Dr. Elijah Ting (2026)

26/08/2026

74% of CEOs believe their managers are "very confident" handling tough conversations.

Then you look at what those managers are quietly doing the night before a hard conversation.

A new study by The Predictive Index (surveying 399 managers and 208 CEOs) revealed a startling disconnect:

• 42% of managers know what they want to say in a hard conversation, but struggle with how to say it.
• 44% admit they have entered real employee names and performance details into public AI tools to help them prepare.
• Yet only 45% of organizations have a formal policy governing that use.

Managers aren't turning to chatbots because they are careless with data.

They are turning to them because they have nowhere else to go.

The knee-jerk reaction is to ban AI from performance conversations outright.

That misses the real problem.

Putting sensitive employee data into a public model is a genuine compliance and privacy risk — no question. But banning the tool without providing real support just pushes the behavior further into the shadows.

Managers are walking into high-stakes, emotionally charged conversations alone, with zero rehearsal.

𝘛𝘩𝘦 𝘤𝘰𝘯𝘧𝘪𝘥𝘦𝘯𝘤𝘦 𝘊𝘌𝘖𝘴 𝘢𝘴𝘴𝘶𝘮𝘦 𝘦𝘹𝘪𝘴𝘵𝘴 𝘢𝘯𝘥 𝘵𝘩𝘦 𝘤𝘰𝘯𝘧𝘪𝘥𝘦𝘯𝘤𝘦 𝘮𝘢𝘯𝘢𝘨𝘦𝘳𝘴 𝘢𝘤𝘵𝘶𝘢𝘭𝘭𝘺 𝘤𝘢𝘳𝘳𝘺 𝘶𝘯𝘥𝘦𝘳 𝘱𝘳𝘦𝘴𝘴𝘶𝘳𝘦 𝘢𝘳𝘦 𝘵𝘸𝘰 𝘷𝘦𝘳𝘺 𝘥𝘪𝘧𝘧𝘦𝘳𝘦𝘯𝘵 𝘵𝘩𝘪𝘯𝘨𝘴.

And right now, that gap is being filled by whatever chatbot is closest at hand.

Where would your managers turn tonight if they had a difficult conversation tomorrow and no one to rehearse it with?

25/08/2026

5.03 km. 38 minutes 33 seconds. On paper, nothing remarkable — except this is the eighth time this month I've hit 5K again.

Getting back to a full 5K run took longer than I expected. No dramatic turnaround — just showing up again, some days slower than others, and letting the record speak for itself.

I spend a good part of my work helping people build resilience at work, and this running comeback keeps teaching me the same lesson: 𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆 𝗼𝘂𝘁𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝘀 𝗶𝗻𝘁𝗲𝗻𝘀𝗶𝘁𝘆, and progress rarely moves in a straight line.

Eighth time this month. Onward.

20/08/2026

AI is making founders more thorough.

It might also be making them less original — and almost nobody is watching for that trade-off.

A controlled experiment reported in Psychology Today (studying 124 entrepreneurs) found a striking divergence:

AI assistance measurably improved opportunity recognition and analytical depth.

But it 𝗿𝗲𝗱𝘂𝗰𝗲𝗱 𝘁𝗵𝗲 𝗻𝗼𝘃𝗲𝗹𝘁𝘆 𝗼𝗳 𝘁𝗵𝗲 𝗶𝗱𝗲𝗮𝘀 and lowered the innovation in the strategies proposed to pursue them.

Researchers call this an "AI-mediated plausibility regime":

Widespread reliance on similar models quietly filters out unconventional ideas before they ever get a chance to prove themselves.

The obvious read is that this is a tooling problem, which can be solved by better models, more data, and originality returns.

I don't think it can.

Model quality isn't the constraint.

Every AI system is, by design, built to reward what existing data already supports.

Strategic judgment under real uncertainty means backing something the data 𝗰𝗮𝗻𝗻𝗼𝘁 𝘆𝗲𝘁 𝗷𝘂𝘀𝘁𝗶𝗳𝘆.

