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  • Dealing With Workplace Intimidation? Here’s How to Fight It | Entrepreneur

    Dealing With Workplace Intimidation? Here’s How to Fight It | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Workplace intimidation is alive and well. Whether working remotely or on-site, employees continue to experience high levels of intimidation, often resulting in an environment made up of toxic behavior or bullying.

    The Workplace Bullying Institute (WBI) estimated that more than 48.6 million American employees experience some form of bullying at work. Additionally, the WBI survey found that around 30% of working adults have ongoing direct experience with bullying in the workplace, an increase of 57% between 2017 and 2021.

    While some business leaders might feel that being more assertive — or oftentimes, intimidating — will bring out a more submissive attitude in their employees, it often results in a working environment that is toxic for everyone and can lead to greater employee turnaround or lower productivity.

    Related: How to Deal With a Workplace Bully

    Bullying vs. intimidation

    Although the two terms might be closely related, for employees it’s important to differentiate between both and know how to act upon them when they are confronted with this sort of behavior.

    Bullying is often considered an act of domination. This is usually through using threatening gestures, whether it’s verbal, non-verbal, physical or even physiological.

    On the other hand, intimidation is defined as a deliberate act of frightening a person into doing something. This could be an employer threatening one of their employees with their job or withholding their wages if they are unable to finish a certain task or project, or do not agree with what they are being told to do.

    The lines are often blurred when it comes to differentiating between being bullied or intimidated. Nonetheless, in the modern workplace, professionals consider intimidation as a form of bullying, which can harm their performance and their relationship with their peers.

    Creating room for improvement

    Taking control of bad or negative workplace behavior is never an easy challenge, and confronting a person on their actions can often result in even more uncomfortable situations for employees, managers and employers.

    To put things into perspective, nearly 60% of American employers tend to react negatively when they find out that bullying is being reported in the workplace. The result is that perpetrators often don’t see the consequences of their actions, which in turn creates a sense of fear among those in the workplace.

    However, this creates a lot of room for improvement, and for employees that encounter bullying or intimidation regularly, there are ways they can reclaim their workplace relationships and take more action to hold their perpetrators accountable — even if it might be their boss.

    Related: Bullying Doesn’t Just Happen in Schools. Here’s How to Turn a Workplace Culture of Bullying to a Culture of Innovation

    Acknowledge the reality of the situation

    Take note of when intimidation occurs and realize that it might not be just a person’s personality or a clash of opinions. This is important both for employees that experience it or perhaps managers witnessing this behavior among team members.

    Make clear distinctions on whether or not a person is deliberately going out of their way to make other colleagues feel scared, threatened or uncomfortable. An action that is repeated multiple times shouldn’t be considered a coincidence, but can rather be seen as a choice to act in a certain way.

    Identify when or where it takes place

    Intimidation can be a physical threat or even something that might occur in an email or other forms of communication. If you become aware of when and where this might have taken place, you can start to take more note thereof.

    Make sure to keep a record of this, either on some notes on your phone or on a separate email account that is not linked to your work. Include as much information as possible, who was involved, what was being said and whether or not the issue has been resolved.

    Have an open dialogue

    Often employees tend to feel intimidated by things they don’t know, whether it’s having to deal with group projects, new programs or even a new colleague. Simply raising specific points with a person in an open dialogue can help resolve a lot of issues.

    If you can understand a person’s point of view and what they expect from you — in this case, either a manager or employer — you will get a better idea of where you need to make possible improvements or adjust your understanding going forward.

    Don’t directly accuse any person of being intimidating or call them out on their behavior. Rather see whether or not it’s possible to resolve the underlying conflict.

    Take action when needed

    Employees and teams need to know when to take action and what their options might be. Employees need to assess their options, whether it’s talking to a colleague, their manager or even HR. The same goes for those in upper management roles.

    Additionally, if an employee is being intimidated or bullied by a fellow peer or their manager, approach them in private and see whether or not you can assist them. Always use the available channels you have available to resolve any confrontation before it transcends into bigger problems.

    Evaluate workplace policies

    Most organizations will have policies in place that aim to prohibit the act of bullying in the workplace. Make sure that as an employee, you know what the workplace policies are in terms of this, and when it’s possible to identify if someone has stepped out of line.

    If there are no workplace policies, see whether or not you can bring this up with management or employers. There should be clear guidelines on how bullying or intimidation should be handled within the office.

    Find your voice

    There’s no harm in standing up to someone if you feel that they have crossed a certain boundary. Standing up for yourself isn’t easy, and it’s even harder to do so for other people, especially in the workplace.

    Not everyone can muster up the confidence to speak out when it’s needed. In these cases, keep a record of these particular instances, or perhaps approach a person to see whether or not there might be some unresolved problems that can be sorted out.

    To conclude

    Intimidation in the workplace only creates a toxic work environment for every employee. Having the courage to stand up to someone is not always an option for everyone, so it’s important to consider other possibilities that can help them find a viable solution to resolve workplace bullying.

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    Pierre Raymond

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  • Equality vs. Equity: What’s the Difference? Here’s What to Know | Entrepreneur

    Equality vs. Equity: What’s the Difference? Here’s What to Know | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    DEI is the most common acronym in the diversity space. D for diversity, E for equity — not equality — and I for inclusion. Why the difference?

    Equality suggests that treating everyone equally will solve the diversity problem, yet that has resulted in little to no change. Equity by contrast is about meeting the needs of individuals that are systemically marginalized because of factors outside their control — race, ethnicity, class, age or gender most commonly — yet many more.

    There are three key differences between equity and equality. Equity means:

    1. Providing resources to those that need them the most first
    2. Educating the majority group on their role in inclusion
    3. Proactively communicating the importance that DEI is not a zero-sum game

    Related: 18 Business Leaders on Creating an Inclusive and Equitable Society

    Provide resources to those that need them the most first

    Equity is about putting the needs of those most marginalized first. That means those that have been systemically disadvantaged due to their gender identity, race, ethnicity or other dimensions of diversity are prioritized with resource allocation. Resources such as education, mentorship opportunities and sponsorship need to be allocated to those that reflect the general population. Unfortunately, resources are often overallocated to the majority group that already holds the most privilege and proxy to power, reinforcing the status quo.

    Examples of resource allocation are programs inclusive development programs that amplify the skills and voices of people of color, mentorship programs that target underrepresented demographics with access to senior leaders and sponsorship programs that ensure that people’s work is equitably recognized. Too often, promotion and representation rates dwindle for women, people of color, those with disabilities and the LGBTQ+ community. Equity seeks to right that wrong.

    Educate the majority group on their role in inclusion

    However, these programs will fail if the majority group doesn’t understand their role in facilitating an inclusive environment where diverse talent can thrive. Often the majority group has not had the lived experiences of being part of a marginalized group and so they lack the context and understanding to be helpful.

    Panel discussions that bring to life the real experiences of underrepresented groups in a thoughtful pragmatic way can help bridge the gap. In addition, proven resources, documentaries, books and podcasts can help the majority group understand the nuances of inclusion.

    It is likely leaders will make mistakes in the DEI conversation. Having tools and resources is critical for the majority group to proactively avoid some of these likely missteps.

    • Tokenism: Tokenism occurs when individuals or organizations make superficial efforts to include diverse individuals or groups without genuinely valuing their contributions. It is important to go beyond representation and create inclusive environments where everyone’s voice is heard and respected.
    • One-size-fits-all approach: Another mistake is assuming that DEI initiatives can be applied universally without considering the specific needs and experiences of different groups. It is important to recognize and address the unique challenges faced by various communities and tailor strategies accordingly.
    • Failure to address systemic issues: DEI efforts should not solely focus on individual actions or behaviors. It is crucial to identify and challenge the systemic barriers and biases that perpetuate inequality and exclusion. This may involve examining hiring practices, policies and organizational culture.
    • Lack of genuine leadership commitment: DEI initiatives require genuine commitment and support from leadership. Without strong leadership buy-in, these efforts can lack the necessary resources, accountability and sustainability to effect meaningful change.
    • Overlooking intersectionality: Intersectionality refers to the interconnected nature of social categorizations, such as race, gender, sexuality and class, which can create overlapping and interdependent systems of discrimination. Ignoring intersectionality can result in exclusionary practices and a limited understanding of the experiences of marginalized individuals.
    • Relying on quotas: While quotas can be a useful tool to increase representation, relying solely on them can be counterproductive. It is important to create inclusive environments where individuals from diverse backgrounds have equal opportunities to thrive, rather than solely focusing on numerical targets.
    • Lack of ongoing evaluation and feedback: DEI initiatives should be regularly evaluated and adjusted based on feedback from the affected communities. Failure to gather input and measure the impact of these initiatives can hinder progress and perpetuate ineffective practices.
    • Performative allyship: Performative allyship refers to instances where individuals or organizations publicly express support for marginalized groups without taking substantive actions to address underlying issues. It is important to back up intentions with meaningful actions and engagement.

    Equity is about meeting leaders where they’re at and equipping them proactively with tools and information to combat these missteps.

    Proactively communicating the importance that DEI is not a zero-sum game

    As with any shift in culture or change, the why is pivotal. People need to understand why equity is necessary. Equality is the goal – equity is how we get there. DEI is about doing things differently and challenging the status quo. We can’t solve a problem by doing things the same way that created the problem. That’s where equity comes in.

    Oftentimes, the majority group might feel alienated or that they’re somehow left out of promotional opportunities because of the focus on diversity. The opposite is often true. When we have diverse representation in decision-making, we have higher rates of innovation, higher revenue rates and profitability. Rather than thinking about it as my seat at the table versus your seat at the table, or my pie slice versus your pie slice, the pie collectively grows bigger and they’re more seats at the table for everyone.

    Many people get overwhelmed with diversity language. Just two letters in the difference between equality and equity mean two very different approaches. As leaders, it’s critical that we understand that equity is the path to equality and be willing to do things differently to achieve real diversity.

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    Julie Kratz

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  • How to Balance Purpose and Profit for Long-Term Success | Entrepreneur

    How to Balance Purpose and Profit for Long-Term Success | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    It used to be enough to drive profitability, but modern businesses (and their employees) now require a transcendent higher purpose. This is the “why” behind your company’s mission and vision statements and helps align the decisions you make when dealing with uncertainty in business.

    Purpose-driven organizations are valued by stakeholders because they grow three times faster on average than non-purpose-driven competitors. Purpose-led organizations encourage personal development among all employees with the understanding that businesses have a powerful influence on society and should be focused on more than just financial goals.

    Of course, creating a purpose-driven organization without sacrificing long-term profits is easier said than done. It requires the right catalyst and transformative leaders understand that authentically reaching for something deeper and more meaningful achieves better business results. There are four ways to be a change catalyst and lead your organization with purpose.

    Related: Why a Purpose-Driven Business Is the Real Key to Success

    1. Look to the voice of your organization

    Purpose isn’t invented — it’s discovered. And the best way to discover your organization’s purpose is to listen to it. I call it “hearing the voice of the organization,” and it’s the future of leadership development. Committed leaders at purpose-driven organizations model behavior with appropriate rewards and consequences that are aligned with societal standards and organizational objectives.

    Being a change catalyst means you must recognize your organization’s higher calling and be transparent and open about how that must be balanced with financial stability. Money alone is not a driving factor, and you need clarity on the true vision you want everybody to follow. This will help you influence those around you to become change champions, too.

    Take Burt’s Bees and its mission of “For Nature. For All.” as an example of this idea in action. The popular skin and lip care manufacturer has emerged as a leader in sustainability efforts over the years, with the vast majority of its products’ packaging being 100% recyclable. While its corporate mission could stop there and be fulfilled, the leaders at Burt’s Bees take their mission further by ensuring their products are sourced responsibly and not bringing more harm to the environment. Its operations are landfill-free by directing waste to compost, recycling and waste-to-energy sites.

    As co-founder Roxanne Quimby said, “We take from nature, so we must respect and preserve it.” It’s a stance that has served the company well. Is Burt’s Bees sacrificing some profit to be an industry leader in sustainability? Without a doubt. Is it the right thing to do for the long-term health of the company and, beyond that, the communities it serves? Absolutely, and it all begins with its mission.

    Related: Why a Purpose-Driven Business Is the Real Key to Success

    2. Be genuine about your vision

    Your purpose will be the arbiter of all business decisions, so it must relate your courage and conviction to investors, employees and customers. Change champions must take accountability for making important decisions, no matter how difficult they may be. We are naturally drawn to people with courage and conviction in their actions, even if it means facing consequences.

    When it comes to being genuine in their convictions, Patagonia and its founder, Yvon Chouinard, have been a consistent example of this with the mission statement, “We’re in business to save our home planet.” As a company, Patagonia donates 1% of its profits to charity each year and became a certified B Corporation. Patagonia also emphasizes the quality of clothing to combat the waste of fast fashion. To support this, the company created the Worn Wear program to divert more garments from landfills by repairing consumers’ Patagonia clothing and allowing customers to trade them in for different items. Patagonia could stop its initiatives at its activism efforts, but to stay true to its mission, Patagonia makes efforts to ensure its products are better for the planet.

    Speak from the heart when communicating your vision to the team. Your passion and resolve will spread and become a driving force in managing uncertainty in business that would normally create anxiety and pressure. When you are genuine in your purpose, it makes business easier.

    Related: Power With Purpose: The Four Pillars Of Leadership

    3. Connect each employee to the purpose

    An organization is only as good as its individual people, and converting your team into change champions means investing in leadership development. Every employee in every department should feel appreciated and meaningful in what they do with their professional lives.

    Finding a purpose isn’t easy, and changing your organization to follow it after the fact is even harder. According to Bain & Company research, only 12% of companies undergoing large-scale change management fully achieve their goals. This shows that creating a purpose-driven organization is easier than converting a wayward one after the fact, but enacting the change isn’t impossible.

