Hackers excel at identifying hidden opportunities by looking beyond the obvious and addressing challenges with ingenuity, writes Chris Evans, CISO and chief hacking officer at HackerOne, which means following the example of ethical hackers can help leaders navigate difficult situations and find paths to progress. Skills leaders can learn from ethical hackers include how to foster open communication, embrace feedback and maintain a clear vision for a better future, Evans suggests.

Put it into practice: Hackers tend to settle their differences in open forums, something Evans says leaders should emulate instead of siloing information in departments and hierarchies. "While some information is delicate and must be treated as such, maximizing how teams share knowledge and insights helps organizations build trust internally and collectively solve complex problems."

To effectively engage introverted employees, organizations should revise their assessment methods to accommodate diverse working styles, writes executive coach Joel Garfinkle. Encouraging inclusive conversations and providing alternative communication channels can help introverts share their insights, which ensures that their valuable contributions are recognized and acted on, Garfinkle recommends.

Put it into practice: Introverts are naturally quiet, so leaders must give them non-public spaces to share ideas, such as in a one-on-one or email and praise them for sharing to encourage more of it in the future, Garfinkle notes. "Introverts bring a thoughtful and reflective perspective, which might not stand out in traditional settings."

Managers often hesitate to give feedback due to faulty assumptions, writes Anna Carroll, author of "The Feedback Imperative." Carroll highlights four common misconceptions: that corrective feedback discourages employees, that feedback requires extensive observation, that there's no time for feedback and that honest feedback erodes trust.

Put it into practice: Your team, particularly the younger members, want you to be honest with them and not withhold helpful feedback until an annual review, writes Carroll. "The longer you hold back (and many managers wait for up to 12 months to break the news in a performance review), the more resentment employees feel toward you for not letting them correct any problems earlier."

Brian Salzman, founder and CEO of RQ, highlights people as his most important tool. Salzman emphasizes the creative and productive benefits of working with a diverse, collaborative team, noting that the ability to choose team members is a significant advantage of owning a business. "Surrounding myself with people who are unique, confident, open, funny and willing to share their thoughts triggers something inside my mind to produce," Salzman says.

Researchers have found a correlation between relative endocranial volume and temperament in domestic dogs, according to a study in in Biology Letters. The study found that toy breeds, bred for companionship, have larger relative brain sizes, while working breeds have smaller ones, suggesting that brain size does not directly correlate with cognitive complexity.

Peter Bragg, EMEA sustainability and government affairs director at Canon, explains how the company integrates circularity into its business strategy, emphasizing the importance of extending product life, remanufacturing and recycling. The zero waste approach is embedded in Canon's product development, ensuring that sustainability is considered throughout the entire lifecycle of its products. Canon aims to achieve net-zero emissions by 2050 and has set a goal to reduce carbon emissions by 50% by 2030 from 2008 levels.

It sometimes surprises people to discover that I am an introvert. I seem to be the opposite since I am comfortable with public speaking and regularly stand on stage to speak or play my guitar and sing my music.

Despite these extroverted activities, I need to spend time alone to recharge. This is the actual difference between an introvert and an extrovert -- where they get their energy. While it's fun to engage with crowds when I speak or play music, I find it mentally and physically exhausting. I recharge by spending quiet time alone. Extroverts get energized by crowds and exchanges with others. They find it exhausting to be alone.

Chances are good that you have an introvert or two among your team members. You may not know it because they seem to enjoy the company of others and work well in public situations such as giving presentations. What you may need to learn is how much it physically or mentally exhausts them. It's not just that we introverts are quiet; it's that we need downtime.

If you find your team member seems tired after a presentation or is not speaking up as much after a long week, you may have an introvert on your hands. Joel Garfinkle's advice can come in handy here. Talk with them one-on-one about what energizes them and what exhausts them. Give them a chance to tell you their ideas in private and offer them other ways to excell besides public presentations that may truly exhaust them. You may find ways to bring their unique talents to the fore.

As Garfinkle notes: "By re-evaluating your methods for identifying and nurturing leadership potential, you can unlock a reservoir of hidden talent within your team. This shift not only drives your company to new heights but also fosters a culture of innovation and collaboration, benefiting the entire organization."

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