(𝑇ℎ𝑒 𝑐𝑜𝑢𝑛𝑡𝑒𝑟-𝑣𝑖𝑒𝑤 ℎ𝑎𝑠 𝑤𝑒𝑖𝑔ℎ𝑡: 𝑚𝑜𝑠𝑡 𝑑𝑒𝑐𝑖𝑠𝑖𝑜𝑛𝑠 𝑔𝑒𝑛𝑢𝑖𝑛𝑒𝑙𝑦 𝑏𝑒𝑛𝑒𝑓𝑖𝑡 𝑓𝑟𝑜𝑚 𝑚𝑜𝑟𝑒 𝑟𝑖𝑔𝑜𝑟 𝑎𝑛𝑑 𝑓𝑒𝑤𝑒𝑟 𝑢𝑛𝑓𝑜𝑢𝑛𝑑𝑒𝑑 ℎ𝑢𝑛𝑐ℎ𝑒𝑠. 𝑀𝑜𝑠𝑡 '𝑛𝑜𝑣𝑒𝑙' 𝑖𝑑𝑒𝑎𝑠 𝑎𝑟𝑒𝑛'𝑡 𝑎𝑐𝑡𝑢𝑎𝑙𝑙𝑦 𝑎𝑛 𝑒𝑑𝑔𝑒.)

But someone still has to decide which unproven bet is worth the risk the model won't recommend.

That is the judgment AI cannot do for you — no matter how good it gets.

Where in your organization has "let's see what the data says" quietly replaced "whose call is this"?

19/08/2026

Your wellbeing budget might be solving the wrong problem.

A workplace survey making the rounds found something leaders don't love hearing:

Employees who trust their organization are 𝟮𝟳 𝘁𝗶𝗺𝗲𝘀 𝗺𝗼𝗿𝗲 𝗹𝗶𝗸𝗲𝗹𝘆 𝘁𝗼 𝗯𝗲 𝗵𝗶𝗴𝗵𝗹𝘆 𝗲𝗻𝗴𝗮𝗴𝗲𝗱 than those with low trust.

Not two times. Not five. 𝑇𝑤𝑒𝑛𝑡𝑦-𝑠𝑒𝑣𝑒𝑛.

The same research — WebMD Health Services' 2026 Workplace and Employee Survey (N = 3,872) — found another stat sitting a few pages over:

𝗠𝗶𝗱𝗱𝗹𝗲 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗮𝗿𝗲 𝗯𝘂𝗿𝗻𝗶𝗻𝗴 𝗼𝘂𝘁 𝗮𝘁 𝗺𝗼𝗿𝗲 𝘁𝗵𝗮𝗻 𝟯𝘅 𝘁𝗵𝗲 𝗿𝗮𝘁𝗲 𝗼𝗳 𝗶𝗻𝗱𝗶𝘃𝗶𝗱𝘂𝗮𝗹 𝗰𝗼𝗻𝘁𝗿𝗶𝗯𝘂𝘁𝗼𝗿𝘀.

The obvious knee-jerk reaction to low trust is to spend more on wellbeing programs — better benefits, more perks, an EAP nobody uses.

I'd push back. The research itself points elsewhere.

What predicts trust isn't the benefits package. It's whether people feel genuinely supported when things get hard — during a reorg, a layoff round, or a leadership change.

That's not a line item. It's a leader showing up, consistently, when showing up costs something.

(𝑇ℎ𝑒 𝑐𝑜𝑢𝑛𝑡𝑒𝑟-𝑣𝑖𝑒𝑤 𝑖𝑠 𝑓𝑎𝑖𝑟: 𝑏𝑒𝑛𝑒𝑓𝑖𝑡𝑠 𝑎𝑛𝑑 𝑝𝑠𝑦𝑐ℎ𝑜𝑙𝑜𝑔𝑖𝑐𝑎𝑙 𝑠𝑎𝑓𝑒𝑡𝑦 𝑖𝑛𝑓𝑟𝑎𝑠𝑡𝑟𝑢𝑐𝑡𝑢𝑟𝑒 𝑠𝑡𝑖𝑙𝑙 𝑚𝑎𝑡𝑡𝑒𝑟 — 𝑡ℎ𝑒𝑦'𝑟𝑒 𝑗𝑢𝑠𝑡 𝑛𝑜𝑡 𝑠𝑢𝑓𝑓𝑖𝑐𝑖𝑒𝑛𝑡 𝑎𝑙𝑜𝑛𝑒, 𝑎𝑛𝑑 𝑎 𝑙𝑜𝑡 𝑒𝑎𝑠𝑖𝑒𝑟 𝑡𝑜 𝑓𝑢𝑛𝑑 𝑡ℎ𝑎𝑛 𝑔𝑒𝑛𝑢𝑖𝑛𝑒 𝑝𝑟𝑒𝑠𝑒𝑛𝑐𝑒.)