    Purpose-driven organizations empower every employee to do their best for the greater good. This motivational factor will give your entry-level employees more agency to work smarter and make bolder decisions that can improve overall operational performance. A sense of purpose can increase both customer and employee loyalty, making the business more profitable in the long run.

    Related: How to Build More Purpose Into Your Work

    4. Align changes back to the same purpose every time

    The most important ingredient in creating purpose-driven organizations is consistency. Change is the only constant in business, and you must consistently show progress toward the same goal through all of these changes. When Apple pivoted from Macintosh computers to iTunes, iPods, iPhones and everything else, it maintained its same greater mission throughout: “Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and internet offerings.”

    Although the landscape and your business will change often throughout your lifetime, your higher calling should not. Consistency is a powerful weapon when dealing with uncertainty in business because it provides a safe foundation for people to work and build on proactively.

    The hardest part isn’t starting the habit. It’s keeping it. This is something you believe in, so share your passion for the goals, share that vision with your employees and listen to their feedback. They might even know how to make the purpose of your organization become a reality faster.

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    Anjan Thakor

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  • Avoid Rainbow Washing Your Support of the LGBTQ+ Community | Entrepreneur

    Avoid Rainbow Washing Your Support of the LGBTQ+ Community | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In a world striving for inclusivity and acceptance, becoming an ally to the LGBTQ+ (lesbian, gay, bisexual, transgender, queer, questioning and more) community is an essential step toward fostering equality and creating a more inclusive society. Allies play a crucial role in promoting acceptance, advocating for equal rights and challenging discriminatory attitudes and behaviors during Pride Month and beyond.

    Yet recent actions from Bud Light and Target brands have created more polarization and fear in engaging in this important conversation. Now more than ever we need our allies to support the LGBTQ+ community. True allyship is not “rainbow washing” with support only in June — it is consistent, intentional actions year-round.

    For individuals, effective allyship requires supporting the LGBTQ+ community with empathy, educating yourself and taking meaningful action. For organizations, allyship means standing with the LGBTQ+ community on issues affecting them, having an inclusive environment where people can share their identities freely and measuring progress on their DEI initiatives.

    Related: 4 Commitments All Truly Inclusive Leaders Must Follow

    Individual action #1: Empathy

    Approach conversations with an open mind and be ready to listen and learn from the experiences of LGBTQ+ individuals. Be respectful, ask questions when appropriate and strive to understand the perspectives of others different from yourself. Avoid making assumptions or relying on stereotypes. Recognize that each person’s experiences are unique, and their individual stories and identities deserve to be heard and respected.

    Individual action #2: Education

    One of the first steps to becoming an effective ally is educating yourself about LGBTQ+ issues, terminology and history. Read books, articles and research to gain a better understanding of different sexual orientations, gender identities and the challenges faced by the community. Educate yourself on the struggles and victories of LGBTQ+ activists throughout history, as well as current social and legal issues affecting the community.

    Individual action #3: Sustained action

    One of the most impactful actions we can take is with our words. Language has a powerful impact on how we perceive and treat others. Familiarize yourself with inclusive language and pronouns, including using “they/them” when referring to someone whose gender identity you are unsure of. Respect the chosen names and pronouns of individuals, and avoid using slurs or derogatory language. By using inclusive language, you create a safe and welcoming environment for everyone.

    As an ally, it is essential to actively challenge discrimination and prejudice whenever you encounter it. This includes addressing offensive jokes or derogatory comments, whether they are made in person or online. Speak up in support of LGBTQ+ rights and equality, and use your voice to amplify their voices. Engage in constructive conversations to help educate others and debunk common misconceptions.

    Supporting LGBTQ+ organizations is a tangible way to make a difference. Volunteer your time, donate funds or participate in events that promote equality and advocate for LGBTQ+ rights. This support can help provide resources, counseling and safe spaces for LGBTQ+ individuals who may be facing challenges or discrimination. There are a number of organizations to support year-round:

    • GLAAD: A media monitoring organization that works to amplify LGBTQ+ voices and representations in the media while combating defamation and discrimination.
    • Trevor Project: A leading organization providing crisis intervention and suicide prevention services to LGBTQ+ youth through a 24/7 helpline, online chat and text messaging.
    • National Center for Transgender Equality (NCTE): Dedicated to advancing transgender equality and advocating for policy change at local, state, and federal levels.
    • PFLAG: An organization that provides support, education and advocacy for LGBTQ+ individuals, their families and allies.
    • GLSEN: Focused on creating safe and inclusive schools for LGBTQ+ students, GLSEN works to combat bullying, discrimination and harassment.

    Related: Brands Want to Tell Stories of Inclusion. Marketing Leaders Should Listen Instead.

    Organization action #1: Community building

    Leaders need to use their privilege and influence to advocate for LGBTQ+ rights and equality. Leaders go first and provide resources and education to their teams throughout the year so that they can facilitate an inclusive environment. The LGBTQ+ community is a substantial part of your workforce, especially for younger generations, and 40% of employees hide their LGBTQ+ identity at work.

    Organization action #2: Inclusive environment

    People are looking to business leaders to drive social change. Leaders that create an inclusive environment where people can bring their best selves benefit from higher rates of productivity, innovation and business results. Inclusive leadership is about psychological safety and ensuring people feel comfortable confronting microaggressions or non-inclusive behaviors. Organizations need to hold their leaders accountable for inclusion through representation and inclusion perception data.

    Organization action #3: Measure progress

    The Human Rights Campaign (HRC) has a Corporate Equality Index (CEI): The HRC annually publishes the CEI, which rates major companies and law firms on their LGBTQ+ inclusive policies and practices. The index examines non-discrimination policies, benefits and protections for LGBTQ+ employees, diversity and inclusion initiatives and public engagement on LGBTQ+ issues. Organizations that want to be inclusive year-round participate in the index and strive to improve their scores year over year.

    Standing with the LGBTQ+ community is an ongoing journey of growth and self-reflection. Organizations will make mistakes along the way and need to be open to learning from them. Be receptive to feedback from the LGBTQ+ community and adjust your actions accordingly. Understand that allyship is not about receiving recognition but about supporting and uplifting marginalized voices.

    Becoming an ally to the LGBTQ+ community requires supporting the LGBTQ+ community with empathy, educating yourself and taking meaningful action. For organizations, allyship means standing with the LGBTQ+ community on issues affecting them, having an inclusive environment where people can share their identities freely and measuring progress on their DEI initiatives.

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    Julie Kratz

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  • 4 Strategies to Empower Women in the Workplace | Entrepreneur

    4 Strategies to Empower Women in the Workplace | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In today’s competitive business landscape, diversity and inclusion are more important than ever. Why? A diverse workforce fosters innovation and creativity, contributing to a more equitable and inclusive society while also allowing your business to pivot and remain flexible in a constantly changing environment.

    As co-founder and chief innovation officer at Cymbiotika, I’m proud to be a leader in this effort and I’ve made it my mission to empower the women on our team and advocate for gender equality. Using these strategies at my own company has helped create a work environment that empowers our women team members to lead more successful lives, both personally and professionally. Adding them to your own business’s strategies can help you do the same.

