This article is an excerpt from Catalyst’s recent report, “The Day-To-Day Experiences of Workplace Inclusion and Exclusion,” which focuses, in part, on the effects of exclusion and, more importantly, what leaders can do and say to turn-the-tide. Catalyst is a non-profit organization and BlessingWhite partner, dedicated to creating workplaces where people representing every dimension of diversity can thrive.
BlessingWhite is proud to spotlight the work done in partnership with two of our clients – work that resulted in two recent 2016 Brandon Hall awards. In innovative leadership development and advance in employee engagement.
If your organization is concerned about the Baby Boomer exodus, the Gen Z arrival and is still struggling to understand Gen Y, it’s time to get some clarity. To understand them, it’s crucial to know a few, often misunderstood things about how Millennials approach their jobs and their career.
Without a strong middle, organizations will fail. And yet, organizations often do not spend budget or energy on developing it. There seems to be an assumption that a leader who achieves that position already has what they need to succeed, when in fact that is most often just wishful thinking.
Compassion is one of the most underrated leadership qualities today. It can propel motivation, performance, devotion and learning in profound ways. Compassionate leaders inspire people with purpose, hope, optimism and energy because, by nature of compassion, they resonate, empathize and connect more with others.
In a recent Google shareholders call, a small thing happened that has big implications. Google’s CFO, Ruth Porat, answered a question posed to her by a caller. In posing his question, the shareholder referred to Porat as “The Lady CFO” making a choice, consciously or unconsciously, to amend her title with a gender designation. Porat answered the question as articulately as any highly credentialed CFO of a Fortune 500 firm would do. And while perhaps there was nothing notable about her response otherwise, what happened in its aftermath is quite remarkable.
We know that engagement surveys alone will not impact engagement levels. The commitment must extend beyond the survey itself to clearly communicating the purpose of the survey and acting on its findings at work. Otherwise your employees will rightfully see the effort as inauthentic. In a world of survey overload, when it comes to employee engagement, do more than simply, “check the box.”