𝗧𝗿𝘂𝘀𝘁 𝗴𝗿𝗮𝗻𝘁𝗲𝗱 𝗯𝘆 𝗽𝗼𝗹𝗶𝗰𝘆 𝗮𝗻𝗱 𝘁𝗿𝘂𝘀𝘁 𝗲𝗮𝗿𝗻𝗲𝗱 𝗯𝘆 𝘀𝗵𝗼𝘄𝗶𝗻𝗴 𝘂𝗽 𝘄𝗵𝗲𝗻 𝗶𝘁'𝘀 𝗵𝗮𝗿𝗱 𝗮𝗿𝗲 𝗻𝗼𝘁 𝘁𝗵𝗲 𝘀𝗮𝗺𝗲 𝗰𝘂𝗿𝗿𝗲𝗻𝗰𝘆 — even if they look identical on an engagement survey.

Where is your organization spending on trust instead of earning it?

13/08/2026

Most leaders are using AI to look in the rear-view mirror—𝗻𝗼𝘁 𝘁𝗵𝗿𝗼𝘂𝗴𝗵 𝘁𝗵𝗲 𝘄𝗶𝗻𝗱𝘀𝗵𝗶𝗲𝗹𝗱.

PwC’s latest Global CEO Survey snapshot (𝘯=351) reveals a major gap in how executives deploy AI:

🚨 𝟯𝟴% use AI to react to opportunities 𝘢𝘧𝘵𝘦𝘳 conditions change.

🛡️ 𝗢𝗻𝗹𝘆 𝟮𝟯% use AI to anticipate shocks 𝘣𝘦𝘧𝘰𝘳𝘦 they hit.

In short: Companies have built a strong "𝗿𝗲𝘀𝗽𝗼𝗻𝗱 𝗳𝗮𝘀𝘁𝗲𝗿" muscle, but left their "𝗹𝗼𝗼𝗸 𝗮𝗵𝗲𝗮𝗱" muscle barely touched.

Why?

Because reacting to a crisis comes with a simple, obvious business case. Anticipating one requires comfort with uncertainty.

And that gap shows up in the results. Over half (𝟱𝟭%) of CEOs saw their AI outcomes shift:

• 𝟯𝟵% maintained or shifted toward positive results.
• 𝟭𝟲% remained in or shifted toward negative ones.

Foresight isn’t a software feature you install 𝘢𝘧𝘵𝘦𝘳 the storm hits. It’s a strategic choice you make 𝘣𝘦𝘧𝘰𝘳𝘦 you need it.

Is your organization using AI to react—or to prepare?

12/08/2026

97% of HR leaders believe their organization prepares managers well for hard conversations — layoffs, AI anxiety, workplace conflict.

Only 𝟒𝟏% 𝐨𝐟 𝐦𝐚𝐧𝐚𝐠𝐞𝐫𝐬 𝐚𝐠𝐫𝐞𝐞.

That massive 𝟓𝟔-𝐩𝐨𝐢𝐧𝐭 𝐠𝐚𝐩 is the headline from a recent Careerminds study on the "leadership readiness gap."

Dig one layer deeper and it gets even more specific:

• 𝟖𝟖% 𝐨𝐟 𝐇𝐑 𝐩𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥𝐬 and 𝟕𝟐% 𝐨𝐟 𝐦𝐚𝐧𝐚𝐠𝐞𝐫𝐬 agree that managers are routinely caught between what leadership wants and what employees need.
• But the two groups disagree sharply on whether anyone actually 𝑒𝑞𝑢𝑖𝑝𝑝𝑒𝑑 the managers standing in that gap.

