Victoria (Vic) Woo, Ph.D.

THE AGE OF AI REQUIRES A NEW KIND OF LEADERSHIP "Regenerative leadership can be an effective antidote to AI doomerism in the office, says this management expert." -- Fast Company In this new article, I discuss how regenerative leadership—emphasizing adaptability, innovation, and sustainability—is crucial to counter workplace AI pessimism and foster a resilient, forward-thinking organizational culture. ​ >> LINK TO THE FULL ARTICLE IS IN THE COMMENT SECTION << "To build resilient organizations that can weather the future, leaders must embrace regenerative leadership. This requires shifting from exploitative business models that prioritize efficiency to people-centered leadership that actively seeks to restore and enhance resources, whether human, environmental, or technological. Regenerative leaders recognize that AI should augment human potential, not replace or exploit it. They create strategies that use AI to enhance long-term human, business, and environmental well-being rather than diminishing them." #Leadership #ArtificialIntelligence  #Thinkers50 #Regeneration #RegenerativeGrowth #management #innovation

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Early this week Korn Ferry released a study on the ‘Board Chair of the Future’. On the occasion of this release I had the pleasure to take part in a panel discussion on this subject. My co-panelist’s were excellent thought leaders and it was a joy to take part in the discussion’s. My views on this subject included: 1. The end of the era of great moderation has resulted in changed societal expectations on the role of the Board and the chair. The role of the Board has gone beyond compliance and risk management to proactive engagement on strategic issues, anticipation of future challenges and playing an important role in stakeholder value creation. 2. The chair of the future should be adept at navigating changes and responding effectively to the rapidly changing dynamic environment. 3. The effectiveness of the Board depends on the quality of the decisions that the Board makes. This also implies that the Board should follow the principle of ‘time to value’ and spend more time on debating and discussing matters which will have a bigger impact on value creation. 4. The Board has to become a catalyst in bringing outside viewpoints to constructively challenge and raise the ambition of the Management. 5. The chair of the future must possess adaptive leadership capabilities. They should lead the Board in thinking about the main areas of uncertainty, building scenarios, stress testing them, hunting for opportunities during crisis and doing the trade offs between offense & defense and long term & short term. Monica Agrawal

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Loran Nordgren, a distinguished professor at Northwestern University’s Kellogg School of Management, a Wall Street Journal bestselling co-author of The Human Element: Overcoming the Resistance That Awaits New Ideas (a Thinkers50 Best Management Book of 2022), the founder of Aerocept, a leading behavioural design agency, and a Poets & Quants’ Best 40 Under 40’Outstanding Business School Professor, has endorsed Leading in a Storm, a book written by former Director General of the Nigerian Maritime Administration and Safety Agency (NIMASA), Dakuku Peterside, calling it ‘a must-read for any leader who wants to navigate the storms on the horizon.’ ‘In technology, politics, and the environment, we are undeniably living through times of disruption and upheaval,’ Nordgren said. ‘This moment calls for leaders who have the skills and strategies to navigate crisis. Based on both research and years of practical experience, this book provides a timely blueprint for those critical moments—a must-read for any leader who wants to successfully navigate the storms ahead.’ Prof. Nordgren is recognized as one of the world’s leading psychologists and a recipient of the De Finnett Prize from the European Association for Decision Makers. His positive evaluation of Dr. Dakuku’s work represents a clear endorsement of global significance. Leading in a Storm, a practical book on crisis leadership, which delves into strategies for navigating uncertainty, decision-making in high-pressure situations, and maintaining team morale, was earlier praised by Harvard Kennedy School’s Hugh O’Doherty, who described it as an indispensable resource for leaders facing uncertainty and upheaval. WSJ Bestselling Author Loran Nordgren Endorses Ex-NIMASA DG ‘Leading In A Storm’ https://lnkd.in/di73FaPV

