Hebba Youssef

Naama Zalzman, founder and CEO of Effective Leadership Across Cultures, discusses the challenges and strategies for leading in multicultural environments. She highlights the need for leaders to adapt their communication styles and be aware of cultural nuances to avoid misunderstandings. Naama shares insights on navigating cultural gaps, emphasizing curiosity and non-judgmental attitudes. She also explains her consulting approach, offering tailored solutions to enhance organizational cultural sensitivity. Naama explores the impact of the political climate on leadership and the importance of stakeholder savvy. She underscores how cultural awareness boosts business performance and fosters effective global leadership. Link to watch/listen in the first comment below. #podcast #collab #collaboration #business #LeadAtTheTopOfYourGame #Leadership #culture #cultural differences

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It’s Arab American Heritage Month and most workplaces will ignore it completely. Arab people are often misrepresented or erased in DEI efforts. As a reminder or quick rundown for anyone who needs it - Arab is an ethnicity, not a race or a religion. Arab people can be Black, white, brown, Muslim, Christian, Jewish, or part of any other religion or nonreligious belief system. But in the U.S., Arab identity often gets flattened or misunderstood. The U.S. Census still categorizes Arab Americans as white (although it’s changing in 2030!), even though many folks don’t identify as white or experience whiteness in practice. Meanwhile, anti-Arab and anti-Muslim bias shows up in hiring, surveillance, and daily microaggressions. Again, not all Arabs are Muslim but Arab people of all religious beliefs experience Islamophobia. And anti-Arab and anti-Muslim sentiment is on the rise. On top of all of that, global events like what’s happening in Palestine, Lebanon, and across the Arab world carry a real emotional toll for Arab employees, and workplaces rarely make space for it. If you actually want to honor Arab American Heritage Month, start here: 〰️ Add MENA (Middle Eastern and North African) to your demographic data options. Note that MENA isn’t the same as Arab, but it includes many Arab identities and is considered the most inclusive option while still being a helpful data category. There’s a lot of nuance here so we’re linking a helpful guide from Equitable HR Guild in the comments to help you collect this data thoughtfully and respectfully. 〰️ Train your team on Arab identities and anti-Arab bias. Talk about how assumptions around names, accents, and national origin can lead to microaggressions or hiring bias. Be explicit that Islamophobia often intersects with anti-Arab sentiment, whether or not the individual is Muslim. 〰️ Stop flattening identities. Arab ≠ Muslim. Not all people from the region are Arab. Be specific and avoid lumping identities together in programs or language. 〰️ Acknowledge the emotional toll of current events (especially with what's happening in Palestine, Lebanon, and across the Arab world). Offer space, accommodations, or check-ins without expecting folks to educate or perform their pain. 〰️ Audit your language, programs, and ERGs. Review how race and ethnicity are discussed across your DEI efforts, and make sure Arab identities and experiences are reflected and included. 〰️ Include Arab voices year-round. Representation matters in leadership, panels, storytelling, and internal campaigns. 〰️ Ask Arab folks what support looks like. Avoid tokenization by checking in and letting Arab employees define what visibility and inclusion actually mean for them. Happy Arab American Heritage Month!

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Eid Mubarak to everyone celebrating today. Here's something worth sitting with: in a year where diversity calendars are being stripped out of corporate communications, recognizing moments like this one isn't a political statement. It's just good leadership. Your Muslim colleagues aren't asking for much. They're asking to feel like they exist in your workplace. Like their most meaningful days matter as much as anyone else's. That bar is low. Clear it anyway. Eid Mubarak. 🌙

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Retention isn’t just about salaries, it’s about systems, culture, and leadership. According to GrowKit’s latest employer insights: 27 companies highlighted high turnover among female workers Social and cultural barriers in rural Upper Egypt limit women’s labor force participation Many women exit employment after marriage 17 companies reported weak supervisory and leadership practices 24 companies noted gaps in teamwork, communication, and workplace behavior These challenges point to a clear conclusion: Skills alone are not enough. At GrowKit, we help companies: Improve management and supervisory capacity Strengthen soft skills and workplace behavior Build inclusive, retention-focused work environments Because sustainable growth starts with people. #GrowKit #EmployeeRetention #WomenInWorkforce #LeadershipDevelopment #FutureOfWork

