Managers under the spotlight as survey uncovers knowledge gaps

first_imgSenior European executives and managers will be the subject of aninvestigation into the generational differences among organisational leaders. The study – Emerging Leaders: Revolution, Evolution or Status Quo – run bythe Center for Creative Leadership (CCL) is the second phase of a globalresearch programme. Phase one looked at values and behaviour among three generations of managersand leaders, mainly in the US. Though some real differences emerged – older people are more likely to bemarried and higher up in organisational hierarchies – there were manysimilarities. Almost all the sample in phase one believed they were contributing to societyin their current jobs, trusted their organi- sation to keep its promises andbelieved that they would be developed as employees. However, the younger the respondent the stronger the belief that you shouldonly stay at an organisation for as long as it was personally useful. Youngerrespondents also believed that career advancement within a company was based onskill at office politics. The research also revealed that younger managers are also more likely toexpress difficulty in working with or managing people from older generations. CCL project leader Jennifer Deal said: “The findings of phase onereveal that many deeply held beliefs are based on myths. Values, such asrespect and ambition, seem to be the same across generations, but the way thosevalues are demonstrated may be very different.” Kim Lafferty, UK manager for CCL, said understanding the generationaldifferences could help companies and other organisations plan for succession,retain valued employees and provide the most effective training. For further details and to participate in the research project, visit thewebsite.  http://eleaders.ccl.orgBy Mike Berry Comments are closed. Managers under the spotlight as survey uncovers knowledge gapsOn 20 Apr 2004 in Personnel Today Related posts:No related photos. Previous Article Next Articlelast_img read more


Everybody wants inclusion … so why are we so polarized?

first_imgThis is placeholder text This post is currently collecting data… As we watch the dust settle on the 2020 Presidential election, I am hyperaware of the extreme polarization that exists in America and in our workplaces. Over the past eight months, I have studied and written on the impact of Covid-19 on inclusive workplaces. It involved looking at the necessity of credit unions to provide remote work options, acknowledging the need for managers to be intentionally inclusive during uncertain times, and exploring how Covid might impact women’s professional gains and what employers could do to help.As the year has stretched on, my research and work with clients has piqued my curiosity even further about an increasing sense of polarization and the realization that the workplace is not free from this division—despite so much recent attention on Diversity, Equity, and Inclusion.Just looking at one current event—the Presidential election—the potential for division in the workplace is apparent. A 2019 study from the Society of Human Resources Management found that 42% of respondents personally experienced political disagreements in the workplace, and over one-third do not feel their workplace is inclusive of differing political perspectives. If we are hoping this gets better after the election, we might learn from 2016: An American Psychological Association survey showed that after that election, American workers experiencing negative outcomes related to discussing politics at work rose from 27% to 40%, reporting issues like reduced productivity and increased hostility. Why—despite increased awareness of the value of inclusion and understanding others—are we still so polarized? And, many of you may be asking, why must organizations shoulder the burden of helping people overcome this division? Possibly, the answer lies in the necessity of building trust in the workplace. As humans, we have evolved to survive; however, most of the time the target audience of my writing—organizational leaders—are more likely focused on thriving rather than surviving. Day-to-day, there are few fight-or-flight triggers and very little need to be surrounded by a tribe of likeminded individuals keen on preserving our way of life.At least it was that way until a global pandemic pushed the population into a survivalist mode and a scarcity mindset. In March 2020, the world became very dangerous. Others’ decisions and attitudes threatened lives and livelihoods. There was scarcity—of protective equipment, of toilet paper, of food, and of time as people attended to work and remote learning and emergency preparedness. In a place of scarcity, people become defensive, working to protect themselves, their families, and their way of life. When their ideas for protection are threatened by other ways of thinking that contradict their carefully crafted survival strategies, the response is defensive. It drives a strong sense of us vs. them thinking, defining the other as a dangerous threat. This idea of the “other” has been a long-standing obstacle to inclusion. Understanding the “other” (and the reality that to someone, each one of us is the “other”) is a key reason that effective workplace DEI integration strategies start with work that expands personal awareness of what has shaped individuals. Today, rather than understand the “other,” many people are able to simply avoid the threats of “others,” though. There is no need to engage in meaningful conversations with people who think differently than us. We unfriend, unfollow, or change social media platforms if we don’t like what we are hearing. We find another news outlet, another church, another friend if our beliefs aren’t confirmed. This year, especially, interactions have been limited due to Stay Safe Stay Home orders and other elements of social distance. When you add this shrinking world to an on-demand media menu, people live more tribally than they have in generations, intentionally surrounding themselves only with those who support their personal beliefs, avoiding interactions with those who threaten their ideals.Until they go to work. The workplace may be one of the last places in the country where people are required to interact meaningfully with people who might not share their own perspectives. At work, 100 Million Americans are engaging with one another without the option of unfriending or unfollowing if values do not align.The workplace requires a sophistication of communication that is honest, respectful, and learning-focused. An environment that encourages political correctness or assimilation—instruction to employees to “go along to get along”– will not help your organization arrive at a place of authentic inclusion. It will not build trust and candor that results in better innovation, collaboration, and service to members. At work, employees must overcome their tribal instincts and collaborate with people who have different perspectives, ideas, and frames of reference. As a leader or DEI Champion in these times of fear, uncertainty, and scarcity, this is what you are up against. You may find yourself trying to expand trust in a workplace where your team members’ instincts are telling them to protect and preserve their own survival. As you work to build an inclusive workplace where people can come together and listen to different perspectives, you must first create a sense of safety that allows people to lower their defenses. Understanding the scarcity mindset many people are in right now makes it more important than ever to do the work, dedicating the time and energy and attention to persistently and consistently creating a place where your team members receive the message that they are safe, that they are valued, and that your interest in inclusion is authentic and for everyone.  If your organization is working to build a culture of trust, I recommend the resource, “Safe Enough to Soar: Accelerating Trust, Inclusion, and Collaboration in the Workplace.” It is a great starting point for any leadership team to assess their organizational readiness, and to serve as a foundational guide for organizations ready to dig into the work of creating inclusion.  If you would benefit from support in moving your organization to a place of inclusion, Humanidei is here to help.center_img 5SHARESShareShareSharePrintMailGooglePinterestDiggRedditStumbleuponDeliciousBufferTumblr,Jill Nowacki Jill Nowacki started her career with credit unions in 2001. She has taken on leadership roles at credit unions and state and national trade associations. Now, she uses her experience … Web: www.humanidei.com Detailslast_img read more