    Related: 3 Ways to Empower and Inspire the Next Generation of Women Leaders

    1. Nurture growth and development through mentorship

    Nurturing my team’s growth and development — particularly the incredible women among us — is a responsibility I not only wholeheartedly embrace but also take very seriously. Mentorship uplifts and empowers women, helps them better recognize their own innate power and potential, guides them to tap into their unique strengths to reach their career goals and develops them into confident leaders who are ready to inspire others, creating a cycle that brings us closer to a more equitable future.

    Have you had a mentor who supported you in your growth as a business leader? Maybe you have one today. Mentoring holds a profoundly significant place in my own personal and professional development.

    Note your own personal mentoring style and get to know the benefits of that style (and any potential disadvantages). My personal mentoring style is gentle, as my goal is to provide guidance, encouragement, and advice to help my mentees more gracefully navigate the incredible variety of challenges and opportunities they are likely to encounter in the workplace. If you are also dedicated to creating a nurturing environment where women can grow and thrive, providing mentorship opportunities to your team is the best place to start.

    2. Foster growth through connections

    We all need a safe haven to share stories and connect on a deeper level. Workshops and other team-building events and gatherings are a great way to bring women together and help cultivate a culture of trust, inclusivity and empathy so that women can uncover their common ground, connect and develop deep and meaningful relationships with people they otherwise might not have had the opportunity to meet.

    In addition to helping women bond with their teammates and build camaraderie, these uplifting workshops and events also serve as a vibrant platform for personal and professional growth, and participation in these activities presents women with a golden opportunity to develop new skills, broaden their networks and inspire one another by sharing valuable life lessons.

    3. Cultivate a culture of support and inclusivity

    There is immense value in providing women with opportunities to develop their talents and skillsets by making internal hiring and growth a priority. A more inclusive environment helps ensure all employees that they are valued, respected and genuinely supported.

    Encourage open communication and collaboration among team members to foster a warm and uplifting environment. By investing in the professional development of your employees and equipping them with the necessary resources and opportunities to enhance their skills and knowledge, such as training programs, workshops and seminars, employees will not only see your company’s commitment to their success, but they are also more likely to achieve their full potential.

    Related: Don’t Just Sit At the Table, Flip It. A Reflection for Women Entrepreneurs.

    4. Become a champion for equality and social change

    As a business owner, you have a powerful platform to promote policies that support women’s rights. What are you passionate about? Your passion can help guide you toward meaningful initiatives for both your organization and you personally to support.

    For example, I’m a passionate advocate for promoting women’s leadership, and I demonstrate that passion in tangible ways by supporting policies that enhance women’s health and wellness, such as Helping Hands for Afghans, a nonprofit agency I founded that benefits Afghan refugees as they resettle into their new lives. Through advocacy and philanthropic work, my company becomes a more supportive and inclusive environment for women to achieve their goals.

    Investing in your team and creating a more supportive and inclusive environment for women gives them room to grow and achieve goals both in and out of the work environment. By championing policies that promote gender equality and using your platform to raise awareness about crucial issues, you can help contribute toward a more equitable and just society.

    Making mentorship, professional development opportunities and advocacy a part of your business’s culture is the key to empowering women — or any other historically disadvantaged or underrepresented group — in the workforce.

    What change can you make today to make your business a more inclusive and empowering place to be?

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    Durana Elmi

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  • How the Glass Cliff Is Designed to Hold Women Back at Work | Entrepreneur

    How the Glass Cliff Is Designed to Hold Women Back at Work | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    You’ve probably heard of the glass ceiling when it comes to women in the workplace, but the “glass cliff” is just as harmful.

    Whereas the glass ceiling is a metaphor for the barrier women face in the workplace, the “glass cliff” builds on that idea — it’s the phenomenon in which female executives are only given leadership roles in seemingly impossible situations like crises, economic collapses or negative public relations incidents. Women are seen as the right choice to clean up a mess, but not to lead when times are good. Even today, there are recent examples of this including Marissa Mayer‘s tenure at Yahoo, Jill Soltau‘s time overseeing the collapse of J.C. Penney, Peggy Johnson at Magic Leap and Heyward Donigan at Rite Aid.

    The glass cliff phenomenon is further backed by academic research:

    • Researchers at the University of Exeter found that women are more likely to be appointed as CEOs in companies that have performed poorly in the past, compared to men.
    • Columbia Business School found that women are more likely to be appointed to leadership positions in companies that are in crisis, compared to men. The study also found that women are less likely to be appointed to leadership positions in companies that are performing well.
    • McKinsey & Company consistently finds that women are underrepresented in leadership positions across industries, with only 38% of manager-level positions being held by women.

    These statistics demonstrate the existence of the glass cliff phenomenon, which can set women up for failure in leadership positions due to the difficult circumstances they are often appointed under.

    How do you spot a potential glass cliff situation and what do you do to prevent it from happening at your organization?

    Related: 6 Ways to Better Support Women in the Workplace

    Pay attention to when and how women are promoted

    More often, women are promoted in situations that are less attractive to the majority group (often men). These could be situations where despite the best effort, chances of success are low.

    If women are promoted in roles that feel more challenging than the roles that men are often promoted into, you might have a problem. This is especially important for leaders to pay attention to and address. Keep your radar up for potential glass cliff situations and ask if this were a man, would we approach this the same way?

    Amplify the experiences of women in your network

    Often, women are not given credit for their work equitably to men. Watch out for missed opportunities to give women leaders the credit they deserve for their good work. Make sure that their performance is incrementally rewarded with pay and promotional opportunities similar to men’s. You can measure promotion rates of genders and see how it compares to industry standards. Most commonly women are promoted at 86% of the rate that men are promoted based on equal merit. McKinsey & Company calls this the “broken rung.”

    Set goals to increase the representation of women in leadership

    Once you’re paying attention and measuring promotion rates, it’s important to set goals — not quotas. Quotas can create a zero-sum game mentality where men feel like women are only promoted based on their gender. Goals create a win-win opportunity. As women advance, so do profitability and opportunities for all genders.

    Related: If You Want More Women in Leadership, You Have to Enact Concerted Change. Here’s How.

    Develop objective leadership selection criteria

    Begin by clearly defining the role you are hiring for, including the responsibilities, expectations and qualifications needed to succeed in the position. This will help you identify the specific skills and traits you are looking for in a candidate. Then, identify the key competencies that are essential for success in the role as well as performance indicators.

    Consider using validated assessments, such as personality tests or cognitive ability tests, to measure a candidate’s abilities objectively. These assessments can provide insight into a candidate’s strengths and weaknesses and help you make more informed hiring decisions. Be sure to review the criteria you have developed to ensure that they are fair, relevant and unbiased. Consider involving a diverse group of stakeholders in the review process to ensure that different perspectives are taken into account.

    Ensure balanced interview and interviewee slates

    For any open leadership position, it is critical to have a sourcing strategy that ensures you are reaching a diverse pool of candidates. This may involve using job boards, social media, networking events, employee referrals and other channels to attract a wide range of applicants. Screen candidates objectively by using the objective selection criteria you have developed. This will help ensure that all candidates are evaluated based on the same set of standards rather than by outdated gender biases.

