Chongwei Chen

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Ransomware attacks may not necessarily be disastrous. Here's what you need to know.

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Your first big interview with the press can feel intimidating, but the right preparation can turn it into a defining moment for you as a brand leader. Whether it’s a podcast, panel, or live social media event, stepping into the spotlight for the first time as a brand leader can feel like walking into a conversation where everyone else already knows the script. But with the right preparation, these moments can become powerful opportunities to share your story, connect with your audience, and elevate your company’s message. From refining your talking points to embracing authenticity and learning to handle tough questions, small adjustments can make a big impact. To help you feel confident and prepared, 20 Fast Company Executive Board members share their best advice for first-time brand leaders getting ready for a media interview or public appearance.

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Balancing global strategy with local nuance isn’t easy, but it’s essential for leading across cultures effectively. For managers overseeing teams across multiple countries, striking the right balance between global consistency and local autonomy can determine whether your team feels aligned or alienated. It requires clarity on what must remain uniform—brand values, strategy, success metrics—as well as the flexibility to adapt delivery, communication, and leadership styles to local norms. Leaders who master this balance can minimize friction while creating environments where innovation, trust, and performance thrive across borders. To that end, 17 members of Fast Company Executive Board share their top strategies for navigating this complex but critical dynamic.

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When your CEO shares your mission, you can focus on growth knowing the company is in good hands. Hiring the right CEO means finding someone who’s not just capable but deeply aligned with what your company stands for. You’re handing over the reins to someone who needs to lead, and lead like you would—with full conviction in the company’s mission and the clarity to drive it forward. It’s a high-stakes decision that can either strengthen or unravel your foundation. To help you make the right call, nine Fast Company Executive Board members share how they’ve identified and retained CEOs who are mission-driven, reliable, and ready to take the reins. Below, they offer practical ways for finding a leader who can build on your vision while giving you the freedom to focus on what’s next.

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If you're looking to build a successful loyalty program, these practical tips can help you make it worth your customers’ while—and yours. For businesses, loyalty programs are a great way to encourage repeat purchases and strengthen customer relationships. Yet, launching a successful one takes more than offering discounts or points. The best programs are designed with the customer in mind—what they value, how they interact with your brand and what makes them feel genuinely appreciated. To help, 15 members of Fast Company Executive Board discuss what it takes to build a loyalty program that drives not only sales, but genuine customer engagement.

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Here are 10 key strategies for brand rebuilding that will elevate the company's credibility and regain consumer trust. Going through a difficult experience like bankruptcy can damage a company's public profile initially, but acknowledging its shortcomings and creating a transparent action plan to turn the situation around also provides the business a unique opportunity to reinvent itself during the downtime. Forward-thinking leaders spend time reassessing their product offerings, customer service strategies, and market positioning to better align with current consumer expectations.  Taking a proactive approach to get back into the public's good graces ensures past and prospective stakeholders that the company is not only recovering from a bad season of missteps, productively, but it's also evolving for future success. Below, 10 Fast Company Executive Board members each share an action step company leaders can take to restore confidence among former stakeholders and supporters after their recovery and reflection period.