I’ve been asked more and more frequently how managers can be sure they are being sensitive and inclusive. In almost all cases, I get the question from well-meaning, but fairly stressed executives, often men, usually in their late 40s to early 50s. They have teams that include women, LGBT members, and international employees. ‘
While they all appreciate and actively look for diversity, they recognize their own limitations in being able to identify opportunities to celebrate and unify a diverse team with such different backgrounds and experiences. While more than 70% of executives are white men, the increasing diversity of
I was recently asked to give advice to a professional that was really struggling with the best way to succeed in a divided workplace. She asked: “At my job, you can tell that employees are divided in many ways. I’m not the type of person to fall into groups because it’s what everyone expects or it’s how you get things done. So, how can I get ahead, as an individual, without compromising my character?”
A divided workplace is tricky business – here’s how to use your head and keep your soul:
It’s totally understandable why you’d like to be a grown-up and
An article in 2016 about then-Yahoo CEO Marissa Mayer focused on a sample version of Mayer’s CV, put together by resume-creation company, enhancv. In other words, this was not Mayer’s own actual CV as written by her; this was a promotional product made by an organisation in the business of selling resume-writing services. Nonetheless, the article went on to point out statements in “her CV” as flaws or warnings about Mayer’s less successful professional decisions.
The article then used a quote from Mayer from eight years prior — about her cupcake baking — as early
It’s been widely reported that among the FTSE 100, there are more CEOs named David (nine), than CEOs who are women (seven). The problem, of course, is not David (any of them), but Goliath – in this case, not one massive adversary but a number of challenges faced only, or disproportionally, by female CEOs. For example, women CEOs face more shareholder activism than their male counterparts according to an article in the Journal of Applied Psychology. But why?
Shareholder activism is usually a sign of lack of confidence in management, and management’s ultimate leader, the CEO. Assuming shareholders are
As we round out the second decade of the 21st century, employers are pretty confident that they are finally comfortable with The Millennial Employee. More or less. Like the Y2K fears that entered corporate corridors just before them, they seemed a uniquely turn-of-the-century phenomenon that we only knew we could not fully prepare for.
It turned out that our systems were much more forward compatible than their humans – when’s the last time you heard about the Y2K bug? – who have struggled for over a decade to fully understand and integrate Millennial employees.
To be fair, accommodating three such distinct generations brought unprecedented challenges. So, let’s try four. Because Gen Z has started entering the workforce — and is coming to an interview near you. Are you prepared for Gen Z employees?
Let’s face it – everyone loves a rock star employee. Companies are thrilled to have employees who not only meet, but exceed, deadlines or sales goals or budgets.
As long as there aren’t interpersonal or other management-related issues, employers will usually reward these workers with bonuses or promotions, or at worst, let them run on auto-pilot. But there’s a potential downside with an “ain’t broke, don’t fix it” attitude toward these workers – the risk of high-performance employee burnout.
To prevent a rock star from becoming a one-hit wonder, it’s imperative that employers try to identify and prevent burnout.
In the United States, Canada and most of the EU, 46% of the workforce is women. In Zimbabwe and Tanzania, it’s more than 50%. In fact, in more than 80% of the world, women are at least 40% of the workers. We’re past the days when a woman working “outside the home” is remarkable — almost everywhere. The challenges for working women now are not about access to jobs, but success within them — almost everywhere.
The question of challenges for working women worldwide is simply a matter of degree, not of existence.
A 2015 study by Thomson Reuters of
A recent Google search for the keywords “Baby Boomers” yielded 15.9 million results, while “Millennial” produced 264 million hits.
And a search for “Gen X”? 421 million hits.
It may be the only popularity contest Gen X has ever won. The so-called “slacker generation” has long suffered a reputation as underwhelming, without notable ambition or purpose. Since the proliferation of the Gen Y influence, they also are in between two much bigger, much more influential groups. On the other hand, those Google results might reflect some broader metaphor – the Gen X influence is far disproportionate to their number, and their impact
The idea of corporate social responsibility is hardly new. In particular, global and environmentally impactful companies have been historically sensitive to the role of public service. A company that earns billions, seen re-investing some of that wealth, either to the local community or a high profile cause is good PR.
Companies that operate refineries, factories, or other activities that emit exceptional noise or fumes tend to be sensitive to building relationships with local residents. Pharmaceutical organisations have often spearheaded campaigns to address diseases and other medical needs of at-risk communities in developing countries. But what is relatively new is the employee demand
Since the Great Recession of the late 2000s and early 2010s, trust in leaders and institutions has been consistently eroding or remaining stagnant. In the business world, trust in top management is vital for ensuring that employees internalize the strategies and goals of the entire company. A lack of trust can challenge the efforts of CEOs, top management teams and their Boards of Directors when they are trying to gain broad, sometimes, global followership for growth or transformation plans.
The Typical Approach – Trickle Down
In an effort to build trust and influence the company, CEOs and their teams