How microaffirmations flip microaggressions for a better work culture

For those seeking to create a more diverse and inclusive workplace, “microaggressions” has become a point of focus. The word refers to the multitude of little ways in which we ignore, diminish, or insult people who are different from ourselves, either consciously or unconsciously. It’s an uncomfortable word, because it challenges us to take a hard look at how we treat others, acknowledge that we are not as accepting and open-minded as we would like to believe, and do the work to change our problematic behaviors.

navigating workplace conflict

Navigating workplace conflict in 9 steps that calm emotions

Navigating workplace conflict is tricky even when you’re not conflict-averse. In my case, I come from a family where open conflict was almost unknown — we muttered politely behind each other’s backs. When I entered the wider world, I discovered most people were not so constricted in their expressions of frustration and anger. It took me a while to learn conflict resolution techniques that landed me somewhere between domineering rage and silent submission.

bystander intervention training

Bystander intervention training to end sexual harassment at work

As business leaders confront the #MeToo crisis, many turn to sexual harassment training. It seems like such a great idea. Let’s train people not to be harassers. Let’s train people not to be victims. Let’s train everyone how to respect boundaries and respond to reports of sexual harassment. If we train every single person, eventually we’ll get this problem under control.

Sadly, the facts about sexual harassment training are not so great.

Perfect Work Day

How to structure the perfect work day in 12 parts

Leadership consultants like me can spend all day teaching business leaders how to manage better. Usually, that means emphasizing the skills needed to successfully manage other people. And while those are certainly critical, I’ve been at this long enough to know that leaders can only manage others effectively when they have a foundation of managing themselves.

Hire for Diversity

Want to hire for diversity? Try looking like the talent you want to attract

Imagine a familiar scene: hundreds of talented job candidates milling about an enormous room. Lining every aisle are eye-popping displays from bold-name employers, Google, Boeing, Dow, The U.S. Army. Each booth offers “swag” — a mug, a Frisbee, a notebook, on and on — all acting as lures for people who want to talk with you about whether their company would be a good fit for you.

Bernardo Hees

3 innovation strategies from Kraft Heinz CEO Bernardo Hees — and how they apply beyond food

How do you rev up a huge, international company? How do you stay innovative in a traditional industry? How do you make brands relevant and exciting?

Bernardo Hees, CEO of Kraft Heinz, may have highlighted these three challenges in his talk at the Executives’ Club of Chicago, but they’re hardly unique to him. Many CEOs struggle to shake off staid processes and stimulate growth. It’s just that Bernardo Hess happens to be doing it at a company with $26.5 billion in annual revenue.

Extreme performance coaching

Extreme performance coaching: How to tell if you have an extreme job and what to do about it

Just about everyone sometimes finds his or her job overwhelming, but truly extreme jobs are exceptional in their demands on your time and your energy.

These jobs can be highly stimulating, satisfying, and lucrative. But they can also lead to health problems, relationship issues, and emotional burnout. If that’s sounds familiar, here are some key elements to help you determine if your job is extreme:

annual performance reviews

Annual performance reviews still have value — if you know what to do

The annual performance review is dead — or so some writers would have us believe. Many companies are looking for better ways to provide employee feedback, evaluate performance, and calculate raises and bonuses. I first wrote about the drawbacks of performance reviews five years ago. Recently, Grant Levitan of RHR International wrote a good summary of the shortcomings of the annual review process.