In spite of a significant imbalance between male and female leaders in business, new research from the University at Buffalo's School of Management suggests that in collaborative work environments where women are outnumbered, they often emerge as the natural group leader.
The findings fly in the face of the reality of the U.S. workforce, where many fail to recognize the extent of the female leadership gap. Women represent just 3% of new CEOs in the U.S., 5.1% of Fortune 1000 CEOs, and 4% of Standard and Poor’s 500 CEOs. A recent survey by the Rockefeller Foundation also found that nine in 10 respondents thought there were more female business leaders than there really are, and further research by the W. P. Carey School of Business at Arizona State University found that those women are more likely to be targeted by shareholder activism.
"We tend to see the man as more leader-like than the woman," says lead author Jim Lemoine, in a video interview by UB School of Management. "What we were interested in in this research were exceptions to the rule."
“Impostor syndrome” is that feeling where — even if you get good grades, good jobs, accomplish things, have special talents, and people compliment you — you feel like you’re tricking everyone and you’re actually not good at anything. And it can wreak total havoc on your peace of mind:
If a business chooses to impose a surcharge on its customers for making a payment using a credit, debit or prepaid card, the level of the surcharge must not be excessive. Our questions and answers provide detailed information about the new ban.
With each member of a team being an individual, the ability to possess a transformational style to suit is an extremely important asset. What we receive as output, is always reflective of the input. Honing skills to manage teams through flexibility is what Stormley Consulting understand. Contact us at www.stormleyconsulting.com
Stand-up desks, wellness programs, flexible schedules, financial consulting, access to health professionals, and a strong emphasis on employee recognition have all recently become focal points at many workplaces. It makes you wonder why leaders are suddenly so keen to create workspaces and cultures that bind teams together and make employees (dare we say it) happy and healthy to be at work.
Our world, as we’ve seen recently in the news, isn’t getting any softer. However, research shows that companies that focus on creating happy, healthier, motivating, and appreciative workplaces are onto something profound—even, and maybe especially, during turbulent times. It’s not about creating atmospheres lined with rainbows and butterflies either. Instead, these studies prove the “hard” impact a workplace environment has on productivity and engagement—on both the individual and team level.
Read on to discover which traits in your workplace are helping you achieve your best possible outcomes, and which might be derailing your potential.
You’ve got allotted breaks—and you take them.
It sounds almost too good to be true, but research has shown that regular breaks are crucial to productivity. Your brain needs a breather in between tasks so it can fully focus and engage when you need it to. In fact, the most productive employees take a full 17-minute break for every 52 minutes of concentration. Try their pattern out for a day, and see if it makes a difference. Even switching to a simpler task can count as a breather. Just remember the benefits of taking a break the next time you’re tempted to skip yours—because even just five minutes off can make a big difference.
To serve as effective thought partners, boards must move beyond an arms-length relationship with digital issues (exhibit). Board members need better knowledge about the technology environment, its potential impact on different parts of the company and its value chain, and thus about how digital can undermine existing strategies and stimulate the need for new ones. They also need faster, more effective ways to engage the organization and operate as a governing body and, critically, new means of attracting digital talent. Indeed, some CEOs and board members we know argue that the far-reaching nature of today’s digital disruptions—which can necessitate long-term business-model changes with large, short-term costs—means boards must view themselves as the ultimate catalysts for digital transformation efforts. Otherwise, CEOs may be tempted to pass on to their successors the tackling of digital challenges.
People don’t quit jobs; they quit bosses. So when you’re the leader, your job directly impacts employee retention. While some people are naturally good at managing others, all of us have strengths and weaknesses that can affect our relationships with members of the team.
"When you’re in charge, your opinion takes up more space than others’, whether you intend it or not," says Jonathan Raymond, author of Good Authority: How to Become the Leader Your Team Is Waiting For. "What you say and do carries more weight. It’s only a bad thing when it’s disempowering and demotivating others from finding their own voice."