West Brom boss Tony Pulis hopes to move on from Saido Berahino saga

first_imgBoss Tony Pulis hopes the Saido Berahino saga is over after the striker made his West Brom comeback. A forgettable 0-0 draw with Southampton saw the 22-year-old return after his strike threat following a blocked move to Tottenham on deadline day. He failed to shine, though, as the Baggies had to settle for a dull draw at The Hawthorns. Berahino had missed the last three games with Pulis concerned about his state of mind during the saga as Albion rejected four bids from Tottenham over the summer. He threatened on Twitter never to play for the club again b ut after many home fans sung his name, despite some booing, Pulis wants to draw a line under the affair. He said: “I’m pleased he had such a great reception, that’s wonderful and it shows the quality and the depth of our supporters to have given him such a reception. “He’s a young boy. He’s made mistakes and everybody in this room has made mistakes in their life. “What he’s got to do is learn by them, move on and make sure he doesn’t make them again. “I just hope and pray he does that because he is a talent. “When we brought him on in the second half you saw glimpses and bits and pieces of what he can do. “I was not surprised by the reaction, n ot from this crowd. T he crowd here have been wonderful, absolutely wonderful.” Callum McManaman felt he should have had a penalty in the first half after going down under Matt Targett’s challenge but Albion failed to seriously test Maarten Stekelenburg. Jay Rodriguez wasted Southampton’s best opening, in a game of few chances, when he headed wide from six yards in the first half. But Southampton kept their third straight clean sheet with new signing Celtic Virgil van Dijk impressing on his debut. Boss Ronald Koeman said: “Virgil was in my opinion impressive. He looks very comfortable with his new team-mates and good in defending and we know also one of his qualities is in his passing from the back. He played perfectly today. “That’s positive (clean sheets), because in my opinion it starts always at the back and a clean sheet normally makes a winning game. We have to realise that we have to create more. “I think the best chance maybe was in the first half for Jay Rodriguez, and we were not good enough in the final part in attacking, not clinical enough. Sometimes we make too difficult choices in our final pass. If you can’t win, don’t lose.” Press Associationlast_img read more