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This clip is from Episode 2 of the Redefining Narratives Podcast where I sit down with Yasar Ahmad, Global VP of HR. We explored the unspoken rules of the workplace, code switching, and culture. In this moment, Yasar shares how he navigated a racist comment from a peer and what it taught him about resilience and leadership. 🎧 Full episode now live on Spotify and YouTube → link in bio

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Honored to spotlight Omer Mutaqi, a leader who is shaping the way HR and staffing professionals navigate rapid change management. In my recent podcast interview with USPAACC SE, we talked about what it really takes to stay grounded in an industry that is evolving faster than ever. This new reel highlights Omer’s journey of receiving multiple awards over the years from USPAACC SE and other respected organizations. Each recognition reflects years of commitment, consistency, and community building. More importantly, it has strengthened his credibility as a trusted voice in HR, staffing, and workforce strategy. These experiences did more than celebrate his wins. They pushed him to elevate his craft, grow BuraqHR’s impact, and continue championing diversity, equity, and inclusion for clients and communities who rely on strong, thoughtful leadership during times of rapid change. A few key takeaways we covered: • Consistent hard work and service build long-term trust and recognition • Representation matters and these milestones show what is possible for minority-owned businesses • Awards are not just achievements. They are reminders to keep leading with purpose and integrity Omer’s story is a reminder that real leadership shows up in the way you adapt, support people, and stay committed to growth. HR professionals everywhere are feeling the weight of change and leaders like Omer help make that journey clearer and more human. #TAGDEI #USPAACCSE #BuraqHR #HRLeadership #ChangeManagement #MinorityOwnedBusiness #CommunityBuilding

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We are proud to share that APCO Institute is partnering with Columbia University to launch new specialist training modules for professional communicators across the MENA region.   Kicking off this October, the workshops will equip professionals with the skills to lead and influence in today’s fast-evolving landscape — covering topics such as - Leadership Across Cultures - Mastering Influence - AI and the Future of Strategic Communication - Strategic Communication Management.   Delivered by APCO’s global leaders and Columbia faculty, this collaboration reflects our ongoing commitment to elevate communications as a driver of impact and transformation.   We're excited about the opportunities this partnership brings and look forward to fostering growth and innovation in the field of strategic communications.   Learn more about the program here: https://lnkd.in/dAC6EWHs   #StrategicCommunication #LeadershipDevelopment #APCOInstitute #MENA #UncommonGround #APCO #APCOMENA #Advisory #Advocacy #Impact   Jesse Scinto Kristine Billmyer

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Lately, I’ve been reflecting on a few ideas from Adam Grant’s Think Again, and I was struck by how deeply they echo concepts rooted in Islam. At its core, the book invites us to rethink, revise, and return to truth. And I realized, this is actually the attitude of a believer. Not someone who insists on being right, but someone always ready to return to what is right. "الحكمة ضالة المؤمن، أنى وجدها فهو أحق بها" “Wisdom is the lost property of the believer; wherever he finds it, he is most deserving of it.” Here are the ideas that stood out to me: * “Intelligence is not just the ability to think, it’s the ability to rethink.” * Reflects مراجعة النفس (self-accountability) * The believer reassesses and returns to truth الرجوع إلى الحق خير من التمادي في الباطل * “The mark of wisdom is knowing when it’s time to abandon your most cherished tools.” * Prophets didn’t cling to methods; they clung to truth, values and principles * Nuh (AS) shifted approaches * Ibrahim (AS) changed strategies * The Prophet ﷺ adapted in critical moments * “We favor the comfort of conviction over the discomfort of doubt.” * The Qur’an repeatedly calls us to reflect: أفلا تتفكرون — Do you not reflect? أفلا تعقلون — Do you not reason? أفلا يتدبرون — Do they not ponder? * The believer welcomes questions to reach deeper certainty * Like Ibrahim (AS): رب أرني كيف تحيي الموتى * “If knowledge is power, knowing what we don’t know is wisdom.” * Qur’anic humility: وفوق كل ذي علم عليم * Angels: لا علم لنا إلا ما علمتنا * True knowledge produces humility, openness, and curiosity * “The people who learn the most are those who are willing to look foolish.” * The attitude of sincere seekers of knowledge * Imam Malik often answered: لا أدري My biggest takeaway: • Rethink without ego • Question without doubt • Learn without arrogance • Change without fear • Return to truth with humility تواضع للحق تُهدى Humble yourself to the truth, and you will be guided. This is more than intellectual humility. This is the attitude of a believer. #ThinkAgain #Leadership #IntellectualHumility #Learning #Wisdom #FaithAndLeadership #IslamicReflections #PersonalGrowth

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The HR Morning Show returns with headlines, global trends, and a people-first lens on what’s actually working in talent. Today’s episode digs into the state of recruiting and retention with actionable ideas you can put to work this week. We kick off with The Global Report and the latest market signals, then hand the mic to our first guest, Kate Warman, who shares the inside view of navigating a full TA outsourcing event and what leaders can learn about process, governance, AI tooling, and keeping recruiting human during change. In our second guest segment, Tricia House unpacks the evolution of AI in HR—why a human-centered approach matters, how to build genuinely inclusive, skills-based hiring, why flexibility is non-negotiable for the future of work, and the competitive edge of moms in your workforce. We also check The Weather Report with Serge, spotlight upcoming events (including ERE in San Diego on Nov 4–5), and wrap with practical takeaways you can bring to your team today. Big thanks to our marquee sponsor, Keka, the all-in-one HR, payroll, and performance platform powering a better employee experience. https://lnkd.in/gNqfNHvm

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The fastest-growing segment of HR isn’t in-house. It’s 𝗳𝗿𝗮𝗰𝘁𝗶𝗼𝗻𝗮𝗹 𝗛𝗥. Why? Because CEOs want expertise without overhead. And fractional leaders are showing up with something extra: AI. They’re not just filling gaps in compliance, recruiting, or payroll. They’re redesigning workflows with AI: ↳Automated onboarding flows ↳Real-time policy Q&A ↳Data analysis that used to take whole teams The firms that thrive won’t just be “HR partners.” They’ll be 𝗔𝗜-𝗽𝗼𝘄𝗲𝗿𝗲𝗱 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗽𝗮𝗿𝘁𝗻𝗲𝗿𝘀. If you’re a fractional HR pro—this is your moment to lead the way. 👉 Learn how others are already doing it in the AI for HR Community: 𝘄𝘄𝘄.𝗮𝗶𝗳𝗼𝗿𝗵𝗿𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝘁𝘆.𝗰𝗼𝗺 📸 Every Saturday morning, we walk to the beach so my teenager can take her ocean dip. I cheer from the shore—not quite brave enough to join her yet!

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We dug into what really holds deals together: trust, alignment, and emotional intelligence. Even the best strategy will collapse without them. Ned shares powerful, practical insights for leading through pressure, staying grounded, and guiding teams through integration without burning out.

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Burnout is real. With staff cuts, budget constraints and hiring freezes, a lot of corporate comms leaders are being told to “do more with less.” The expectations haven’t changed—but the resources have. And the math doesn’t work. What looks like a grit problem is usually a resourcing problem: people doing the work of two or three roles, running the same programs year after year, with less time to think and less energy to care. If that sounds uncomfortably familiar, there is another option besides white‑knuckling it and hoping something changes. In my latest post, I talk about: ➡️Why “do more with less” quietly fuels burnout  ➡️How to flex your team instead of just pushing it  ➡️What a realistic, flexible resourcing model can look like in practice    You can read it here:  https://lnkd.in/gKFkVWaD If you’re living this in real time and want to talk through options, feel free to DM me. 

