Research and Resources
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In January 2020, when we had only vague and incomplete information on a new strain of virus, The Economist published a column entitled A Manager’s Manifesto for 2020: Eight Resolutions to Adopt in the New Year. It highlighted many wise practices and behaviours we knew about but which the authors thought we might pay special attention to, e.g. “give out some praise”, the “buck stops with you”, “listen to your staff” and similar important reminders.
Think of the last time you questioned how much you trust yourself – to make a tough decision on your own, to initiate a tough conversation, to admit you were wrong, to learn something new, or to simply be honest with yourself? Exploring your self-trust is what I call “inner work”, and it is foundational to your contribution to addressing one of the most critical forces of our time – creating a more diverse, equitable, and inclusive (DEI) workplace.
Understanding the impact of hot skills on one’s business model and organizational capabilities can be both a challenge and an opportunity and, if not done thoughtfully and carefully, can result in a number of HR and economic risks. Knowing what hot skills are in this day and age, how they should be managed and compensated, and the risks and implications of ineffective choices for both one’s hot skill employees and broader workforce have become a critically important HR strategy issue for many employers.
With recent social movements and the emergence of complex and highly profiled workplace conflicts, there has been increased awareness of organizations’ responsibility to foster safe, diverse and inclusive workplaces. Organizations large and small have taken action to strategically learn about and implement inclusive policies and practices in order to both enhance employee engagement and foster positive organizational culture.
Prioritizing diversity and inclusion efforts has immeasurable value. Workforces that have diversity of thought, perspectives and ideas are better able to solve problems creatively and collaboratively, and diverse and inclusive organization are more likely to achieve their goals.
The pandemic and transition to working from home has forced leaders to change the way they interact with their employees. How do you build trust and relationships while working virtually?
Like many people, my life changed significantly overnight in mid-March. Suddenly I was working from home – exclusively. Among the many changes from this, my commute went from 60 minutes a day to approximately 60 seconds a day to the “office” (including grabbing a coffee on the way). With this excess capacity and time, after a few sleep-ins (comparatively 08:00 a.m.), I decided to use this time productively for mental health (reflection, planning, introspection and improvement).
How do you define trust? How do you describe what trust means to you? Ask ten people and you will likely hear ten different responses. Because trust is personal. Our past experiences with building, keeping or losing trust really shape how we define trust. For me, I define trust as having the belief that someone, or a company, will do what they say they will do and in with my best interest in mind. A tall order?
As a leadership coach, I regularly reflect on the approaches which support the essential relationship between the client and coach. Something that allows these approaches to work more effectively is an overarching mindset of humility, a mindset that applies to both the client as well as the coach. I do want to be clear that ‘humility’ for me does not imply weakness, nor is it the opposite of a tough-minded approach to supporting a client in his or her developmental goals. Rather, it implies a respectful environment that recognizes that the most appropriate coaching relationship is one in which client and coach work on strategies, plans and actions that will result in positive impact.
ABOUT OUR PRACTITIONER-ORIENTED RESEARCH
Our research includes a variety of activities that complement our programming. Through surveys, interviews, and articles, we aim to communicate trends in the HR and LR fields.
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