Gender mix, equal opportunities, parity or equality ?
Gender performance: a solution to the glass ceiling?
While diversity in business is often presented as a lever for performance, inequalities do persist. According to a study by BCG, startups founded by women are 30% less likely to receive support from investors…
Why collective intelligence needs diversity
It is difficult to talk about intelligence without mentioning the collective. And for good reason, Professor Émile Servan-Schreiber stresses that intelligence is inherently collective: “We know now that no form of intelligence functions in isolation…
Blurring: can we really separate work and home?
We’ve been talking about work–life balance for years; and more recently, about the right to disconnect. But is it possible to draw a clear line between our professional and personal lives anymore? Isn’t the blurring of boundaries between work and home the very marker of modern lifestyles?
Let’s take a closer look at what could be not just a passing trend, but a genuine anthropological shift.
Self-coaching: 3 tips to get the most out of your vacation
Phew! Vacation time is here. Or it’s just around the corner. And you’ve earned it. More than that, you need it! Because time off isn’t just a treat….
Have you ever been on workation?
When you’re facing a crisis, dealing with a tense situation, or even overthinking something small, everyone knows it’s best to try and let go. But how do you actually do that? How do you admit that you can’t control everything….
« 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…