    Some organizations screen resumes to remove any identifying information, such as names, addresses and schools, to reduce the potential for bias in the hiring and promotion processes. Be sure to Interview a diverse slate of candidates and mirror diverse representation with interviewers to attract a range of perspectives and experiences.

    Remove systemic gender biases

    The maternal wall is the largest area of gender bias against women where people assume women are caregivers and men are providers. This results and decreased opportunities for women and often the prime years of their careers.

    Start by recognizing and addressing biases related to caregiving responsibilities, such as assuming that women are more likely to take time off for caregiving or that men are not interested in or capable of taking on caregiving responsibilities. While this gender stereotype may be true often, workplace dynamics and family roles are shifting.

    Related: To See More Women in Leadership Roles, Here’s What Needs to Happen

    What to do as an ally

    You might be thinking this is great, but I’m just an individual contributor or one person in a massive organization. What can I do to influence change?

    Consider these ideas:

    • Challenge your leadership team to be accountable for gender issues in the workplace
    • Question promotional decisions that put women in more challenging circumstances where success is unlikely
    • Mentor, sponsor and advocate for women (especially women of color) that are more marginalized so that they are proactively equipped to lead when opportunities become available

    With the percentage of female CEOs leading corporate America at just 10%, we can do better. The glass cliff prevents women from being effective leaders and can hurt future generations’ chances of increasing representation. Learn how you can spot the glass cliff and how to prevent it from occurring in your organization. Collectively, our actions matter as allies.

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    Julie Kratz

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  • 3 Gratitude Practices I Tried That Turned Into Long-Term Habits | Entrepreneur

    3 Gratitude Practices I Tried That Turned Into Long-Term Habits | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In my 20s, it seemed easy to maintain a positive outlook on life. It was a simpler time with a lot less that could go wrong. As the years passed, I started collecting responsibilities — and bad things happened along with the good. When I started my company, I faced new, unchartered challenges. At one point, my business nearly collapsed. As a result, my outlook shifted to a more negative place. Business problems and other life responsibilities in 2007 took control and made some days outright bad ones. My tone changed from upbeat to downbeat. I started having trouble seeing the good in things. That change in outlook affected my health, inviting more “misfortune.”

    Though it wasn’t a conscious effort, I began to collect strategies to recapture the happy, positive mindset of my twenties. I had previously thought that whether a person thinks the glass is half-full or half-empty was genetically hardwired. At some point, I realized that any hardwiring could be overpowered by events. My parents taught me that a positive attitude was the foundation for a good life. I never thought that maintaining one would take practice or need support, but as it turns out: It does.

    Today, I practice three regular habits to keep my outlook positive.

    Related: Want A Major Business and Life Hack? Learn to Harness the Power of Gratitude. Here’s How to Do It.

    1. “The Greatest Hits” meeting

    As a business leader, most of the company’s challenging issues make their way to your desk. When you see so many problems, you get the feeling that’s all there is — problems. Rationally, you know that is not the case, but in order to instill the proper perspective, we started our “Greatest Hits” meetings.

    Every week at 9 a.m., the key people in our company share their latest and greatest hits for 10 minutes. Prior to the meeting, they fill out our unique Post-It prompting their answers. Each person shares two examples of something they are proud of: either something noteworthy they saw someone else do or something that happened around the company. They then share a personal hit — something from their personal life that they are thankful for.

    With six attendees, each week we hear 18 positive things that went right. In a year, that’s almost 1,000 good things! Without this process, I would not even be aware of most of these 1,000 greatest hits. The huge benefit to me is a weekly reminder that 90% of things are going right, even when it feels like 90% are going wrong. It boosts team morale and confidence, too.

    2. Thankful Thursday

    Another habit I developed is now known as Thankful Thursday. Every Thursday afternoon, I express gratitude to others for what they have done for me over the prior week.

    I use a few prompts for this. I jot down things as they happen on a “Grateful to You” notepad. I keep my post-it note from the Greatest Hits meeting to spark other ideas. I look at the prior week’s calendar to jog my memory on everything I did and who I met with and review my phone pictures. I write it all down on the Grateful notepad, then decide how best to appreciate those people.

    This practice has evolved to the point where I have a gratitude wall in my office with an array of cards I send people. I spend about 20 minutes sending out cards, letters, gifts, emails and entering relevant company items in a Core Value Highlights database.

    This habit accomplishes more than you might think. Of course, it makes me realize all the things I have to be thankful for (usually four to eight each week) and appreciate them more.

    With team members, it reinforces positive behavior, noteworthy actions and standout job performance. I find that people are universally motivated by being appreciated. When you do a good job of that, they are more motivated, repeat the excellent performance and enjoy better morale for feeling properly appreciated. I often see my notes on their office walls. I think doing a good job of appreciating people is a major contributor to the high ratings we receive on Glassdoor from former employees. In my experience, I receive five times the feedback from showing gratitude to team members compared with monetary recognition in the form of raises or profit sharing.

    Non-employees also enjoy being recognized for doing something for the company. Handwritten thank-yous are rare enough now that sometimes I even get thank-yous for the thank-yous!

    Related: How to Practice Gratitude as a Business Skill

    3. The 90/10 Rule

    Think about it: most — let’s say 90% — of the things that you worry may happen never come to pass. It might actually be more like 95%. When I first heard that 30 years ago, I didn’t necessarily believe it. But after 30 years of observing what I stress or think about versus the final outcome, the rule is absolutely true.

    The trick is to retrain your human nature that self-preserves by worrying to try not to worry while life is happening around you. That is probably a whole separate article unto itself — but if you can train yourself to only “worry” or dwell on something when it actually becomes a legitimate problem, you become 90% happier.

    The habits I practice are by no means an all-inclusive list of how leaders can keep gratitude top-of-mind to elevate their companies and stay positive. But they are the three that I put into regular practice. Each has nuances that are beneficial to me and my team (or both).

    No matter how you incorporate gratitude into your business, I encourage you to do so. Start now, get creative, experiment with different techniques and find what resonates most — because everyone benefits from an increase in gratitude and innovative ways to incorporate it.

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    Barry Raber

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  • 6 Questions to Ask Yourself Before Selling Your Business | Entrepreneur

    6 Questions to Ask Yourself Before Selling Your Business | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Owning a business is a big decision and choosing to sell it can be just as significant.

    Selling your business comes with many considerations, including the value of it and any financial prospects, what a potential buyer is looking for, if you’re actually done with your business and what you’ll do after it’s sold. If you’re considering selling your business, ask yourself these six questions to assess your options and identify the next best step.

    Related: Selling Your Business? Do These 6 Things Right Now.

    1. Am I ready to sell?

    Start by outlining your reasons for selling. What’s driving your decision to sell? Maybe you’re burned out post-pandemic and you need to get a fresh perspective. Maybe you feel stuck, like a hamster on a wheel who can’t find its way out. In these cases, selling may not be the answer. Consider your goals for the sale and what a positive outcome would look like. It can be helpful to write down your thoughts or list the pros and cons.

