It certainly makes for a compelling title, yet when I read on, what I hear is that people responded poorly to a woman making a “joke” that essentially reiterated that same old thinking that women are not as smart or capable as men and that married women have to “ask their husbands” about everything they do.
To me, that’s not at all surprising. I’d have to see the rest of the questions and more detail about the research design to believe that this headline is really accurate.
Sometimes, people move on. It’s a fact of life, but when an integral and well-liked member of the team moves on, it can create a lot of conflicting emotions. In this Harvard Business Review article, Liane Davey discusses how to handle this situation in a way that helps both you and your team members, as well as making the transition process easier for your departing employee.
In our shifting economy, startups and gig work are getting more and more common, but so are the misconceptions. David Jolley tackles some of these common misconceptions and myths about gig economy and how it relates to our culture of business and work, today.
Here’s a guy who spent eight years measuring brain activity while people worked in order to identify the components of workplace culture that make work an adventure. This was preceded by a decade of doing laboratory studies to understand the brain basis for effective teamwork. Find out the two things that most make a difference here:
What’s the point of networking if not to get other people to like you? The reason why all comes down to emotional intelligence, the set of skills and qualities that allow people to form deeper, closer relationships with others.
You may be closer to the beginning of your career than the pinnacle, but that doesn’t mean you can’t think about the future. And if you aspire to be a CEO someday, you may need a particular set of skills. What are the skills and attributes that you need to have or need to develop in order to be “CEO material?” Here, Fast Company interviews three experts, (one who’s an old friend and coaching school classmate of mine), about that very question.
What’s the best way for a new hire to start making connections in an organization?
Research on 40,000 people shows that the most effective strategy is not broad outreach or relying on a mentor to make introductions but instead a more selective, less superficial initial approach, followed by diversification beyond the two-year mark.
Take a look at this Harvard Business Review article for more detail: