You’ve checked all the boxes. You’ve graduated from the right college, held the right internship, flourished in the right graduate program, and landed the right job at the right company. You’ve followed the path that everyone else told you would be the one to lead to success — to your dream job — only to find that your dream job doesn’t feel so dreamy after all.
The good news is that you aren’t alone. Across each generation, the realization that success hasn’t brought with it the expected happiness has created a zeitgeist moment where conversations about purpose, fulfillment, and satisfaction reign supreme. In fact, a 2015 study by Gallup showed that only one-third of the American workforce feels actively engaged in their work.
Each generation is experiencing its own work identity crisis, trying to determine why their work isn’t working for them. Millennials — social media natives who have never lived separate lives at work and at home — don’t look for work-life balance, but rather work-life alignment, where they can be the same person, with the same values, at home and in the office. Boomers are turning the standard retirement age of 65 at the rate of 10,000 per day, but are not ready to put their hard-earned toolboxes on the shelf to gather dust. One-third of Americans over the age of fifty —nearly 34 million people — stated that they were seeking to fill their time with some professional (paid or unpaid) purpose beyond just the self. GenXers, finding themselves caught between raising children and nursing aging parents, are looking for work that contributes to managing these demands rather than working against them.
While these generations may differ in terms of what’s most meaningful to them, across each generation, meaning matters. Continue reading →
The Senior BPS Sales Executive is responsible for achieving profitable sales growth by managing/closing multiple sales campaigns using deep sales process and offering or product expertise within a complex market or emerging market/white space. The role report to the SVP & Strategic Business Unit Head and is focused in Life Sciences
Responsibilities: Grow the Business: Drives sales opportunities to closure – increasingly selling a mix of defined solutions/extensions and new offerings or products into white space; wide range of service group offerings and deal structures
Develop Key Relationships: Develops strong relationships with key client buyers: the Divisional head/C-Suite level; client decision making spanning multiple layers of organization.
Services offered: We offer strategic Business Process as a Service (BPaaS) solutions that are tailored to help our customers across industries to run, change, and grow their businesses, while enhancing the end-user experience across channels. Continue reading →
by Shannon G. Taylor Donald H. Kluemper W. Matthew Bowler Jonathon R. B. Halbesleben
Bad behavior at work can have very real consequences. People who experience workplace rudeness, for example, report lower engagement, suffer more mental and physical health problems, and are more likely to burn out and quit their jobs. And nearly all of us are affected by rudeness and other types of workplace misbehavior, like interrupting and exclusion: Estimates suggest 98% of employees are on the receiving end over the course of a year.
Given bad behavior’s prevalence and impact, surely leaders take reports of it seriously, get the facts, and punish offenders, right? Some scholars have noted that, when information about misbehavior surfaces, savvy leaders know better than to blame the messenger. Unfortunately, our research paints a picture that is much bleaker.
We set out to investigate how people in positions of power view victims and perpetrators of workplace misbehavior. We first studied an organization that operates a chain of casual dining restaurants. We gave each employee a list of the names of every other employee who worked in their restaurant, and asked them to report who they were rude to and who was rude to them. We then asked managers to evaluate the behavior of each employee. Across the five restaurants we studied, 149 of the 169 employees (88%) and 13 of the 14 managers (93%) participated. Notably, those employees who reported being victims of rudeness were largely perceived by their managers as perpetrators of rude behavior. And the employees who were reported as being rude to others weren’t seen that way by their managers under two conditions: they had a tight relationship with the boss or were high performers. Continue reading →
By Helen Pitcher OBE, Chair of Advanced Boardroom Solutions
With more women as board chairs, business can better serve society.
Companies should benefit all their stakeholders. This is increasingly on the minds of regulators, activists, politicians, pension investors and individuals of this world. As Larry Fink, Chairman and CEO of Blackrock, wrote in his 2019 Letter to CEOs, “society is increasingly looking to companies, both public and private, to address pressing social and economic issues”.
If we want boards to deliver benefits for a wider stakeholder group – and stop focusing on short-term profits – we need to shift the dial on women becoming chair of these boards. Failing that, the corporate landscape won’t change.
While there are excellent male chairs, too many are products of the old boys’ network. These men pay scant attention to their increasing accountability towards stakeholders beyond their shareholders. In the United Kingdom, the days of the Financial Reporting Council (the watchdog for auditors, accountants and actuaries) are now numbered after it was embroiled in one controversy too many.
Why more women chairs is a game changer
McKinsey & Company has a long history of published reports that have established the business case for diversity. Organisations with greater gender diversity outperform others, typically have a healthier risk profile and make better investment decisions. All of this generates greater client and customer satisfaction.
Based on peer-reviewed research, surveys and anecdotal evidence, we now know what makes an effective board chair. Beyond the obvious group of traits including integrity, personal strength, courage and intelligence, the critical skills are:
an ability to influence others without dominating
an engaged vision of the future
strong emotional intelligence
If we schematise the skills of an effective chairperson, it may look like this:
At the base of the pyramid lie the rules-based, measurable hard skills. While they are necessary, they can be taught and learnt.
At the top of the pyramid, we find the intuition-based soft skills that require a high emotional quotient (EQ). Those skills can only be developed through experience, practice and internal focus.
EQ & soft skills are more often associated with women than men. Though differences between ‘feminine’ and ‘masculine’ traits have little bearing on the attributes of individual men and women, research does not support the notion that men are somehow better suited to the chairperson role.
