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Perus decision to shrink its archeological park home to the famous Nazca Lines by around 42%an area roughly the size of 1,400 soccer fieldshas sparked alarm among conservationists, archaeologists and environmental advocates. Critics say the rollback paves the way for informal mining and weakens decades of cultural and ecological protection, while the government says the adjustment reflects updated scientific studies and does not compromise the UNESCO World Heritage status or the sites core protections. The reduction not only removes protectionsit does so precisely where extractive activity is expanding, said Mariano Castro, Peru’s former vice minister of the environment, adding that the decision could cause very serious risks and cumulative damage, as it excludes zones with active or pending mining claims. Castro added that safeguards for archaeological heritage during the formalization of artisanal mining are already limited. This is made worse by the ministry of cultures failure to consider the cumulative impact of dozens or even hundreds of mining operations on sensitive archaeological zones, he said. The area in question forms part of a UNESCO-recognized World Heritage Site, home to the Nazca Linesmassive geoglyphs etched into the desert thousands of years agoand one of Perus most fragile desert ecosystems. Peruvian environmental lawyer César Ipenza, who has closely followed the decision, said the resolution has already been approved and that it reduces the Nazca zone by more than 1,000 hectares. This is a weakening of both environmental and cultural protections, Ipenza said. The state should be upholding its commitments under international agreements, not yielding to private interests. Ipenza and others say the rollback reflects a pattern of regulatory concessions to mostly informal gold miners. Theres an alliance between the current government and informal mining sectors, he said. The legal framework continues to be relaxed to benefit them. Peru’s ministry of culture, which decided on May 30 to reduce the Nazca reserve from about 5,600 square kilometers to roughly 3,200 square kilometers, declined to answer specific questions from the Associated Press. Instead, it sent a press release saying the adjustment was based on updated archaeological studies and does not affect the UNESCO World Heritage designation or its buffer zone. The ministry said it remains committed to preserving the sites cultural heritage through regulated management. A day after the May 30 decision, Fabricio Valencia, Peru’s minister of culture, acknowledged that illegal mining exists within the reserve. Unfortunately, informal mining is an activity present in this area, but the measure we have taken does not mean it will be encouraged, nor that the likelihood of any harm from informal mining will increase. That will not happen, Valencia said on RPP, one of Peru’s largest radio programs. When asked for more details about the presence of illegal activity in the reserve, Valencia said, there are some mining deposits, but I dont have exact information on what type of mineral is there. UNESCO did not immediately respond to a request for comment. Castro, the former vice minister, warned the move could violate Perus own laws. It contravenes Article 5(h) of the Environmental Impact Assessment Law, which mandates the protection of archaeological and historical heritage, he said. Ipenza said the government is enabling illegality under the guise of technical adjustments. It is shameful to forget our ancestors and our heritage, and to disguise decisions that pave the way for sectors seeking to impose illegality, such as illegal and informal mining,” he said. “This decision benefits those groups and harms all Peruvians. The Associated Presss climate and environmental coverage receives financial support from multiple private foundations. AP is solely responsible for all content. Find APs standards for working with philanthropies, a list of supporters and funded coverage areas at AP.org. By Steven Grattan, Associated Press
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Self-awareness is often referred to as the foundation of emotional intelligence, and its a requirement for exceptional leadership. When leaders understand their emotions, recognize their strengths and weaknesses, and hone their decision-making and communication skills, they build trust and foster better collaboration within their teams. This leads to better performance all around. But here’s the catch: Developing self-awareness isn’t a onetime achievement. It’s a continuous, evolving process that requires intention and reflection. Leaders who actively cultivate this skill dont just improve their own effectiveness, they also create a healthier, more productive organizational culture. In fact, research from the Corporate Executive Board (now part of Gartner), reveals that leaders with high self-awareness are 10% more effective in their roles than those who rank lower. It’s a simple truth: Self-awareness isn’t just a personal assetits essential for any leader looking to drive success. Defining Self-Awareness Self-awareness is the ability to recognize and understand your emotions, thoughts, and behaviorsand to see how they influence your decisions, relationships, and leadership style. It involves identifying what drives you, understanding your strengths and weaknesses, and being honest with yourself about areas for improvement. Self-aware leaders do more than just understand themselves. They also recognize how their actions are perceived by others, which is essential for cultivating trust within a team. Its a skill that evolves over time, meaning leaders must regularly pause and reflect on their actions and their impact. The Role of Feedback in Self-Awareness Feedback is one of the most powerful tools for cultivating