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If you want to understand how the Chief Communications Officer role is evolving, pay attention to what executive search firms are reporting in their leadership studies. What struck me most is the similarity in the signals across these reports published by some of the top recruiters with communications and corporate affairs practices. A consistent pattern is emerging about the expanding scope and enterprise impact of communications leadership. Each of these is a must-read for communications leaders. 🔎 Korn Ferry - Chief Communications Officer Survey Nearly half of Fortune 500 CCOs now report directly to the CEO and more than half sit on executive committees. Median total compensation approaches $1M, reflecting how reputation, trust, and stakeholder alignment are increasingly treated as enterprise leadership priorities. 🔎 Spencer Stuart - The Rising CCO and Corporate Affairs Leadership Research Spencer Stuart finds that the scope of the role continues expanding, with many CCOs now overseeing corporate affairs, ESG, employee communications, and public policy. In many organizations, communications leaders are acting as cross-functional conveners across HR, legal, and government affairs.   🔎 Russell Reynolds Associates - Corporate Affairs and Communications Leadership Research Russell Reynolds reports that corporate affairs leaders are spending significantly more time advising CEOs on geopolitical risk, regulatory pressure, and stakeholder activism. The role is increasingly defined by strategic judgment rather than message execution. 🔎 Heidrick & Struggles - Corporate Affairs Leadership Insights Heidrick’s research highlights how boards are placing greater emphasis on reputation risk, trust, and social license to operate. In response, corporate affairs leaders are becoming more integrated into governance discussions and crisis readiness planning.   🔎 DHR Global - Workforce Trends Report 2026 DHR’s research shows that trust in leadership and transparent communication are among the strongest drivers of employee engagement and organizational resilience, especially during periods of workforce disruption and rapid technological change.   🔎 Comms Search & Selection - 2026 Market Report The firm’s latest market report notes continued demand for senior communications leaders who can integrate corporate reputation, public affairs, employee engagement, and business strategy rather than manage isolated communications functions. Across these studies, one signal is remarkably consistent. Communications continues to evolve from a support discipline to a strategic enterprise capability that helps organizations build trust, navigate complexity, and align stakeholders. It's clear that strategic communications leaders are instrumental in helping to shape enterprise success. And it's our role and responsibility to consistently add value and influence business outcomes. Which executive recruiter studies should be added to this list of "must-reads"?

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Not long ago, during one of my interventions with a subject matter expert in #talent_acquisition, a simple yet powerful statement reframed the entire discussion: “Dr. Charles, our challenge isn’t just filling roles—it’s imagining the workforce we’ll need in the future, and building it today.” That insight shifted our conversation from transactional #hiring to strategic foresight. We began exploring how organizations can design #talent ecosystems that are responsive to current needs and resilient to future disruptions. Naturally, the discussion moved into the role of technology in shaping this future—how AI, predictive #analytics, #chatbots, virtual assistants, and talent intelligence platforms can augment human capability. Yet, despite all the tech, one timeless truth stood out: technology is only as valuable as the human strategy guiding it. Talent acquisition remains a human-centric discipline—rooted in values, culture, and the stories organizations tell to attract the right people. As Dave Ulrich reminds us: “Talent is not just about bringing people in; it’s about bringing the right people in, helping them grow, and creating a culture where they choose to stay and contribute.” Since that moment, I’ve started asking leaders a different question: “Are you simply digitizing your recruitment processes, or are you truly reimagining your workforce strategy for the future?” Because the competitive edge belongs to those who blend strategic vision with authentic human connection. How is your organization balancing technology and #strategy in talent acquisition? #TalentAcquisition #FutureOfWork #StrategicLeadership #WorkforceStrategy #PredictiveAnalytics #HRTechnology #OrganizationalResilience #HumanCapital #PeopleFirst #Meirctrainingandconsulting

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Agentic AI is changing how our HR work actually gets done. The question for leaders is whether we’re intentionally designing that change with our people, or letting it happen to them. If we’re serious about humans and AI agents working together, HR, technology, and business leaders need a shared view of which activities we automate, which we augment, and how those choices shape our leadership pipelines, culture, and equity. For me, that starts with people experience and trust. Employees need to see clear guardrails, transparency around data, and real investment in redeployment and reskilling. Otherwise, AI will feel like a threat, not a capacity-builder.