The easy conclusion is "HR is out of touch." I don't think that's quite right.

HR isn't lying about the training that exists — they’re reporting on a program. Managers are reporting on a conversation they had to have alone, in the room, with no rehearsal.

Both are true at once. That's exactly the kind of gap a survey can measure and a training budget alone can't close. More training is worth funding — it's just not sufficient by itself.

Which side of that 56-point gap is your organization actually measuring?

📊 𝘚𝘰𝘶𝘳𝘤𝘦: 𝘊𝘢𝘳𝘦𝘦𝘳𝘮𝘪𝘯𝘥𝘴 𝘓𝘦𝘢𝘥𝘦𝘳𝘴𝘩𝘪𝘱 𝘙𝘦𝘢𝘥𝘪𝘯𝘦𝘴𝘴 𝘚𝘵𝘶𝘥𝘺

11/08/2026

𝐖𝐡𝐞𝐧 𝐚 𝐛𝐨𝐚𝐫𝐝 𝐜𝐨𝐧𝐬𝐢𝐝𝐞𝐫𝐬 𝐚𝐧 𝐢𝐧𝐭𝐞𝐫𝐧𝐚𝐥 𝐜𝐚𝐧𝐝𝐢𝐝𝐚𝐭𝐞 𝐟𝐨𝐫 𝐂𝐄𝐎, 𝐭𝐡𝐞𝐲'𝐫𝐞 𝐫𝐞𝐚𝐥𝐥𝐲 𝐚𝐬𝐤𝐢𝐧𝐠 𝐨𝐧𝐞 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧: Can this person lead the company?

𝐖𝐡𝐞𝐧 𝐭𝐡𝐞𝐲 𝐜𝐨𝐧𝐬𝐢𝐝𝐞𝐫 𝐚𝐧 𝐨𝐮𝐭𝐬𝐢𝐝𝐞𝐫, 𝐭𝐡𝐞𝐲'𝐫𝐞 𝐪𝐮𝐢𝐞𝐭𝐥𝐲 𝐚𝐬𝐤𝐢𝐧𝐠 𝐭𝐰𝐨: Can this person lead it, and have they earned the standing to represent it?

That distinction, from a recent 𝘏𝘢𝘳𝘷𝘢𝘳𝘥 𝘉𝘶𝘴𝘪𝘯𝘦𝘴𝘴 𝘙𝘦𝘷𝘪𝘦𝘸 piece by Anand Joshi, is why lateral CEO hires struggle more often than boards expect.

Succession processes are built to rigorously test capability. Legitimacy — the harder, second question — is mostly left to chance, assumed rather than evaluated.

The knee-jerk reaction is to say, "Hire from inside whenever you can."

I'd push back slightly: the real lesson is that legitimacy is a track record, not a title. Internal candidates only look safer because they've already been earning it in public for years without anyone naming it as a criterion.

The counter-view deserves weight: external hires bring genuinely different perspectives and can break patterns an insider won't touch, and that's sometimes worth the legitimacy risk.

𝑩𝒖𝒕 𝒑𝒓𝒆𝒔𝒆𝒏𝒄𝒆 𝒈𝒓𝒂𝒏𝒕𝒆𝒅 𝒃𝒚 𝒂𝒏 𝒂𝒏𝒏𝒐𝒖𝒏𝒄𝒆𝒎𝒆𝒏𝒕 𝒂𝒏𝒅 𝒑𝒓𝒆𝒔𝒆𝒏𝒄𝒆 𝒆𝒂𝒓𝒏𝒆𝒅 𝒃𝒚 𝒚𝒆𝒂𝒓𝒔 𝒐𝒇 𝒃𝒆𝒊𝒏𝒈 𝒘𝒂𝒕𝒄𝒉𝒆𝒅 𝒖𝒏𝒅𝒆𝒓 𝒑𝒓𝒆𝒔𝒔𝒖𝒓𝒆 𝒂𝒓𝒆 𝒏𝒐𝒕 𝒕𝒉𝒆 𝒔𝒂𝒎𝒆 𝒂𝒔𝒔𝒆𝒕 — even when they look identical on the org chart for the first ninety days.

