, transforming a perceived weakness into a genuine strength, aiming to attract, retain, and develop this vital segment of the talent pool. The shifting sands of employee loyalty For decades, employee loyalty was often equated with longevity. A long tenure at one company was seen as a hallmark of commitment and dedication. However, for Gen Z, loyalty takes on a more nuanced meaning. Their loyalty is often tied less to the organization itself and more to the experience within the organization. This includes a commitment to the work they do, the values the company embodies, the opportunities for growth, and the quality of their relationships with colleagues and managers. Loyalty might be more tied to their manager than the name on the building – they can put a face and personality to the former; the latter often not so much. Investing in behavioral data, and applying it to employee engagement findings, will help HR teams come up with more nuanced assessments of what drives their youngest employees. Studies consistently show that Gen Z, more than any other generation, is driven by a strong desire for purpose and impact. Being and belonging matter. People seek workplaces where they can bring their authentic selves to work and feel a genuine sense of inclusion. This extends beyond diversity initiatives to a culture where individual perspectives are valued, and psychological safety is paramount. If a role or company no longer aligns with their personal values or offers the growth they seek, they are more likely to explore other options. This isn’t a rejection of loyalty, but a redefinition of it. For HR leaders, this means fostering an environment where employees feel valued, challenged, and connected to a larger mission. Beyond the paycheck: The pursuit of pay equity While competitive compensation remains a fundamental expectation for all employees, Gen Z places a greater emphasis on pay equity than some of its predecessors. They are more transparent about salaries and less afraid to discuss compensation with peers. And perceived inequities can quickly erode trust and lead to disengagement. Pay transparency laws are already adjusting to reflect this reality – and that’s a good sign for recruiters. Gen Z has grown up in an era where information is readily accessible, and they are acutely aware of market rates and potential disparities. HR teams must prioritize transparent compensation structures and conduct regular pay equity audits. Demonstrating a genuine commitment to fair and equitable pay, not just competitive pay, is essential for building a sense of justice and commitment among Gen Z employees. This goes beyond simply meeting minimum wage requirements; it involves a holistic approach to total rewards that acknowledges their contributions fairly within the broader market. The theme of transparency extends beyond pay equity. Much of our existing employee sentiment data indicates Gen Z thrives in environments where open communication, constructive feedback, and opportunities for collaboration abound. Gen Zers might be less tolerant of hierarchies that stifle innovation or prevent them from contributing meaningfully. HR leaders should focus on creating inclusive spaces where employees feel a sense of psychological safety to express ideas, ask questions, and even make mistakes without fear of retribution. This fosters an environment where being oneself is encouraged, and belonging is a natural, organic outcome. Oh, and about that Gen Z stare… You may have heard about the stare, or even come across it a few times. The “Gen Z stare” is more than a meme-maker. As many employers are finding, the silent stare is actually saying something; in fact, it’s often an indicator of disengagement . It’s less a literal stare than a metaphorical one, representing a lack of interest or an internal shutdown when they perceive something as irrelevant, unfair, or simply not engaging. This can manifest as a quiet withdrawal, a lack of participation, or a general air of indifference. But trying to read too much into any on stare is silly. Instead, promote an understanding of your Gen Z employees and their behavioral drives, just as you would anyone else. Self-awareness goes both ways, and the more we understand, say, someone’s preferred communications styles, the simpler it is to see whether that stare is sarcastic, or saying something deeper. Equip managers with the skills and tools to identify these cues, and address them proactively. This requires a shift from command-and-control leadership to a more coaching-oriented approach that emphasizes empathy, active listening, and understanding individual motivational triggers. The importance of recognizing individual behavioral drives While these generational trends provide valuable insights, it’s critical for HR leaders to remember that Gen Z is not a monolith. Each individual possesses a unique set of behavioral drives, preferences, and motivations. Relying solely on generational stereotypes will almost always lead to short-sighted or ineffective strategies. Instead, HR teams should leverage tools like PI’s Behavioral Assessment to develop a deeper understanding of each employee’s unique profile. What truly drives one Gen Z employee may be different from another. Some may be highly collaborative, while others prefer independent work. Some thrive on challenge and competition, while others seek stability and predictability. Tailoring development plans, assigning projects, and even structuring team dynamics based on individual behavioral drives will significantly enhance engagement and retention. By understanding the nuanced motivations behind Gen Z’s career choices – their redefined loyalty, their pursuit of pay equity, their need for being and belonging, and their nuanced signs of disengagement – HR leaders can build more resilient, innovative, and attractive workplaces. The key lies in moving beyond broad generalizations and embracing a more human approach that recognizes and attempts to accommodate the unique behavioral drives of every employee. This strategic shift will not only benefit Gen Z, but will ultimately create a more fulfilling and productive environment for everyone in the organization. By: Andrew Barks