self-awareness. However, many leaders shy away from it due to fear, pride, discomfort, or uncertainty about its reliability. Avoiding feedback, though, can significantly hinder both personal and professional growth. Often the best feedback comes from those who report to you. For instance, one experience that was a turning point for me was when one of my direct reports pointed out one of my unconscious biases. Eight years ago, I was preparing to head home after a long day at work when I heard a knock on my office door. It was Katherine, one of my team members. She asked if she could give me some feedback about that morning’s team meeting. Katherine shared something that left me stunned: Are you aware that you tend to listen more to the people who are the most vocal, and that they tend to be men? I had always thought I was an inclusive leader, so I was shocked to hear this. I responded honestly, I had no idea. Katherine explained that this was something she had wanted to bring up for a while but didnt feel comfortable doing so until now. I immediately apologized, thanked her for sharing this with me, and asked for specific examples. She provided them, and I made sure to listen attentively. This interaction caused me to change how I lead. I decided to ask myself before every meeting what biases I need to check myself on. I also talked with the people on my team who were less vocal and asked if it would be okay for me to call on them during meetings to help them share more of their ideas. Katherines feedback offered valuable insights into how my behavior affects others, uncovering a blind spot that might have otherwise remained hidden. So make sure you solicit feedback regularlywhether its from a childhood friend, trusted colleague, mentor, or direct report. Once youve identified someone you trust, clarify the type of feedback youre seeking. For example, you could ask for input on your biases, or a recent project, an interaction with a colleague, or how others perceive your leadership style. Mindfulness as a Self-Awareness Tool Mindfulness is a powerful tool for developing self-awareness. It involves staying fully present in the moment, which helps leaders become more attuned to their emotions, thoughts, and reactions. Simple mindfulness exercises, such as focused breathing or short reflection breaks during the day, can greatly improve emotional awareness. In my work with clients and the workshops I facilitate, I guide participants through breathing exercises. Many share that integrating mindfulness into their daily routines has helped them be more fully present. For example, some clients now begin their team meetings with breathing exercises to help themselves and their teams stay focused and engaged during discussions. These practices support clearer decision-making and improved emotional regulation. I also use these exercises myself to ensure Im fully present before coaching a client or facilitating a workshop. They help me stay grounded and attentive. In addition to breathing exercises, I recommend a few other strategies to help leaders remain present. One is to put cellphones away during meetings. This reduces the temptation to check your phone, which can signal to others that you arent fully engaged or listening. I also suggest creating a 10-minute buffer between meetings. This allows leaders time to reflect on the meeting they just attended and prepare for the next one. Without this space, leaders often rush from one meeting to the next, missing the opportunity to reflect and be fully present. Leveraging Self-Assessments Self-assessments can also play a crucial role in developing self-awareness. One tool I frequently use with my coaching clients and the teams I work with is the CliftonStrengths finder from Gallup. This assessment, grounded in positive psychology, has been around for more than 20 years. It was developed based on research that asked, “What would happen if we studied what was right with people, rather than focusing on whats wrong?” The result is an assessment that identifies a leader’s strengths, allowing them to build on what they do well, rather than focusing on fixing weaknesses. It also highlights how each strength, when pushed to an extreme, can hinder success. For instance, a leader with the strength of being an “achiever” works hard and possesses a great deal of stamina. They take immense satisfaction in being busy and productive. However, when taken too far, this strength can lead to burnout or cause frustration among those being led, potentially resulting in high turnover if team members feel overwhelmed. Developing a Growth Mindset Self-awareness is closely linked to a growth mindset, or a belief that abilities and intelligence can be developed over time through effort and learning. Leaders who embody this mindset inspire their teams to continually improve, fostering a culture of resilience and adaptability. This mindset not only benefits leaders but also empowers teams to take risks, learn from mistakes, and grw. The key to fostering a growth mindset is to view feedback as an opportunity for self-improvement, as I mentioned earlier. When receiving feedback, ask questions such as: “How can I improve?” or “What specific actions can I take to do better?” This approach transforms feedback into a valuable tool for personal and professional growthand makes it more likely that people will approach you with this feedback in the first place. Developing your leadership Self-awareness is not a destination, but an ongoing journey that requires dedication and intentionality. For leaders, cultivating self-awareness is crucial to becoming more effective, empathetic, and emotionally intelligent. By consistently reflecting on your behavior, seeking feedback, practicing mindfulness, and leveraging self-assessments, you will improve your leadership skills and create a positive environment for your team.
