The use of customer preference in selection—whether based on gender, race, age or any other protected characteristic—is one of a number of examples of possible systemic discrimination outlined by the Equal Employment Opportunity Commission recently.
Historically, women have gone unfunded and have been underfunded while being expected to do more than their male counterparts. Male allies in C-suites can help by working to eliminate these often-overlooked forms of gender disparity.
Our attention goes (like currency does) to what we deem worthwhile. Attention is, in essence, what matters to us.
What became clear was that most people think about the concept of productivity at the individual level.
People management abilities are extremely valuable, whether or not you are in a leadership position or have the title of manager.
It’s estimated that at least 100,000 small firms are gone forever.
The days of relying on perks and benefits to attract talent and differentiate culture are over. And when you strip those perks from the equation, all you’re left with is people—and the goals, values, motivations and desires that come with them.
Our work relationships aren’t and shouldn’t be transactional. All relationships are human relationships.
As the work is not getting done and you’re bothered by that, it’s sucking the energy right out of you.
Regardless of whether any new laws that affect the workplace are enacted, there are always administrative changes at the federal level that affect companies. Regulatory agencies and commissions such as the EEOC, the Department of Labor and the National Labor Relations Board have rule-making authority on a variety of important issues that can impact employers, and their interpretations often change with new administrations.
Unlike a verbal conversation, emails create perpetual, written records of business messaging. If executed well, email is an effective and expedient form of business communication, but confusing messaging can leave a lasting bad impression.
Middle managers who work at an organization where robust remote work policies were not in place prior to the pandemic are increasingly the go-between for individual contributors and executive leaders—even more than they were in the past.
In a 360-degree assessment, in which we compare leaders’ self-ratings to how their colleagues rate their performance across several categories, 70% of executives rated themselves lower at specific skills than did their colleagues.
When you send an email, how long does it take to get a response? It can be frustrating to sit around, waiting to hear back.
What metrics can help you decide when to begin staffing up and pursuing innovation more aggressively? What are the different possible paths for recovery in your industry, and how can your organization take advantage of inflection points?
Poorly performing teams can’t hide in this environment. Their performance gaps are exposed.
A growing belief that diversity is on the rise in the workplace is not enough to proactively and successfully create the ultimate competitive advantages that help businesses pivot, adapt and thrive in “the new future.”
Neuroscience and new brain research reveals how critical the recognition of emotion can be to your success or failure—either driving trust and connection or leading to depletion and plummeting productivity.
Whether you are a powerful CEO, rising up on the corporate ladder, or play on a team, ask yourself if your community finds you to be “accountable.” If yes, cheers to you! If no, you’ve got some work to do.
Truly making diversity and inclusion part of your organizational heartbeat is like performing cultural open-heart surgery: It’s serious and the road to recovery is long, but in the end, your organization will be stronger and healthier than before.