What did the last leader you truly trusted do to earn it, before you noticed you trusted them?

06/08/2026

Senior executives today report more sustained pressure than at the peak of the pandemic.

The number that should worry you isn't the stress level.

It's the gap sitting right next to it.

According to Brunswick Group’s Leadership Stress Index (surveying 400 senior leaders across the US, UK, Germany, and Japan):

𝟳𝟭% see a major market shock as likely within the year.
Only 𝟑𝟑% feel their business is prepared for one.

That is a massive 𝟯𝟴-𝗽𝗼𝗶𝗻𝘁 𝗿𝗲𝗮𝗱𝗶𝗻𝗲𝘀𝘀 𝗴𝗮𝗽.

In a companion Harvard Business Review piece, Jon Miller and Drew Keller argue that stress itself isn't the primary danger. The danger is that pressure amplifies whichever default style a leader carries—whether they are the calm lighthouse, the firefighter, or the stoic.

The standard executive prescription is always to "build resilience," as if stress were the enemy.

I’d argue the bigger risk is 𝗶𝗻𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝗰𝘆.

A leader whose stress response nobody can predict spends credibility faster than one who is calm, but wrong.

People forgive being led through a hard call. They don't as easily forgive not recognizing who's making it.

To be clear: resilience training has real value. Dismissing it leaves leaders under-equipped for pressure that is, by the numbers, unprecedented.

The two aren't opposed—𝙥𝙧𝙚𝙙𝙞𝙘𝙩𝙖𝙗𝙞𝙡𝙞𝙩𝙮 𝙪𝙣𝙙𝙚𝙧 𝙨𝙩𝙧𝙚𝙨𝙨 𝙞𝙨 𝙟𝙪𝙨𝙩 𝙩𝙝𝙚 𝙥𝙞𝙚𝙘𝙚 𝙢𝙤𝙨𝙩 𝙡𝙚𝙖𝙙𝙚𝙧𝙨𝙝𝙞𝙥 𝙥𝙧𝙤𝙜𝙧𝙖𝙢𝙨 𝙨𝙠𝙞𝙥.

Do the people you lead know which version of you shows up when real pressure hits?

04/08/2026

𝐎𝐧𝐥𝐲 𝟏𝟗% 𝐨𝐟 𝐀𝐦𝐞𝐫𝐢𝐜𝐚𝐧𝐬 𝐬𝐚𝐲 𝐭𝐡𝐞𝐲 𝐡𝐚𝐯𝐞 𝐜𝐨𝐧𝐟𝐢𝐝𝐞𝐧𝐜𝐞 𝐢𝐧 𝐂𝐄𝐎𝐬.

But look closer at the data, and the real story isn't general distrust of leaders — it's distrust of leaders who bend.

A new Burson Pulse survey of 1,601 U.S. adults found something far sharper than the usual "trust is falling" headline:

📌 𝟳𝟲% 𝘀𝗮𝘆 𝘁𝗵𝗲𝘆 𝗹𝗼𝘀𝗲 𝗿𝗲𝘀𝗽𝗲𝗰𝘁 𝗳𝗼𝗿 𝗮 𝗖𝗘𝗢 who changes a public position under outside pressure.
📌 𝟲𝟵% 𝘁𝗵𝗶𝗻𝗸 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗰𝗮𝗿𝗲 𝗺𝗼𝗿𝗲 𝗮𝗯𝗼𝘂𝘁 𝗽𝗿𝗼𝘁𝗲𝗰𝘁𝗶𝗻𝗴 𝘁𝗵𝗲𝗶𝗿 𝗽𝗲𝗿𝘀𝗼𝗻𝗮𝗹 𝗯𝗿𝗮𝗻𝗱 than their company's mission.

I’ve often noticed that under pressure, a leader’s instinct can be to soften a stance the moment it draws criticism, hoping flexibility reads as responsiveness.

It rarely does. It reads as a hollow center.