Looking at yourself as a whole can help you sidestep the pitfalls and become a better leader, says Raymond, who is principal at the management-training company Refound. "You can’t think about your strengths without your weaknesses; weaknesses are based in strengths," he says. "For example, the traits that made Steve Jobs a genius also made him difficult to work for."
Leaders fall into three categories, says Raymond: fixers, fighters, and friends. When you identify which one you are, you can use your strengths to motivate others and acknowledge your weaknesses so they don’t negatively affect your team.
We all want to find happiness at work and at home, but 24% of U.S. employees say the balancing act is getting tougher to manage, according to a study by Ernst & Young (EY). That’s because work is spilling into time that should be spent on personal pursuits. About half of managers work more than 40 hours a week, the EY report found, and a study by Project: Time Off found that the majority (55%) of us end the year without taking advantage of paid time off. That unused vacation time totals 658 million days.
But happiness experts say work-life balance is a myth. Work life and home life aren’t separate; there’s just "life," and happiness comes from figuring out a way to combine the two seamlessly.
"People who are highly resilient don’t see the day in terms of separation," says Maria Sirois, clinical psychologist at the Kripalu Center for Yoga and Health in Stockbridge, Massachusetts. "There isn’t work me versus home me. Ninety percent of success of life is about who we are and what we bring to the day at work and at home."
In the last 30 years, our work WIIFMs have changed dramatically. Across generations, people want the time they spend blending work and life to accrue tangible benefits beyond just a paycheck. Increasingly we prioritize a greater sense of purpose and an opportunity to improve our skills and knowledge nearly as much, and sometimes more, than we prioritize pay.
In competitive roles such as engineering, data analytics and biogenetics, the ability to prove and then improve our marketable skills is critical for career progression and talented people instinctively know this. When evaluating a job opportunity, they strategically weigh their opportunity to learn or gain a unique experience as much as they weigh their compensation and benefits package.
Australian startup success story Atlassian has introduced a new group video conferencing tool to its flagship offering HipChat as it steps up the fight against rival Slack. The $8 billion tech giant’s advantage in this competition is its core focus on innovation that comes from its vigorous startup spirit that spills across the entire workforce, HipChat
What do you do for work? Not, what is your job title, or what’s written in your official job description? But what do you actually do?
It’s potentially the most important question you can ask yourself if you care about standing out, staying ahead of the change curve, and continuously elevating your performance to gain access to choice assignments and opportunities to advance.
This is because the value you deliver, the results you produce, and the impact you have on others come more often from the execution of unspoken intangibles that are not reflected in your title, job description, or the daily tasks and activities you’re responsible for. This severe mismatch is based on a fundamental misunderstanding of the true demands of work.
The problem with multitasking is that it just doesn’t work as well as we think it does.
The efficiency myth has been debunked by numerous experts and studies. For example, research from Stanford revealed that the more people multitask, the more they are training their brain to be scattered, and the less they are able to be creative or develop emotional intelligence. Another study from the suggested that your IQ can drop as much as if you’d missed a night of sleep. And the American Psychological Association revealed that a group of studies proved that workers performing juggling acts were actually costing a lot more time and increasing the chance of errors. Overall, this degrades your brain’s executive function as well as damaging your productivity.
Want a team that says “Thank God It’s Monday”? Here’s how…
One of the most important and core elements a company of people can be aligned on is their mission, vision and values about the company. These components are essential and powerful drivers for the exec team to efficiently achieve the success they want. They are also the key to having a highly engaged culture of team members who say ‘Thank God It’s Monday!’
Many companies don’t really think this is important to have these or have them nailed down. But that’s primarily because of one major flaw in the use of these terms. That one flaw is the integrity that runs behind the concepts of the Mission, Vision and Values Statements.
Often there is a lot of misunderstanding about these words, mission, vision and values. And there are a lot of definitions out there.
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