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areer and often well into it people optimize for position they evaluate title compensation reporting lines they try to map a linear path forward this is a legacy framework from a more static economy but in periods of technological acceleration the variables that matter shift high growth companies compress time and push you beyond your prior experience they push you to develop new skills quickly and operate beyond your prior experience one year of work can feel like five in those conditions the job description becomes secondary what matters is whether you are working on important problems alongside people who raise your standard careers tend to follow momentum the environments you choose shape the trajectory more than the plans you start with the challenge is that these opportunities rarely present themselves clearly they look incomplete uneven risky the question is whether you can recognize directional momentum early and commit before the outcome is fully defined schmidtsights more no more previous content no more next content 2 891 197 comments like comment share copy linkedin facebook x robert dur 28 550 followers 7mo report this post does becoming a parent affect academic trajectories yes and particularly so for women university employment drops by almost 30 percent for women much less so for men probability of being tenured is about 35 percent lower for women no change for men number of publications is 31 to 35 percent lower for women no change for men these are among the key results of a new study by sofie cairo ria ivandic anne sophie lassen and valentina tartari using rich danish admin data why do women s and men s career trajectories diverge sharply after parenthood the paper studies a series of candidate explanations and finds that the gap in childcare load seems mainly responsible women academics do almost five times more childcare than their male academic counterparts for example 55 of female researchers get up at night to take care of the child most or all the time in comparison to 11 of men read the full paper here sofie cairo ria ivandic anne sophie lassen and valentina tartari 2026 parenthood and the career ladder evidence from academia centre for economic performance discussion paper https lnkd in ek2gwzsb more no more previous content no more next content 5 815 177 comments like comment share copy linkedin facebook x linkedin news india 8 689 972 followers 12mo report this post india s green economy is growing fast but linkedin data suggests green talent is growing even faster the linkedin hiring rate lhr for green talent defined as professionals with green skills green job titles or both is now 59 7 higher than for the overall workforce this means green skilled professionals are significantly more likely to be hired than their peers underscoring the growing demand for sustainability focused roles the prioritisation of green talent by indian companies is being fuelled by an interplay of policy reforms rising consumer consciousness and the need for deep business transformation says neelima burra chief strategy transformation and marketing officer at luminous power technologies government initiatives like the pm suryaghar yojna national solar mission and smart city mission combined with the growing mandate for esg reporting are also pushing companies to recruit sustainability experts carbon auditors and esg strategists to meet regulatory and investor expectations she adds further operational efficiency has emerged as the top skill across the top five industries increasingly hiring for green skills as per linkedin data in contrast precision agriculture skills lead in farming ranching and forestry highlighting how sector specific green skills are evolving operational efficiency offers the fastest route to tangible returns it moves the conversation beyond regulatory compliance to net profitability ensuring we can do more with less energy and fewer materials says venu nuguri managing director and ceo at hitachi energy this surge in demand aligns with broader economic trends green jobs in india have grown over 10 times in the past five years with gen z accounting for 63 of applicants reports the economic times citing a report by wenaturalists the projections are equally ambitious india s green economy will generate 7 29 million jobs by fy28 and 35 million by 2047 as the sector scales toward a 1 trillion valuation by 2030 and 15 trillion by 2070 suggests another report by the economic times citing a report by nlb services the message is clear green skills aren t just good for the planet they re becoming essential for employability as india accelerates its climate and economic goals the workforce is already adapting the question now is whether education training and policy can keep pace read the full report here https lnkd in g873czht cop30 greenertogether source the economic times https lnkd in d 3bshqp the economic times https lnkd in dsumfs58 more no more previous content no more next content 1 160 467 comments like comment share copy linkedin facebook x sanjeev pendharkar 44 846 followers 1y report this post i can spot a great candidate in 30 seconds without looking at their resume at vicco laboratories the first few interview rounds are handled by our hr and leadership team they assess skills experience performance history all the standard checkboxes but when someone reaches my room i m not evaluating capability i m evaluating character because skills can be trained character can t so in the final round i deliberately observe three things before we even get into formal questions 𝐓𝐫𝐚𝐢𝐭 1 𝐇𝐨𝐰 𝐓𝐡𝐞𝐲 𝐓𝐫𝐞𝐚𝐭 𝐭𝐡𝐞 𝐒𝐦𝐚𝐥𝐥𝐞𝐬𝐭 𝐏𝐞𝐫𝐬𝐨𝐧 𝐢𝐧 𝐭𝐡𝐞 𝐑𝐨𝐨𝐦 before they enter i always ask our receptionist to make them wait for a few minutes not to trouble them but to observe do they greet her or ignore her do they show gratitude or entitlement do they smile or stay blank do they thank her when being called in if someone is only respectful upwards they re not fit for leadership 𝐓𝐫𝐚𝐢𝐭 2 𝐇𝐨𝐰 𝐓𝐡𝐞𝐲 𝐇𝐚𝐧𝐝𝐥𝐞 𝐒𝐢𝐥𝐞𝐧𝐜𝐞 during the conversation i pause intentionally a great candidate doesn t panic when things go quiet holds eye contact without overcompensating thinks before responding instead of rushing to impress silence is a pressure test silence exposes a person s comfort with themselves and self assured people make better decisions under pressure 𝐓𝐫𝐚𝐢𝐭 3 𝐖𝐡𝐞𝐭𝐡𝐞𝐫 𝐓𝐡𝐞𝐲 𝐀𝐬𝐤 𝐖𝐡𝐚𝐭 𝐂𝐚𝐧 𝐈 𝐆𝐢𝐯𝐞 𝐭𝐨 𝐕𝐢𝐜𝐜𝐨 𝐍𝐨𝐭 𝐉𝐮𝐬𝐭 𝐖𝐡𝐚𝐭 𝐖𝐢𝐥𝐥 𝐈 𝐆𝐞𝐭 i watch closely when compensation and responsibilities are discussed if the questions are only about salary perks and timings they re employees if they ask about learning culture values decision making structure they are already thinking as an owner i ll always choose alignment over achievement so if you re ever preparing for your final round anywhere don t just prepare your resume prepare your presence because long after your words fade your character stays in the room sanjeev pendharkar just sharing what i ve learnt values business hiring hr decisionmaking cv