Top Career Content from LinkedIn Members

𝗬𝗼𝘂𝗿 𝘁𝗲𝗮𝗺’𝘀 𝗿𝗲𝘀𝗶𝗹𝗶𝗲𝗻𝗰𝗲 𝗺𝗮𝘆 𝗯𝗲 𝗽𝗿𝗼𝘁𝗲𝗰𝘁𝗶𝗻𝗴 𝗮 𝗯𝗿𝗼𝗸𝗲𝗻 𝘀𝘆𝘀𝘁𝗲𝗺. One pattern I keep seeing in transformation work is that organizations often confuse endurance with health. A team finds a workaround, performance recovers, and leaders conclude that the system is functioning. But the workaround gradually becomes part of the operating model, which means the organization starts depending on people absorbing problems that should have been removed. That is how dysfunction becomes invisible. Strong employees compensate for weak processes, loyal managers protect outdated structures, and good results make intervention feel unnecessary. 𝗦𝘂𝗰𝗰𝗲𝘀𝘀 𝗱𝗼𝗲𝘀𝗻’𝘁 𝗮𝗹𝘄𝗮𝘆𝘀 𝗽𝗿𝗼𝘃𝗲 𝘁𝗵𝗮𝘁 𝘁𝗵𝗲 𝘀𝘆𝘀𝘁𝗲𝗺 𝘄𝗼𝗿𝗸𝘀. 𝗦𝗼𝗺𝗲𝘁𝗶𝗺𝗲𝘀 𝗶𝘁 𝗽𝗿𝗼𝘃𝗲𝘀 𝘁𝗵𝗮𝘁 𝗽𝗲𝗼𝗽𝗹𝗲 𝗵𝗮𝘃𝗲 𝗹𝗲𝗮𝗿𝗻𝗲𝗱 𝘁𝗼 𝘀𝘂𝗿𝘃𝗶𝘃𝗲 𝗶𝘁. This is why leaders should look beyond outcomes and ask where people are quietly compensating for structural failure. The places requiring the most resilience are often the places requiring redesign. What problem has your team become too good at working around? #AIReadiness #FutureOfManagement #OrganizationalDesign #TransformationLeadership

The most consequential decisions in a career are often the ones that look irrational in the moment. A common pattern in high-growth companies is that the most impactful roles are often the least defined at the outset. The title is unclear. The scope is fluid. By traditional metrics, it can look like a step down. That is the point. Early in your career, 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

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

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 

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

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.

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

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

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.