Generation Z brings to the workforce a tool that it simultaneously depends on and distrusts. Though Gen Z uses generative AI far more than other generations, it’s also suspicious about the product. Sixty-two percent of high school students worry about AI arrogating jobs, according to the National Society of High School Scholars, and 59 percent expect AI to impact society negatively.

The most aggressive decision humans can make is to leave the planet. At least four private space stations are in development to take us into low-Earth orbit and beyond. Among them is Starlab, a commercial space station that will house research projects, a science park, and humanity’s quest to become multi-planetary. It will feature interiors designed by Hilton.

A leader’s job is simple. They help remove workplace barriers so people can be successful. It’s not much more complicated than that, yet we’ve complicated our mission by erecting leadership as a system above people. Leaders serve people, not vice versa. That’s the essence of servant leadership, a philosophy that leaders must rekindle today.

Ask any manager; having an employee who takes the initiative to go beyond the pale to deliver results is a relatively rare privilege. For most leaders, inspiring team members to look beyond the confines of their daily to-do lists is a perpetual challenge; even when given the authority to pursue new ideas, most associates prefer to stay firmly in their comfort zone.

Leaders often get asked about their next career accomplishment. I define two goals: To learn and give back. To help others launch and evolve their leadership careers is quite meaningful. It also requires continuous learning. And frankly, the pace of learning has never seemed faster.

People crave shortcuts. They want the express lane to success, whether to health, happiness, money or a great golf score. Leaders are no different. They comb lists of the “best-kept secrets of leadership” in search of wisdom to help inspire them to inspire their teams. However, the secrets to leadership don’t live in hiding. On the contrary, they’re part of a visible industry.

Business leaders often say they like to hire athletes. Generally, athletes who played high-level sports, particularly in college, possess many traits that define success. They set ambitious goals, drive themselves and others, process time efficiently, and accept coaching.

Leaders continually explore ways to sharpen their business edges, a process that's exhilarating and uncomfortable. Consider generative AI, for instance. Some CEOs might respond, 'Yes, take it somewhere else." However, most want to know how artificial intelligence tools can benefit their businesses.

Toxic leadership is easy to recognize. Micromanagers hovering, petty bosses screaming, narcissists doing both, and what I call the “Godfather” personalities demanding subservience—all represent variations of the toxic leader.