Tag / consulting
You block time on your calendar for a yoga class, lunch with a friend, or even a tech Shabbat. But how often do you cancel it due to what seems a more urgent work demand? Recent research from Boston University and Harvard Business School faculty shows that with the unrelenting pace and volume of work, setting and keeping boundaries has never been more challenging — or more important.
As a leader, you have an opportunity to model behavior in a meaningful way and facilitate appropriate boundary setting for your team members and your organizations’ employees. This is necessary even if setting and keeping boundaries is an area you struggle with yourself.
I understand the challenge. As an investment banker at Goldman Sachs in the 90s, work came before everything else. To the firm, I was the “ideal worker” — a phrase sociologists use to describe a problematic archetype of a fully committed employee with no personal “entanglements.” I was single with no children, and had almost unlimited ca..
One of the mistakes CEOs often make with their diversity efforts is assuming everyone shares their goals. In my experience — consulting on gender with hundreds of companies — this is rarely the case. Leadership teams are usually not aligned on gender issues and objectives. And if they’re not, you can bet the rest of the organization isn’t either.
Gender balance is not a generally accepted goal. If you think it is, you haven’t been listening. Leaders need to acknowledge this — and meet people where they actually are.
For recent evidence of this, look to Google’s firing of James Damore. The software engineer sent a lengthy written commentary around the company, characterizing Google’s efforts to create a more gender-balanced workforce as an ideological crusade. The lesson companies should learn from this is simple. If you don’t engage with your “in-group,” their frustration and emotions will come out in the only space they feel is available to them: online, at the water cooler, in your..
Several years ago, I started getting regular consulting requests from companies seeking help managing Millennials. When I asked what they were struggling with, I heard comments similar to these:
“Millennials don’t seem to care about the work or the company. They will let us train them and then quit the following week for a job for more money.”
“Millennials don’t understand the meaning of work — they want rewards without having to do the work to earn them.
“Millennials only want time off for vacation. That seems to be all they care about.”
As a college professor, I teach Millennials. These complaints didn’t seem to describe the students I knew. They were hardworking, with internships and jobs outside of school they seemed to value. In fact, when I asked them about what they found meaningful in work, Millennials had plenty of answers that weren’t just about money and leisure time.
This got me thinking: Maybe the problem is not that Millennials don’t value meaningful work. Maybe the..
A strange thing happens just before mile marker three in the London Marathon. With approximately 40,000 runners participating in one of the world’s largest charity fundraising events, crowd control necessitates that there be three different starting points. Just before the three-mile marker, these three different routes start to merge onto a single course.
As the different routes start to converge most of the runners start to cheer as they are meeting comrades to join in what remains of the grueling, 26.2-mile journey. However, many of the runners start to boo the runners who are from a different color starting group. All are amateur runners participating in the same race and for fairly similar reasons. For a very short time only, and pretty much by random, they have been separated into different starting positions and assigned to a red, blue, or green group.
The competitive nature of some participants is so high that this random color assigned is enough to evoke an identity. We esse..