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Neuroscience at MIT Sloan School of Management—My Latest Indulgence! Learning has always been rewarding, and I make sure it happens daily—through conversations, challenges, and experiences. But corporate life rarely allows time to explore the academic why. That’s why I’m loving now being deep into neuroscience studies at MIT. It brings structure to patterns experienced and offers guidance on how to shift them. Lots of great learnings already, just one is that the most effective way to achieve something isn’t just persistence—it’s training the brain to believe it first. When we internalize a goal as part of our identity, our neural pathways shift, making action feel natural. It moves from something we strive for to something we are. 💡 Mastery comes from reinforcing what we do best. Myelination (the process of insulating neural pathways to speed up signals) strengthens the circuits we use most, making expert-level performance feel instinctive. The more we refine a skill, the faster and more efficiently our brain processes it. But in a fast-changing world, this strength can become a constraint—making it harder to adapt when conditions shift. The challenge isn’t just expertise; it’s ensuring that expertise stays fluid and responsive rather than rigid and outdated. 💡 Improvement comes from reshaping what challenges us. Synaptic plasticity (the brain’s ability to rewire itself by strengthening or weakening connections between neurons) fine-tunes abilities by reinforcing useful pathways and pruning weak ones. But improvement isn’t just about repetition—it’s about exposure to new inputs. More perspectives and ideas make the brain more adaptable. Instead of losing old knowledge, we gain flexibility in applying it. Greater neuroplasticity enhances problem-solving, creativity, and resilience, turning learning into expansion, not sacrifice. 💡 Transformation comes from embracing the unfamiliar. Neurogenesis (the creation of new neurons) expands our cognitive capacity. But transformation isn’t just about learning—it’s about shifting how we see ourselves. Reframing challenges, questioning assumptions, and exposing ourselves to new perspectives actively reshape the brain. Change isn’t just about doing things differently; it’s about becoming different. So, if there were no excuses, what would you invest your time in—not to convince others, but to convince your own brain? Because that’s the surest way to make it happen! MIT Professional Education #learning #neuroscience #neuroscienceinbusiness

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Negotiation for Leaders In this eye-opening episode, Linda Swindling invites David Schneer—CEO of Merrill Research and founder of the Merrill Institute for Nonverbal Intelligence—to explore how blocking behaviors silently disrupt negotiations. From crossed arms to prolonged blinking and even invisible lint-picking, David teaches leaders how to detect and decode these signals, uncover hidden objections, and pivot with emotional intelligence. Listeners will learn: 🛑 What qualifies as blocking behavior—and what doesn’t 👀 How eye blinks, arm grips, leg crosses, and hand gestures subtly signal discomfort or disagreement 🎭 Why context and cultural sensitivity are critical in interpretation 🔄 How to redirect a conversation when signals shift—without confrontation 🧘‍♀️ Why breaks are a strategic pause, not a retreat This episode empowers leaders to read the unspoken, ask outrageously without pushing too hard, and stay emotionally attuned in high-stakes conversations. It's negotiation wisdom decoded through body language science. #negotiationtips #negotiationhacks #howtonegotiate #negotiation

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Complexity is killing companies. Gallup estimates $8.8 trillion is lost annually due to inefficiency and complexity, that’s 9% of global GDP. And yet, we see new systems, new rules, new reporting structures. We call it progress. Are we not making leadership brittle? Simplification is not an administrative act. It’s a leadership act. Yet a lot of leaders do not simplify!

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📘 Download Zenger Folkman's Leadership Skills 2025 Report: https://lnkd.in/gA5v9zqt. Our data, gathered from comprehensive studies involving thousands of leaders, points to four critical areas that will define leadership success in 2025: AI and Digital Literacy: The most effective leaders aren't just adapting to technological change—they're embracing it while maintaining their essential human leadership qualities. Empathetic Leadership: Leaders who excel at both empathy and drive rank in the 91st percentile for overall leadership effectiveness, highlighting the growing importance of human connection in an increasingly digital world. Continuous Learning and Personal Development: Organizations committed to sustained leadership development saw their leaders' effectiveness scores rise from the 56th to the 70th percentile, demonstrating the critical importance of ongoing growth. Purpose-Driven Leadership: When leaders align their work with authentic passions, they significantly outperform their peers in 17 out of 19 key leadership competencies. As you explore this research, you'll discover actionable strategies to strengthen each of these critical areas, preparing you and your organization for the opportunities that lie ahead in 2025. #leadership #leadershipskills #zengerfolkman

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The Evaluation Handbook: An Evaluator's Companion (edited by Debra Rog and Leonard Bickman) just came out. Check it out. This book focuses on essential competencies evaluators need to do their work. It includes theories, principles, designs, methods, analyses, as well as planning, managing, and implementing evaluations. The guidance it provides is exceptional, from fostering evaluation thinking to addressing ethical challenges, from involving community and program staff and participants to assessing outcomes and impacts. The focus throughout the handbook is on what it means to conduct an exemplary evaluation and put it into practice. Enjoy this opportunity to engage with some of the most highly regarded scholars and practitioners in the field.

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The return-to-office debate is still raging, but McKinsey makes a key point: policies alone won’t cut it. Culture, leadership, and day-to-day practices matter far more than a top-down mandate. Simply declaring “Tuesdays and Thursdays are office days” doesn’t create engagement or collaboration. People need to feel that being in the office actually adds value—whether through better mentoring, stronger team connections, or faster decision-making. The companies getting it right aren’t obsessing over headcount in chairs. They’re focused on making the office a place people want to be, not just have to be. The real challenge isn’t enforcing policies—it’s making in-person work worth the commute.

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