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.
Where the hybrid model breaks down is in efficiency. Based on the data we’ve collected, it is proven that it takes a significantly higher amount of energy for organizations to collaborate and strategize, as well as be more innovative and creative, when working in a hybrid model.
What leads to a strong and sustainable business? We’d like to suggest three aspects leaders need to pay attention to: values, relationships and balance.
As a society, we assume the most prominent business leaders have it all together—that they are brimming with confidence and are unshakable. We have conditioned ourselves to believe that leaders must be ever confident—that an organization’s CEO must have the answers, whether that’s because he or she is at the top of the organizational chart or because the leader has control.
Hunkering down and grinding through challenges has always worked for me. Until now.
Creating a sense of belonging can go a long way toward creating that sense of engagement, but it can be a little more challenging through a computer screen.
Giving constructive feedback that focuses on employees’ goals and helps them do better work—and be better people—is imperative, especially during this pandemic, and allows each employee to thrive.
Psychologists agree: Humans detest uncertainty. We’ll go to great lengths to avoid it—even choosing a known bad outcome over an unknown but possibly good one.
Unless a founder is independently wealthy, she can operate for only a limited time with her own savings. Securing pre-seed capital is extremely difficult for founders without access to networks of affluent people conditioned to write checks for risky ventures.
If you are a senior leader at a company or a business owner, look around at the people you work with. Who is engaged versus disengaged? The answer might surprise you.
One of our many discoveries has been how a person’s at-home set up affects his or her overall satisfaction. The most satisfied people were those who had a dedicated office space within their home.
Nuances of body language and communication can be lost in the world of virtual backgrounds.
Your quantifiable goals, such as revenue, might not be achievable if the customer no longer believes in your product.
The business environment is still rife with uncertainty because of the pandemic, and employers need to be cautious as they contemplate bringing employees back into the workplace. There are a number of areas of concern.
When we mapped how people felt about returning to the office, I foolishly thought the youngest folks would be the most ready.
Culture, we all know, eats strategy for breakfast. And yet, leaders often focus on the tangible, more measurable elements of their strategy they can comfortably see better—ignoring the softer, less visible aspects that make organizations truly healthy.
It can be tough to break through our shell and show vulnerability, but the initial investment pays dividends.