    Once you answer these questions, seek an opinion from someone you trust. Selling your business is not just a financial consideration, but it’s also an emotional one. Take time to get to the bottom of what’s fueling your feelings and then get into how it’s done (if you still want to sell).

    2. What is the value of my company?

    As a business owner, you should have an excellent (and realistic) understanding of what your business can get in the open market. My experience with many business owners has been that they value their business at least 50% higher than the actual value. It’s essential to get a third party to evaluate your business.

    You can look into programs that provide a back-of-the-envelope calculation or you can go to a professional business valuator. A back-of-the-envelope estimate typically focuses on the return on investment (ROI), a quick, practical way of reaching a selling price. Although it is universally utilized, an ROI calculation overlooks factors such as time, capital appreciation, risk, potential and inflation, among other factors.

    Utilizing a professional business valuator will provide a more accurate number, which can result from different approaches and considerations (including assets, market comparison, income, etc.). The challenge with this route is finding the right valuator for your business and industry who will charge a fair appraisal price.

    Related: 6 Proven Ways to Sell Your Business for 10x or More

    3. Is knowing the value enough?

    Understanding the value of your business includes more than just how much you should sell it for. To prepare for business transfer ownership, you should organize your finances, including your tax filings, licenses, deeds and profit and loss statements.

    It would be best if you also took inventory of your tangible and intangible assets and any liabilities. Taking the time to outline your business plan and model will benefit you and potential buyers, so they understand the full context of the company and how it generates revenue.

    4. Who will I sell to?

    It’s likely that you will have many alternatives to choose from. For example, you can sell your company to your employees through an Employee Stock Ownership Plan (ESOP), which has many advantages but some hoops to jump through; or maybe you have family members that are capable and want to take on the responsibility of running the company. If you are looking outside your circle, consider an individual investor, private equity firm or strategic buyers.

    5. What professionals will I need?

    It takes a village to sell a company. There are many components and complexities to each deal. The team of professionals you’ll need will depend on the specifics of your business, such as the industry, size and nature. Here are some professional’s business owners will want to have on their exit planning team:

    • A Certified Public Accountant. Look for one experienced in dealmaking to help ensure the sale and transfer are done correctly. There are several tax-related aspects to selling a business and you want to help ensure you’re up on the latest regulations and opportunities for saving money.
    • A Certified Exit Planning Advisor (CEPA). They can help ensure you’re getting the maximum benefits when you sell, and they’ll consider your personal and financial objectives.
    • A Certified Financial Planner (CFP). They can help with the financial aspects of the deal, including what your financial future looks like.
    • A business attorney. They will create legal plans to carry out the sale and look to keep you out of trouble.
    • An estate attorney. There are very big advantages that you can take advantage of in your pre-liquidity planning.
    • A business valuation expert. They can give a more accurate idea of what your company is valued at. That’s if you don’t want a back of the envelope number.
    • M&A advisors. They will look for strategic or financial buyers of your business. They will generally help mid-market and above companies.
    • A business broker. They will contact potential buyers and can screen interested parties for financial ability or other qualifications. They generally help the lower middle market.
    • An insurance professional. They can review your insurance and make alignments based on your needs.

    Some professionals may assist in overlapping areas, but it’s best to use a team approach to help ensure you’ve got the necessary support. Working with the right people will help achieve a successful outcome and a seamless transition.

    Related: Know When and How to Sell Your Business

    6. What will I do after I sell?

    Preparing and understanding what you want to do post-sale is essential for your mental well-being, primarily since most small business owners I know (myself included) are defined by their business.

    They are only looking at their business, growing it and looking to sell the company for the best offer. I ask them what they will do with all the extra time they will have. I get surprising answers such as “I haven’t thought about that,” and “I guess I’ll spend time with my grandkids.” While it’s great to spend time with family, they have their lives and soon you will be looking for other things to do.

    Asking yourself these six questions will likely raise additional questions. Taking time to consider your answer to each question is an excellent opportunity to explore the next steps — whether that’s selling your business or not. Answering these questions honestly and engaging the right professionals at the right time will help ensure that you get the most value for your life’s work.

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    Mark Kravietz

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  • Don’t Let Culture Fall to the Wayside in Tough Times. Here’s Why. | Entrepreneur

    Don’t Let Culture Fall to the Wayside in Tough Times. Here’s Why. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Five months into the year, 2023 has proven to be just as tumultuous as years past. An uncertain economy has rocked businesses while employees have faced widespread layoffs.

    In such times, some workers may feel as if they are waiting with bated breath for their job to be cut next. And while one may assume they are safe at a large, well-established company, layoffs at organizations like Meta have shown that might not be true. One survey of 1,000 business leaders found that 74% of leaders of companies with over 500 companies said they would have to do layoffs this year (as compared to only 51% of leaders of companies with fewer than 500 employees).

    Larger companies often allow culture to fall to the wayside, creating a large, disconnected group of interchangeable employees. In these times of uncertainty, ensuring our companies are close-knit and ready to get through the storm is more important than ever.

    What does a “close-knit” company mean?

    When I talk about a “close-knit” company, I don’t mean all employees are best friends (although friendships at work certainly don’t hurt). A close-knit company means there is a foundation of trust and respect between employers and employees.

    Close-knit is not analogous to small — there are plenty of highly dysfunctional companies with 30 employees who hate each other. And while it is easier to get to know your employees when there are only 30 of them, it is not impossible for companies of 100 or more to do so.

    At large companies, leadership should focus on cultivating close-knit groups throughout the organization. As the CEO of a company that employs nearly 100 people, I do my best to connect with all our employees through retreats, social events and everyday interactions, but I still don’t have the time to get to know everyone. Instead, I aim to model the closeness I hope to see throughout the company by creating close relationships with my direct reports and our company leaders and fostering peer relationships via mentorship programs.

    As leaders, we must care enough to know our employees and recognize their unique contributions. If we view them as interchangeable pawns on a chess board, they will view our company in the same light — interchangeable with the next offer that comes their way.

    Related: The How-To: Choosing Between A Job At A Startup Or A Corporate

    Focus on quality over quantity

    Companies can (and should) grow, but leaders often view the number of employees they have as analogous to their success. However, this often leads to over-hiring that managers cannot keep up with; productivity and profits fall, employees feel disengaged and layoffs loom.

    A lean, close-knit team is much more powerful than a large, disconnected one. Investing in the employees you have before hiring new ones allows you to ensure you are not overhiring, only to have to minimize positions if the company encounters financial hurdles.

    Before hiring new employees, focus on retaining and supporting the employees you have. Do you need a new employee, or do you need to set up new structures so that your team can be more productive and engaged?

    Focusing on creating close-knit teams and productive employees is a win-win for all involved. Employees become more valuable with each year they stay and are rewarded with professional development opportunities, performance bonuses and other incentives. With greater productivity, businesses can see improved results and higher profits, and with greater retention rates, employers can build a stable workforce with years of expertise under their belts. Boasting a 500-person workforce may feel nice on Linkedin, but the close-knit company focusing on quality over quantity will be better equipped to weather economic uncertainty.