AI adoption in business is no longer a distant prospect for the future. It is here , and leaders need to focus on leveraging its full potential to remain relevant. Just like knowledge workers, CEOs need to take the lead. The noise of tariffs , economic uncertainty, and geopolitical issues has drowned out the steady rise of generative AI in the workplace. Since ChatGPT first became available to the public in 2022, working professionals and organizations have rapidly transitioned from being cautious to becoming full-on adopters, signaling the rise of AI adoption in business. From Individual Productivity to AI Adoption in Business Indeed, Vistage’s Q1 2025 CEO Confidence Index survey revealed that 7 out of 10 CEOs are now actively using generative AI in their roles. Similarly, 2 in 5 (41%) of organizations have a generative AI license or subscription. So while Generative AI is, first and foremost, a tool for fueling individual productivity , it’s also becoming an organizational resource and a core part of AI adoption in business. Leaders are increasingly focused on educating their workforces on when and how to safely and responsibly use AI within company policy. As of March 2025, nearly half (47%) of CEOs reported they are training their workforce on AI, a sharp increase from 32% in Q2 of 2024. Why Some CEOs Lag Behind But what about the other 53% of CEOs who are not actively training their workforce on AI? Perhaps they are experiencing AI fatigue, as the novelty of AI has worn off. Or perhaps they are distracted by the economic ups and downs that are affecting their business, or they feel that employees don’t have the time to step away from work to attend training. Regardless of what’s holding them back, attention and time are two of the biggest inhibitors to AI adoption in business, preventing professionals from experimenting with tools and seeking ways to increase their organization’s overall efficiency and productivity. But it is well past the time to wait and see how it unfolds — it is time to act. CEOs must immediately make AI a top priority, as the time invested in AI today is exponential to the time saved tomorrow. Gone are the days when Gen AI was a secret weapon; today, it is expected that all workers use AI to some extent. The leaders who implement intentional programs to take their workforce’s AI proficiency to the next level will start to pull ahead. Instead of just a standard technology solution, CEOs must view AI as a total reimagination of how we work and operate. To maintain a competitive edge, modern leaders require the foresight to have their own AI vision and the ability to align their purpose with productivity. Meanwhile, leaders who continue to leave their organization’s use of AI to chance risk falling behind in policy and losing the zero-sum game of productivity, efficiency and overhead costs. The impacts of AI on the workforce have already begun to be felt, with employers planning to do more with less and investing in AI over entry-level hires due to its ability to handle administrative tasks instantly. An unusually high 5.8% of recent graduates have been unable to find employment, as an increasing number of entry-level jobs are being automated. The U.S. job market has already started to show the effects of this shift on a larger scale. Why CEOs Must Prioritize AI Adoption in Business Now As such, CEOs are tasked with rethinking how they engage with a future talent pipeline and help them acquire the human skills, such as strategy, reasoning, and creativity, that are increasingly necessary to thrive in our AI-driven world. Business leaders also need to train employees of all generations to work alongside and manage AI agents by investing in learning and development offerings that both equip employees to navigate this mindset shift and provide the skills required to optimize AI. Whether you like it or not, AI is here. It’s not just a new app or a fun chatbot — it’s the foundation of a new era of tech. It’s time for the 53% of CEOs who aren’t currently investing in training for the workforce to jump on the train of AI adoption in business before they get left at the station. This story first appeared in Inc. About the Author: Joe Galvin Joe Galvin is the Chief Research Officer for Vistage Worldwide. Vistage members receive the most credible, data-driven and actionable thought leadership on the strategic issues facing CEOs. Through collaboration with the Vistage community 

Some leaders take pride in leading from the front. They’re in the trenches with their team. They never delegate a task they wouldn’t do themselves. It earns respect, builds morale, and inspires loyalty. But it can also destroy the value of their business. According to data from The Value Builder System™, companies where the owner is the hub get offers that are 35% lower than those that run independently of their founder. Buyers don’t pay top dollar for a company that revolves around its owner. They want a business, not a boss. Doug Lowenthal learned that the hard way. When Dedication Becomes a Liability Doug spent nearly 20 years building TruTechnology, a multi-million dollar IT services firm. He believed leadership meant doing whatever it took—managing the help desk, answering support tickets, even working through holidays. His team respected him, but the pressure was nonstop. Eventually it caught up to him. One day Doug felt a crushing weight in his chest. Convinced he was having a heart attack, he rushed to the hospital. It turned out to be a false alarm—but it was a turning point. Doug realized he had built a successful business, but he was at the center of everything. His team was capable. He just hadn’t let go. Letting Go Made It Valuable That scare pushed him to change. Doug handed over real ownership to his department heads. He tied bonuses to profit. He opened the books and taught his team how the business actually made money. From gross margin to operating expenses, EBITDA became everyone’s North Star. His team started thinking like owners. The business began to run without him. Not long after, Doug sold TruTechnology to Evergreen Services Group in a 100% cash deal—proof that stepping back doesn’t erode value; it creates it.

By Trent Lee — The CEO’s Sage Let’s start with a simple question I often ask leadership teams: “Where is your company going, and how will you win?” Now here’s the punchline: ask five senior leaders that same question, and you’ll likely get six different answers—maybe seven if someone changes their mind mid-sentence. This isn’t because they’re incompetent or careless. It’s because strategic understanding —true, aligned clarity around your mission, vision, values, and intent—is far rarer than we think.