Society’s opportunities for improvement, when it comes to the issue of equal rights in the workplace, are well documented. Stacks of studies outline issues including the glass ceiling, pay equality, and maternal wall bias, or discrimination that occurs against caregivers, and particularly working mothers. Here are a few suggestions to start the “bias interruption” process.
Our job as leaders is primarily to leverage and align the talents of everyone in our organizations. That means helping each person with whom we work be as successful as they can possibly be. The following post recounts a story of a manager failing to uphold his responsibilities and lists ways in which managers can help their employees succeed at their job.
Every decision that we make and every interaction we are a part of are influenced by factors both within and outside of our scope of awareness. The following are six suggestions to identify and minimize the factors that may lead us to make faulty assumptions and reach inaccurate conclusions, so we can significantly improve the quality of both individual and group decisions.
An environment of respect provides an emotional safety net that frees people up to do their work without having to expend energy watching their backs and protecting themselves from the potentially harmful words and actions of managers and co-workers.
The best roadmap to the future sometimes looks strangely like the past. This is particularly relevant in the discussion on classroom vs. online training. Almost a decade ago, one of my friends who worked as an HR manager for a large, Fortune 50 manufacturing company lamented the difficulty his organization was having with employee acceptance and use of a new, online learning service that had just been purchased from an outside vendor.
One of the greatest challenges in working with client organizations is that senior leaders and top managers often are blind to their personal role in the dysfunctional symptoms that they hire companies like mine to help resolve.
Two successful companies arrived at two critical decision points. Only one recognized that they were at such a point. Only one of their companies is still in business.
One of the great joys for me professionally is when science and research finally catch up to what has been passed on and taught anecdotally for decades. While it has always made sense to me that managers, leaders , sales professionals and others who seemed to “read” others the best were the most successful, now there’s new research to back it up.
In 1943, renowned psychologist Abraham Maslow wrote a paper called, “A Theory of Human Motivation.” In it, he introduced his now-famous motivation model generally referred to as the Hierarchy of Needs. While intuitively seductive in its simplicity, research from the disciplines of anthropology and neuroscience has recently painted a slightly different picture of what truly motivates us.
For the past 20 years, I’ve immersed myself in the complimentary disciplines of organizational culture, group effectiveness and personal mastery. Because of the breadth of these topics, it became equally important to understand some of the basic tenets of psychology, anthropology and, more recently, the rapidly evolving field of neuroscience.