    Related: Tim Cook: Mass Layoffs Are a ‘Last Resort’ for Apple

    Layoffs still happen

    While a close-knit company may have a better chance of avoiding layoffs, they are sometimes unavoidable. During these times, we must rely on the trust, respect and camaraderie established to build a bridge to repair.

    Seven years ago, due to an unexpected change with a major partner, I had to lead my company through layoffs. I was forced to let go of many excellent employees and friends I deeply respected. As I considered how to go about the process, I imagined how I would feel if I was the one being laid off. So we helped find new jobs by bringing in experts to assist with resumes and Linkedin profiles and gave as long a severance as we could afford to help soften the blow.

    Furthermore, we were transparent with our remaining employees about what was happening and why. Secrecy degrades morale, and leaders must communicate openly and honestly, no matter how scary the truth may be. I communicated with every employee about our situation’s reality and the plan to rebuild. Because of this, my employees had faith that we would get through this period as a team, and as we recovered in the following months, we only lost one employee who left for a new opportunity.

    Layoffs will never be easy, but doing them with compassion and transparency shows employees that we will always treat them fairly and helps us move forward together to build a better business.

    Related: Promoting a Close-Knit Company Culture Can Lead to Profitability

    Gather the troops

    The trust one builds at a close-knit company is the foundation we have to fall back on when times get tough, and if I’ve learned anything throughout my career, it’s that times will get tough. The economy will tank, a major partner will pull out or we’ll face a global pandemic that shuts the world down. When a crisis strikes, if we do not have a united front, our employees will scatter in opposite directions at the first sign of smoke.

    When the bottom falls out, all we have is our people. Do not be the leader who cowers behind a screen, afraid to share the truth. Gather the troops, outline the battle you face ahead and lay out your plan to overcome it. With your team behind you, you can get through the woods, no matter how covered in mud you may be when you finally get out.

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    Daniel Todd

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  • A True Leader Doesn’t Just Talk the Talk — They Walk the Walk. Here’s How to Lead from the Front. | Entrepreneur

    A True Leader Doesn’t Just Talk the Talk — They Walk the Walk. Here’s How to Lead from the Front. | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    A strong leader must be willing to get their hands dirty, admit their mistakes and take responsibility for their team’s outcomes. CEOs might want to consider these techniques to inspire their employees.

    Leaders, are you ready to step up? Regardless of your leadership style, it’s time to roll up your sleeves and show your team how it’s done. If you don’t lead by example, what kind of example are you setting for your team? Real results will not come from a perfect effort but from 100% effort. So come on leaders, don’t second guess yourself — get out on the field and demonstrate what needs to be done.

    Related: 9 Powerful Ways to Lead by Example

    Leading from the front

    Leading from the front means taking charge, setting the pace and taking the initiative. It’s like being the captain of a ship, except instead of leading a literal ship and crew to shore, you’re leading a team of people toward a common business goal. To lead from the front, you have to be a visionary, a trailblazer and fearless. Just remember your helmet.

    Leadership should be demonstrated from the front, setting an example for those who follow. Regardless of a leader’s position, challenging tasks cannot be exempt from leadership decisions. Rather than barking orders, leaders should set an example. Elon Musk, the CEO of SpaceX and Tesla, is known for being deeply involved in the day-to-day operations of both companies, regularly meeting with engineers and technicians to solve problems and push forward with innovative ideas.

    Musk is often seen on the factory floor, personally overseeing the production process and working alongside his team. He also takes risks and leads by example, like when he personally launched his Tesla Roadster into space as part of a test flight for SpaceX’s Falcon Heavy rocket. Musk’s hands-on leadership style and willingness to take bold risks have helped him build successful companies that are pushing the boundaries of space exploration and sustainable energy.

    It is vital to take personal initiative and work alongside each team member instead of hovering over them. This level of steadfastness boosts the morale of your team members, demonstrates perseverance in meeting mandates and provides benchmarking during deadlines.

    Related: How to Create a Thriving Workplace by Leading With Authenticity

    What walking the walk looks like

    So, what does “walking the walk” look like? Depending on their position within the company, it looks different for everyone. Let’s say you’re the CEO of a company. To provide valuable insights and opinions, you need to be proficient in the product you’re selling and stay current on industry trends and news.

    If you were managing a customer service team, what would you do? Participating in difficult conversations can help your team understand what’s expected of them. As a leader, it is imperative that you set an excellent example for your team members and achieve results.

    Leaders must lead by example and practice what they preach. Talking about honesty, integrity and accountability is easy, but it’s much harder to embody them daily. Regarding work-life balance, taking time off and setting boundaries are essential. You must cultivate a culture of listening to your team to foster a culture of open communication.

    You have to do the work together to truly be a team player; you can’t leave the heavy lifting to your team. Leaders must be willing to get their hands dirty and show their teams they are on their side.

    Leadership is ultimately about embodying the values and mission of your organization. Every aspect of your work should be accountable, honest and transparent. In other words, if you say you’re committed to positively impacting the world, you’d better be ready to take action and make it happen.

    Related: 12 Things You Can Do Starting Today to Be a Better Leader

    Holding yourself accountable

    A strong leader must be willing to admit when he or she is wrong and acknowledge when changes need to be made. In addition, leaders must be willing to accept responsibility for their mistakes. Leaders who take responsibility for a team’s outcome, even if it isn’t ideal, demonstrate integrity and foster trust.

    Leaders who set a good example motivate their teams and inspire positive change. Being a business leader requires taking responsibility for your actions and being proactive.

    As leaders, it’s important to hold ourselves accountable to our teams. This means setting up systems to ensure that we are meeting our commitments and following through on our promises. One such system is regular check-ins with team members. By scheduling regular one-on-one meetings, leaders can touch base with their team members and get feedback on how they’re doing. This provides an opportunity for leaders to receive constructive criticism and make any necessary adjustments to their leadership style.

    Another system that leaders can put in place is a performance review process. This process can include setting clear goals and expectations for team members, as well as regular feedback sessions to ensure that everyone is on track. By holding themselves accountable to these same standards, leaders can create a culture of accountability and trust within their teams. It’s important for leaders to model the behavior they expect from their team members — and by putting these systems in place, they can lead by example and create a positive and productive work environment.

    Ultimately, leadership is more than knowing everything; it’s about inspiring others through example and action. A leader who walks the walk understands that success depends on walking the talk, no matter how challenging the circumstances may be. It’s time for business owners and executives everywhere to put on their boots (or sneakers) and hit the field!

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    Jason Miller

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  • How to (Ethically) Use Psychology to Your Advantage at Work

    How to (Ethically) Use Psychology to Your Advantage at Work

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    Opinions expressed by Entrepreneur contributors are their own.

    “I don’t want to play games” is a common phrase uttered by hopeful people everywhere, intent on wooing the object of their desires into a committed relationship. Most people are opposed to the word “manipulation,” assuming one who does so can only have harmful intentions.