It should be clear that women are just as capable as men in directing and chairing our companies. Furthermore, they have as much right to succeed, and fail, as their male counterparts do. Our reservoir of chair talent is not so great that we can afford to ignore 50 percent of the potential candidates.
Time to accelerate the pace of change
As the leaders of our companies are called upon to strengthen their engagement with society and all stakeholders, we need to better understand and articulate what a chair role entails. The “job description” must move beyond the domineering CEO stereotype, with its descriptors of drive, ambition and ruthlessness.
The soft skills of facilitation, collaboration, listening, synthesising, defusing conflict and ensuring consensus are the hallmarks of a successful chair. At the other end of the spectrum, directive, overly assertive and antagonistic are the traits of an ineffective chair.
By acting as role models, women chairs can provide additional societal benefits. For instance, they can act as a driving force for empowerment and to promote the inclusion of a broader talent pool. In the UK, advocates of increased acceleration of women in chair roles are multiplying. They include existing female directors, the Women on Boards network, the International Women’s Forum (IWF), Men as Change Agents (MACA), the Confederation of British Industry (CBI), the Institute of Directors (IoD) and the 30% Club.
While the positive pressure for more diverse boards does show results, the action on women chairs is far behind. Too many active resistors – including old-style chairmen and nomination committees – continue to reinforce the false idea that chairs must have at least a decade of board work under their belt. Head hunters tend to say that female chairs are difficult to find, repeating a narrative they used before national targets were established for women on boards. The statistics show this is not true.
Stopping the erosion of trust in business
We need a strong push to free boards held hostage by reductionist thinking. According to research by INSEAD Professor Stanislav Shekshnia, only 20 percent of boards in the UK will be women-led by 2027. This is not enough. It is time to take action to accelerate the acquisition of more female chairs, right across the public and private corporate environment.
In the UK, the new Combined Code with its cap of nine years of service on a single board will create more churn. Investment companies must start asking mediocre chairmen to step down. Women need a greater number of enthusiastic sponsors and more board-level development. I challenge more female directors to aim for the top role.
Having more women chairs will help rebuild the trust in our corporate environment and foster businesses that deliver performance mixed with social and environmental benefits. It may just be the key to a new era of sustainable long-term profit.
The percentage of companies that report being data-driven is shrinking. According to a recent survey, 31% of firms surveyed say they are data-driven. That’s down from 32.4% in 2018 and 37.1% in 2017.
Meanwhile, 87.8% of executives report having a greater urgency to invest in data-driven initiatives. So, marketers are talking more about data, but we’re losing confidence in creating a data culture. The same study showed that 93% identify people and processes as obstacles to forming a data culture.
I find that this is true in both the commercial and nonprofit spaces.
Nonprofits have historically been resource-deficient compared to their commercial peers, anchored by public perceptions of overhead and waning trust in philanthropy. Add to this a trend of weakening retention of those who contribute to nonprofits, and data regulations such as the General Data Protection Regulation (GDPR) and the California Consumer Privacy Act (CCPA).
Now is the time for nonprofits to commit to forging a data culture, which starts with instituting a data governance construct. Here’s how:
1. Stop talking about big data. In fact, wipe out every data-related buzz term from your conference rooms and planning meetings. If you ask me, there’s no greater buzzkill to strategy than buzzwords.
2. Consider data your biggest business asset. For nonprofits, this means the data you have on those who have engaged with you — volunteered or donated — is central to your organizational value. This asset can help you to centralize data governance to strategically drive marketing efforts.
3. Create a data strategy task force. If you’re going to create a data culture, you must first seed the culture among key influencers. Start with a cross-functional team that can work together to build shared practices for data.
4. Identify your data management practices. Many organizations do not have documented data management practices or business rules. Instead, the rules live in a single employee’s documents or, even worse, a single employee’s head. Proactivity in identifying data management practices will help you break down silos and extend the shared practices so that everyone owns the processes and approach.
5. Build a road map for data management optimization. With documented practices built collaboratively, your task force will also likely identify areas of need. Support their work by putting resources against the areas of need. In other words, reinforce the commitment to data culture by funding optimizations that are well-planned.
6. Make data strategy the hero. Avoid common pitfalls for strategic planning, like founder’s syndrome, “we’ve always done it that way” thinking and pigeon-holing data as a function of your IT team. When data strategy is the hero, strategic planning includes a collaborative discussion on what data you’re going to measure, where you’re going to store the data and how you’re going to use this data for future marketing efforts.
7. Share. Workplace culture includes company vision, values, norms, systems, symbols, language, assumptions, beliefs and habits. If your pursuit and goal is a data culture, simply put the word “data” in front of each of those elements: data values, data norms, data symbols and language, data habits. This isn’t a one-time side project. Forging a data culture is an iterative, behavioral commitment that requires constant collaboration and sharing.
There are plenty of resources to help you on your journey to forging a data culture. A few of my favorite resources include the Nonprofit Technology Network (NTEN), which offers a free benchmarking assessment (RKD Group is a member of NTEN); Bloomerang, which offers free resources ranging from webinars to guides to help steer nonprofit data management practices; and content by Tom Davenport and members of the Stanford Social Innovation Review team that regularly offers insights about data, analytics and innovation in nonprofit marketing.