Two generally agreed-upon facts characterise the state of gender equality in today’s workplace. The first is that despite increased attention paid to gender disparities, society’s archetypal business leader is still a man. The second is that, thanks to enormous, painstaking efforts by women and their advocates, this situation is changing, but very slowly.
Renaud Munier's insight:
Very interesting article from Natalia Karelaia, INSEAD Assistant Professor of Decision Sciences
When weighing a risk, potential losses tend to loom larger than potential gains. That is, we tend to focus more on what might go wrong – what we might lose or sacrifice – than what might go right. Because our imaginations tend to magnify what we focus on, we often misjudge (and over-estimate) the likelihood of it occurring. Yet the reality is that the risk of something not working out is rarely as high as we estimate, and the odds of it working out well are often far greater.
Without confidence, we can do little in life. With it, we can change the world. While science now proves we can build it at any age, self-confidence is also something we can lose if we don't continually stretch ourselves and act with the confidence we aspire to have.
Jobs are scarce yet employees are jumping ship, seeing it as their only alternative to feeling burnt out, emotionally fractured and disengaged. This author offers proven strategies to retain and engage your employees.
Renaud Munier's insight:
2/3 of the US workforce intend to look for a new job with another organization in the next year....does anyone know a similar study in the EU?
There seems to be wide support for the idea that we are living in an “age of complexity”, which implies that the world has never been more intricate. This idea is based on the rapid pace of technological changes, and the vast amount of information that we are generating (the two are related). Yet consider that philosophers like Leibniz (17th century) and Diderot (18th century) were already complaining about information overload. The “horrible mass of books” they referred to may have represented only a tiny portion of what we know today, but much of what we know today will be equally insignificant to future generations.
Psychological research has found that your subconscious interprets what it hears very literally. The words you think and speak therefore create the world in which you inhabit. Your words have immense power. Power to open up possibilities, and power to close them down. Power to build trust, and power to erode it. Power to direct action, and power to end it. Power to amplify negative emotions, and power to generate and spread positive ones.
Individual contributors sometimes ask themselves, “What will it take for others to recognize my potential?” They may simply want acknowledgement of the importance of the work they do. Or they may aspire to move into management. In some cases, they’ve been told that they’re doing fine and have been advised, “Just keep doing what you are doing.” Yet they see others being promoted ahead of them !
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