« 7 Ways Women Over 50 Can Overcome Ageism in the Workplace »
According to recent research by Catalyst, ageism is the most common form of discrimination in Europe. In fact, more than 44% of respondents interviewed in Europe and 64% of those in the United Kingdom reported their concerns about age discrimination. In the United States, 61% of workers at or over 45 have reported witnessing or experiencing ageism in the workplace…
Promoting leadership diversity: a new corporate imperative
Leaders typically come from a narrow set of backgrounds, i.e. able bodied, cis-gender, heterosexual men from dominant ethnic, religious, social and economic backgrounds with traditional forms of talent. With the international democratisation of education, talented people now come from widely diverse backgrounds. While we have seen a gradual increase in proportions of women in leadership positions and the emergence of leaders from other atypical backgrounds, leadership emergence has not caught up with the stellar demographic changes and diversity in the talent pool. I outline below what organisations could do to release this untapped potential and support the emergence of leaders from atypical and diverse backgrounds…
Self-Investigation Leads to Better Remote Management
Perhaps some of us would like to change the current state of the world – 2020 threw everything we’ve known upside down and gave it a good shake. What’s still here? Well, if nothing else, you are. You’re here and you’d still like to be a great leader, in a wildly unpredictable time.
Leading at Arm’s Length
Crises are accelerators. In the case of coronavirus, it has sped the move to remote work and distributed teams from emerging trend to established reality. While the mechanics were forced upon us quickly; the adjustments to leading and managing have proven more difficult to navigate. Managing is about the projects while leading concerns the people. Take care of the people and they will take of the projects.
Leading through Crisis: Creating Shared Purpose
Even as many of us adapt to working remotely, these constant uncertainties cause stress and anxiety, which make it harder to be creative, motivated, and engaged at work. So what’s a leader to do?
The Most Effective Methods for Remote Team Management
The past seven months have shown us what remote work can accomplish when it’s taken seriously. In March, thousands of companies began operating remotely in a matter of days. And seven months into this, about 80% of CEOs say they expect a more widespread remote workforce as a result of the pandemic, according to a PwC survey on post-pandemic business operations…
Maintaining a Positive Leadership Impact
The past several months have been tremendously challenging for women in management positions. Without a clear model for leadership excellence at the workplace…
What are the critical leadership competencies needed in this time of crisis?
Considering the combined pressures of a global health crisis, civil unrest, and an economic free fall, it’s safe to say that nearly all of us are operating under some level of stress or worse, duress. When we humans are in an anxious state, we don’t behave or react as we normally would. Further, what we want and need from our jobs, bosses, and organizations shifts. As you consider how you might shift your leadership style and habits at this time, start with this question: What is important right now?