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The Little Engine That Could wasnt the most powerful train, but she believed in herself. The story goes that, as she set off to climb a steep mountain, she repeated: I think I can, I think I can. That simple phrase from a childrens story still holds a lesson for todays business worldespecially when it comes to artificial intelligence. AI is no longer a distant promise out of science fiction. Its here and already beginning to transform industries. But despite the hundreds of billions of dollars spent on developing AI models and platforms, adoption remains slow for many employees, with a recent Pew Research Center survey finding that 63% of U.S. workers use AI minimally or not at all in their jobs. The reason? It can often come down to what researchers call technological self-efficacy, or, put simply, a persons belief in their ability to use technology effectively. In my research on this topic, I found that many people who avoid using new technology arent truly against itinstead, they just dont feel equipped to use it in their specific jobs. So rather than risk getting it wrong, they choose to keep their distance. And thats where many organizations derail. They focus on building the engine, but dont fully fuel the confidence that workers need to get it moving. What self-efficacy has to do with AI Albert Bandura, the psychologist who developed the theory of self-efficacy, noted that skill alone doesnt determine peoples behavior. What matters more is a persons belief in their ability to use that skill effectively. In my study of teachers in one-to-one technology environmentsclassrooms where each student is equipped with a digital device like a laptop or tabletthis was clear. I found that even teachers with access to powerful digital tools dont always feel confident using them. And when they lack confidence, they may avoid the technology or use it in limited, superficial ways. The same holds true in todays AI-equipped workplace. Leaders may be quick to roll out new tools and want fast results. But employees may hesitate, wondering how it applies to their roles, whether theyll use it correctly, or if theyll appear less competentor even unethicalfor relying on it. Beneath that hesitation may also be the all-too-familiar fear of one day being replaced by technology. Going back to train analogies, think of John Henry, the 19th-century folk hero. As the story goes, Henry was a railroad worker who was famous for his strength [as a steel driver]. When a steam-powered machine threatened to replace him, he [competed against] itand won. But the victory came at a cost: He collapsed and died shortly afterward. Henrys story is a lesson in how resisting new technology through sheer willpower can be self-defeating. Rather than leaving some employees feeling like they have to outmuscle or outperform AI, organizations should invest in helping them understand how to work with itso they dont feel like they need to work against it. Relevant and role-specific training Many organizations do offer training related to using AI. But these programs are often too broad, covering topics like how to log in to different programs, what the interfaces look like, or what AI generally can do. In 2025, with the number of AI tools at our disposalranging from conversational chatbots and content creation platforms to advanced data analytics and workflow automation programsthats not enough. In my study, participants consistently said they benefited most from training that was district-specific, meaning tailored to the devices, software, and situations they faced daily with their specific subject areas and grade levels. Translation for the corporate world? Training needs to be job-specific and user-centerednot one-size-fits-all. The generational divide Its not exactly shocking: Younger workers tend to feel more confident using technology than older ones. Gen Z and millennials are digital nativestheyve grown up with digital technologies as part of their daily lives. Gen X and boomers, on the other hand, often had to adapt to using digital technologies mid-career. As a result, they may feel less capable and be more likely to dismiss AI and its possibilities. And if their few forays into AI are frustrating or lead to mistakes, that first impression is likely to stick. When generative AI tools were first launched commercially, they were more likely to hallucinate and confidently spit out incorrect information. Remember when Google demoed its Bard AI tool in 2023, and its factual error led to its parent company losing $100 billion in market value? Or when an attorney made headlines for citing fabricated cases courtesy of ChatGPT? Moments like those likely reinforced skepticismespecially among workers already unsure about AIs reliability. But the technology has already come a long way in a relatively short period of time. The solution to getting those who may be slower to embrace AI isnt to push them harder, but to coach them and consider their backgrounds. What effective AI training looks like Bandura identified four key sources that shape a persons belief in their ability to succeed: Mastery experiences, or personal success Vicarious experiences, or seeing others in similar positions succeed Verbal persuasion, or positive feedback Physiological and emotional states, or someones mood, energy, anxiety, and so forth In my research on educators, I saw how these concepts made a difference, and the same approach can apply to AI in the corporate worldor in virtually any environment in which a person needs to build self-efficacy. In the workplace, this could be accomplished with cohort-based trainings that include feedback loopsregular communication between leaders and employees about growth, improvement, and morealong with content that can be customized to employees needs and roles. Organizations can also experiment with engaging formats like PricewaterhouseCoopers prompting parties, which provide low-stakes opportunities for employees to build confidence and try new AI programs. In Pokemon Go!, its possible to level up by stacking lots of small, low-stakes wins and gaining experience points along the way. Workplaces could approach AI training the same way, giving employees frequent, simple opportunities tied to their actual work to steadily build confidence and skill. The curriculum doesnt have to be revolutionary. It just needs to follow these principles and not fall victim to death by PowerPoint, or end up being generic training that isnt applicable to specific roles in the workplace. As organizations continue to invest heavily in developing and accessing AI technologies, its also essential that they invest in the people who will use them. AI might change what the workforce looks like, but theres still going to be a workforce. And when people are well trained, AI can make both them and the outfits they work for significantly more effective. Greg Edwards is an adjunct lecturer at Missouri University of Science and Technology. This article is republished from The Conversation under a Creative Commons license. Read the original article.
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