leadership skills more no more previous content no more next content 11 994 1 231 comments like comment share copy linkedin facebook x sir richard harpin sir richard harpin is an influencer 86 552 followers 1y report this post most people are taught how to be high performers but too few are taught how to perform in a team and that s a problem because in most roles you re not an individual contributor you re part of a larger entity working with others to build something yet i see founders spend hours refining their product or systems but don t devote time to team development at homeserve i approached team performance with purpose and it was one of the best decisions i made here are 7 tools i ve used and still use to build high performing teams based on real lessons from building a 4 1bn business 1️⃣ start with why simon sinek before you focus on what or how get clear on why what the product you sell or the service you provide how what makes you different why your deeper purpose or belief every great team needs a reason to get out of bed in the morning 2️⃣ the 70 20 10 rule mccall lombardo eichinger how people actually learn on the job 70 from challenging experiences 20 from coaching and mentoring 10 from formal training most teams over invest in training and under invest in real development i m amazed at how few founders or ceos have a coach or mentor 3️⃣ the trust triangle frances frei harvard trust isn t built with perks it s earned in three ways authenticity are you real logic do your decisions make sense empathy do you care without trust you can t build speed or loyalty 4️⃣ the 5 stages of team development tuckman model 1 forming team gets together 2 storming conflicts surface 3 norming ground rules form 4 performing results roll in 5 adjourning project ends or evolves don t panic during storming it s necessary friction 5️⃣ the johari window luft ingham self awareness is a team sport open you know they know hidden you know they don t blind spot they know you don t unknown no one knows yet this helps surface feedback build confidence and avoid surprises 6️⃣ the energy impact matrix inspired by mckinsey map every team member s impact vs energy use it to make smart hiring firing decisions spot burnout early retain high performers high performing teams don t tolerate drift 7️⃣ the rapid decision making model bain company high performing teams make fast clear decisions recommend suggest the course of action agree those who must sign off perform executes the decision input provides relevant facts or opinions decide final decision maker this clears up delays dropped balls and blame building a great team is about building an environment where talent can actually thrive i go deeper into team building in my new book order it today https lnkd in erydkxdt ️ repost if you believe team performance should be built not assumed and for more on how i scaled teams to build a 4 1bn business follow me richard harpin more no more previous content no more next content 2 981 200 comments like comment share copy linkedin facebook x harsh mariwala harsh mariwala is an influencer 239 474 followers 1y report this post in the early years of marico i made a decision that shaped everything that followed i gave young people serious responsibility not after years of proving themselves right at the start real roles real ownership real consequences some of them made mistakes that was expected but they learned fast they asked for feedback they iterated they took initiative many of them went on to become some of the best leaders in the organisation my view is simple if someone makes an error but they take ownership improve and do not repeat it they have earned the right to grow if someone avoids responsibility or hides from mistakes they are not ready empowerment is not about handing out titles it is about giving people the room to fail safely and the support to recover intelligently you cannot build a high performance organisation if every decision needs your approval the real test of leadership is not in how well you control outcomes it is in how confidently you let others lead leadership hiring talent growth future team success more 5 053 399 comments like comment share copy linkedin facebook x luca mezzalira luca mezzalira is an influencer 64 398 followers 1y report this post change my mind architecture is becoming decentralised and the role of architects is quietly evolving over the past few years i witnessed many more teams owning their architectural decisions not because architects are less valuable but because speed autonomy and local context matter more than ever that doesn t mean we no longer need architects it means the role is shifting from design authority to coach from gatekeeper to enabler from owner of decisions to facilitator of good ones probably not in every company or industry but i ve started to see architecture teams more like security teams small agile scaling through others by enabling teams to make decisions within guardrails that are clearly defined and regularly revisited some might see this as a loss of control i see it as a sign of trust and a powerful opportunity to have broader impact curious to hear from others are you seeing this shift too how are architecture practices evolving in your company architects distributedsystems teamtopologies future tech more view c2pa information no more previous content view c2pa information no more next content 2 027 200 comments like comment share copy linkedin facebook x yamini rangan yamini rangan is an influencer 187 719 followers 1y report this post for decades career growth followed a familiar formula more headcount more budget more scope that model is changing in the ai era careers won t be built on span of control they ll be built on innovation density today anyone from ics to execs can scale their impact without more headcount more budget or more time the playing field is flatter the differentiator how fast you can learn apply and compound innovation with ai if you re thinking about career growth stop asking how can i get more start asking how can i innovate more with ai the people who rise fast will see problems through an ai first lens move from manual to scalable iterate faster than the rest your team size won t define your trajectory your creativity will your budget won t signal your value your innovation density will more no more previous content no more next content 1 954 158 comments like comment share copy linkedin facebook x more in career preparing for job interviews career development professional growth starting a cybersecurity career resume tips building professional credibility avoiding professional pitfalls career advancement tips job search strategies adapting to career shifts engineering career job search and career transition legal career development work life balance tips qualities of successful professionals exploring career challenges career pathways in technology barriers to career growth career 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