Workplaces Good for Women Are Good for Everyone Say Harvard Gender Experts Ammerman and Groysberg
On 04/07/21 at 6:00 AM EDT
Harvard gender equity experts Colleen Ammerman and Boris Groysberg analyze why the gender gap persists for women in management despite women s significant advances in college education and the workforce in general and what to do about it in their new book, Glass Half-Broken: Shattering the Barriers That Still Hold Women Back at Work. In this wide-ranging Q&A, they share their thoughts on the effects of the pandemic and the #MeToo movement on women at work, what s most important to shatter the glass ceiling and why gender inequality in the workplace is as much a concern for men as it is for women.
Inside CEOs Pandemic Worries: Uncertainty, Employees, and Kids
Inside CEOs Pandemic Worries: Uncertainty, Employees, and Kids
by Gamze D. Yucaoglu, Robin Abrahams, and Boris Groysberg
04 Feb 2021|by Gamze D. Yucaoglu, Robin Abrahams, and Boris Groysberg
Boris Groysberg and colleagues peer into the minds of 10 global CEOs trying to steer their businesses through the upheaval of COVID-19.
Responding to COVID-19 in early 2020 was an exercise in crisis leadership. In 2021, the pandemic feels like a painful marathon that will never end.
The rapidly spreading virus forced a precipitous shift to remote work at many companies, complicating matters for businesses that rely on face-to-face contact. While some businesses have boomed amid demand for videoconferencing and collaborative technology, the CEOs of other firms will likely face difficult decisions, if they haven’t already.
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How Small C Change Can Beat Large-Scale Rebuilding
How Small C Change Can Beat Large-Scale Rebuilding
by Boris Groysberg, Sascha L. Schmidt, and Sebastian Flegr
13 Jan 2021|by Boris Groysberg, Sascha L. Schmidt, and Sebastian Flegr
Many business leaders are convinced that large-scale change is necessary to bounce back from difficult times. But a professional soccer team s surprise success shows that smaller measures can work better, write
Boris Groysberg and colleagues.
Even as COVID vaccines begin early deployment, pressure on leaders continues to mount to engage in “Big C” change: rapid course corrections through job cuts, recruiting a fresh management team, and redesigning roles and responsibilities to score quick wins.
Practice Mindful Kindness
There are two components of mindful kindness:
1. Consideration and action regarding the social conditions, practices, and policies that prevent employees from finding the good in human nature.
2. Random acts of kindness conducted in mindful ways that are sensitive, inclusive, and equitable.
Both of these components focus on treating everyone with mutual care and respect:
·   Practice honesty with consideration. Brutal feedback is not kind. Be clear, direct, and compassionate.
·   Show you care with unconditional acceptance. While you might not like or accept certain behavior, separate the action from the person.
·   Step through fear to do what is right, right now. Be courageous, and practice justice and compassion for all.