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The Substance Use Workforce Crisis is intensifying — and it’s threatening our nation’s ability to respond to #addiction, #mentalhealth, and #recovery needs. A new report by NASADAD outlines the drivers: burnout, inadequate training, low compensation, stigma, and lack of career development pathways. States like Oregon and New York are stepping up with investments in professional development, financial incentives, and peer integration — but systemic gaps remain. 👉 What’s at stake? Over 48 million Americans experience substance use disorders annually. Staff shortages are delaying access to life-saving services. High turnover destabilizes care environments and increases costs. 💡 Where Pelago can help: Pelago partners with employers and health plans to deliver evidence-based, virtual substance use support — relieving pressure on the system by supporting early intervention and long-term recovery. As workforce challenges persist, scalable, tech-enabled solutions are not a luxury — they’re a necessity. Proud partner: Alight Solutions, CVS Health, Express Scripts Pharmacy Benefit Services, Personify Health, apree health, Lantern #WorkforceDevelopment #SubstanceUseDisorder #HealthcareInnovation #BehavioralHealth #DigitalHealth #Pelago #burnout #stigma #workforce #laborshortage #safety #addiction #recovery #prevention #treatment #valuebasedcare

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𝗧𝗵𝗲 𝗟𝗮𝘆𝗼𝗳𝗳 𝗧𝗲𝘀𝘁 If you want to understand a leader, don’t watch them on “wins day.” Watch them on layoff day. An Empathetic Leader explains the why, prepares managers, treats people with dignity, and supports both those leaving and those staying. A Distant Director hides behind numbers, “right-sizes the organization,” and offers as little context as possible. One approach may feel faster...but when it comes to people, too much expedience can DESTROY the TRUST you've spent years trying to build. How did your last major workforce decision land with your people? #layoffs #trust #internalcomms

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I had the pleasure of interviewing Katrina Kibben, Founder of Three Ears Media, for the Workology Podcast about inclusive job postings. Catching the eye of a wide range of job candidates is essential to not only inclusivity from a diversity lens, but also ensuring that organizations have employees who bring different experiences and ideas to the table. My conversation with Kat gives HR and TA leaders some ways to instantly make their job postings more diverse. I will include a link to the full episode in the comments. 

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Friction vs. Ambiguity: Why the Distinction Matters for IC This morning, Jenni Field kicked off the #internalcomms thought leadership conversation for 2026 by reframing a question I posed as a quick poll last year. I posited that “the purpose of #InternalComms is to reduce "ambiguity." She instead suggests IC's purpose is reducing "friction." I'm going to double down - and explain why the distinction matters urgently. Friction assumes the path is clear but movement is difficult. Process bottlenecks. Handoff delays. System complexity. "We know what to do, execution is just hard." Ambiguity means the path itself is unclear. Competing priorities. Unclear decision rights. Obfuscatory language. "We don't know which direction to go or whose call this is." Here's why this isn't semantic: You can reduce friction all day - better processes, smoother workflows, clearer handoffs. But if people don't know what the organization's actual priorities are, which principles take precedence when priorities conflict, or what they're empowered to decide without escalation, you've just made them move faster through a fog. Some illustrative examples: M&A friction stems from ambiguity about authority and longevity prospects in so-called "partnerships of equals" Team friction stems from ambiguity about decision rights and priorities Toxic culture friction stems from ambiguity about acceptable behavior and consequences Leadership friction stems from ambiguity through obfuscatory language (particularly acute in the British organizations I worked with early in my career) Growth friction stems from ambiguity about how decisions get made as scale increases Friction is a symptom. Ambiguity is a cause. Why this matters now: AI is compressing decision timelines from weeks to hours. Organizations don't have 18-24 months to gradually reduce friction through process improvement. Not at the time of the #BigShift. Instead they need clarity infrastructure that enables distributed decision-making at AI speed: Clear priorities employees can name and execute against Principles that guide how to navigate conflicting priorities Frameworks that enable confidence without constant escalation Friction-reduction assumes time exists for gradual improvement. Ambiguity-reduction recognizes the 6-18 month window where IC either becomes decision infrastructure or gets reorganized into irrelevance. It’s a crucial difference at the time of the #BigShift. The question for your organization: Are you reducing friction (making unclear work less uncomfortable) or reducing ambiguity (making work clear so execution becomes possible)? One is a management challenge. The other is a survival imperative. Calm doesn't come from less friction. It comes from knowing what to do. For the full framework on why this matters urgently, see the #BigShift carousel below.

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