𝙃𝙚𝙧𝙚’𝙨 𝙩𝙝𝙚 𝙫𝙞𝙚𝙬 𝙩𝙝𝙖𝙩 𝙘𝙪𝙩𝙨 𝙖𝙜𝙖𝙞𝙣𝙨𝙩 𝙨𝙩𝙖𝙣𝙙𝙖𝙧𝙙 𝙘𝙤𝙧𝙥𝙤𝙧𝙖𝙩𝙚 𝙖𝙙𝙫𝙞𝙘𝙚:

Agility is supposed to be a virtue, but this data suggests audiences actually reward something closer to stubbornness — holding a line even when it’s unpopular.

𝙏𝙝𝙚 𝙘𝙖𝙩𝙘𝙝? Holding a line for its own sake, ignoring genuinely new facts, is just ego dressed up as conviction.

𝑻𝒉𝒆 𝒅𝒊𝒔𝒕𝒊𝒏𝒄𝒕𝒊𝒐𝒏 𝒕𝒉𝒂𝒕 𝒂𝒄𝒕𝒖𝒂𝒍𝒍𝒚 𝒎𝒂𝒕𝒕𝒆𝒓𝒔:
▫️ Changing your mind because the facts changed.
▫️ Changing your position because the pressure did.

Audiences can always tell the difference, even when they can't articulate it. Presence isn't built in the moment you take the stage. It's the compound interest of every time you didn't fold.

Where’s the line, for you, between principled consistency and refusing to update?

30/07/2026

𝟰𝟮% 𝗼𝗳 𝗲𝗺𝗽𝗹𝗼𝘆𝗲𝗲𝘀 𝘀𝗮𝘆 𝘁𝗵𝗲𝘆'𝗱 𝗿𝗮𝘁𝗵𝗲𝗿 𝗹𝗲𝗮𝘃𝗲 𝘁𝗵𝗲𝗶𝗿 𝗷𝗼𝗯 𝘁𝗵𝗮𝗻 𝗿𝗲𝗽𝗼𝗿𝘁 𝘁𝗼 𝗮 𝗺𝗮𝗻𝗮𝗴𝗲𝗿 𝘄𝗵𝗼𝘀𝗲 𝘃𝗮𝗹𝘂𝗲𝘀 𝗮𝗿𝗲 𝘃𝗲𝗿𝘆 𝗱𝗶𝗳𝗳𝗲𝗿𝗲𝗻𝘁 𝗳𝗿𝗼𝗺 𝘁𝗵𝗲𝗶𝗿 𝗼𝘄𝗻.

Not a manager who is unskilled. One they don't trust.

Set that 𝟮𝟬𝟮𝟲 𝗘𝗱𝗲𝗹𝗺𝗮𝗻 𝗧𝗿𝘂𝘀𝘁 𝗕𝗮𝗿𝗼𝗺𝗲𝘁𝗲𝗿 finding next to 𝗧𝗵𝗲 𝗛𝗢𝗪 𝗜𝗻𝘀𝘁𝗶𝘁𝘂𝘁𝗲's latest work — where 𝗼𝗻𝗹𝘆 𝟲% 𝗼𝗳 𝗖𝗘𝗢𝘀 𝗮𝗻𝗱 𝟵% 𝗼𝗳 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 reach the top tier of moral leadership — and a clear pattern forms: the thing that makes people follow you, or quietly pull away, isn't your title, your polish, or how commanding you sound in the room. It's whether your decisions and your words are believed.

In the work I do with leaders, this is the gap I see most often — capable people who assume authority comes attached to the role, then can't understand why the room has gone quiet.

That kind of standing is earned slowly. It's the compound interest of small consistencies: doing the unglamorous thing when no one is watching, saying the hard, true thing kindly, keeping the promise that would have been easy to let slide. You can't perform your way into it. The moment you try, people can smell it.

There's an added caution in the same Edelman data — our retreat into insularity, circling up with people who already agree with us. Presence that only holds among those who share your worldview isn't presence. It's an echo. The harder, more durable version of leadership is credibility that survives disagreement.

The uncomfortable question: if your people had the choice, how many would be leaving over your values?

Monday	09:00 - 17:00
Tuesday	09:00 - 17:00
Wednesday	09:00 - 17:00
Thursday	09:00 - 17:00
Friday	09:00 - 17:00

Dr. Elijah Ting

26/08/2026

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