Each of us has several values, and when one or more of them are not being satisfied, we are (sometimes unknowingly) unhappy. What it all boils down to is this: In the context of feeling fulfilled in our careers, are we working for spare change or are we making a true investment in our lives?
With the busy holiday season upon us, it is easy to get caught up in the long list of things that must be accomplished in order to make your celebration a success. Amidst the hustle-and-bustle of the season, it can be hard to step out of all that needs to be done and capture the magic of the season—to find a moment to truly connect and be present with friends and family. This ability to accomplish, to be competent, while balancing the desire to connect with others in meaningful ways repeats itself in the daily challenges of leaders. The reminder for us to balance both “getting it done” with “finding the magic” during the holiday season is something good leaders strive for every day of the year.
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.
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.