    In the workplace, being a “kiss-up” is frowned upon as fake. I’ve even had past bosses tell me, “Oh, so you’re the brown-noser; we love brown-nosers.” Needless to say, the backhandedness of the comment didn’t exactly feel great.

    At work, it seems simple: Do your job well, be reasonably well-mannered and you’ll do just fine. Treat your boss, colleagues and clients respectfully, and you’re all set. But what if you want more than “fine,” or “all set?” That is where a basic understanding of peer psychology comes in very handy.

    As the brand strategist of a boutique firm, I have responsibilities that are client-facing and managerial in nature. I often interact with the CEO of the company and am aware that I represent her at all times. Knowing how she, our clients and my colleagues think — in general terms — is crucial to my professional well-being.

    Here are my dos and don’ts for using your workplace culture and a bit of human psychology to your career’s advantage.

    Related: How Business Fits Into the Puzzle of Human Psychology

    Don’t: Be someone you’re not

    I got called a kiss-up because I love working hard, am nice to everyone until they give me a good reason not to be and I’m praise-motivated. Frankly, I hate the term and the more colorful ones associated with it. It gives people who genuinely love their jobs a bad name.

    Being too cool for school isn’t actually cool anymore — we’re adults. If you’re like me, don’t be afraid to show it. Paradoxically, if you think that “acting” excited is unnecessary to get the job done, don’t be ingenuine — and strongly consider my next point if you find yourself surrounded by happy-go-lucky coworkers who make your hairs stand up.

    Do: Choose a workplace culture that matches you

    Work somewhere you fit in. There’s nothing wrong with preferring to be serious at all times unless your workplace culture deems “bubbliness” important. Then, you might be in the wrong place.

    Pay attention to culture during interviews. In 2022, you’re interviewing the company just as much as they’re interviewing you. Ask what is expected of you regarding attitude, dress and demeanor. In traditional jobs with 40-hour weeks, we spend massive chunks of our lives at work. Getting to be who you are increases the chances that you will be satisfied in life and able to grow your career effortlessly.

    Don’t: Use negative manipulation to get ahead

    Putting someone else down is the worst way to “get ahead.” Either the truth will come out, making you look terrible, you will feel downright terrible or you will get your just deserts in kind.

    Related: How to Tell If Someone Is Manipulating You Based on Their Body Language

    Do: Notice who is who

    The quiet hard worker, the money-motivated one, the praise addict, the one who bluntly cuts to the chase — everyone is different.

    One colleague might love to be teased when given criticism, while the other might require an “ego sandwich” (compliment, criticism, compliment).

    Understanding who is on your team is essential. Whether superiors, equals or people you manage, figure out what makes them tick and use it to your advantage.

    Don’t: Speak your mind to the wrong people

    There will always be something you wish was different at work. Maybe you see how a department can improve or find it challenging to work with a particular person. While talking about it on the sidelines to a coworker you think you can trust (you can’t) might seem easier, speaking to that department head or difficult coworker directly is always the better solution.

    If you have a great idea, share it with someone above you who can approve it or help you see it through. Don’t get caught up on who gets the credit; making your manager look good to their boss makes you look good to them. Having a happy manager means you’re happy — it’s simple math!

    If your difficult coworker becomes more annoying, be the bigger person (note: this advice excludes abuse of any kind). Eventually, what they’re doing will become apparent to more people than just you, and you can be proud that you didn’t fall into their sticky traps or do things you regret in trying to get back at them or make yourself feel better. Patience, especially in the workplace, wins.

    Related: Why You Should Care About Psychological Safety in the Workplace

    Do: Give compliments

    Give compliments to yourself and others. I save every good compliment people give me on a private Slack channel to read if I ever need a pep talk. If you work somewhere with in-person communication, write down the nice thing your boss said about your project somewhere for yourself.

    This positive feedback loop is a gift to yourself that keeps on giving. Don’t forget to contribute to other people’s compliment loops, too.

    Don’t: Be afraid to use patterns in your favor

    Think like Ted Lasso: If your boss likes the homemade biscuits you bring every day, keep ’em comin’.

    Does your boss hate the color red? Don’t wear red. Does someone you manage work harder if you give them a bunch of work at once instead of drip-assigning throughout the week? Work dump it is.

    A client is more impressed by the exact same quality of work if presented on a Zoom call? Schedule a Zoom meeting. A colleague talks great about you to the boss if you compliment that colleague publicly at team meetings? Time to look for something to authentically compliment more often.

    Doing things that you find out work well for people is not fake, nor is it manipulation, if done with good intentions. Note: If you ever hesitate or question an action in a moral sense, you should not do that thing (i.e. if you question wearing a different color other than red because you think you only look good in red, that isn’t a moral concern).

    Related: What 5 Classic Psychological Experiments Can Teach Workplace Leaders

    Do: Practice

    This advice is surface-level for a reason: Every workplace and every person is different. It takes practice and is different with each individual you meet. As with a healthy marriage, there will be trials and errors along the way.

    If you accidentally do a “don’t,” that doesn’t mean you’re a bad person. While trying to sway situations in our favor, we are still human.

    Others might hold just as much influence as we do; it’s impossible to predict every outcome. Plus, maybe the people you differ with at work read this article, too.

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    Natalie Constable

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  • Why You Have to Put Your Money Where Your Mouth Is With DEI

    Why You Have to Put Your Money Where Your Mouth Is With DEI

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    Opinions expressed by Entrepreneur contributors are their own.

    As the old adage goes, “what gets measured gets done.” Historically, the challenge with diversity, equity and inclusion work (DEI) is that it’s perceived as a “nice-to-have” versus a “must-have” with few concrete goals to measure progress. In fact, McKinsey research found that organizations often overburden those marginalized groups to lead the DEI work without additional compensation.

    That trend is changing with more companies tying compensation to DEI work. According to the Society for Human Resource Management, between September 2017-18, 51 companies in the S&P 500 included a diversity metric in their compensation program. Between February 2020-21, that number had nearly doubled to 99 companies.

    By rewarding DEI work, these organizations are seeing results. When people know that it’s tied to their compensation and performance goals, people see it as a part of their job rather than a hobby outside of work hours. With goals, employees are more likely to prioritize the time spent on education and activities to drive awareness and systemic change.

    Related: 5 Reasons Leaders Fail to Transform DEI Rhetoric into Action

    Why set DEI goals

    Goals are essential for human motivation. The Psychological Bulletin found that 90% of the studies showed that more challenging goals lead to higher performance. Research has shown that people are two to three times more likely to stick to their goals if they make a specific plan for when, where and how they will perform the behavior. The human brain is wired for goals.

    Without accountability, goals do not work. It is essential to frame DEI goalsetting as important as any other goal-setting process in business, but there might be initial pushback, as there often is with organizational change. Watch out for these opportunities to advocate for DEI goal setting:

    • DEI is not a zero-sum game. By focusing on diversity goals, we grow opportunities for innovation and decision-making in business results.
    • The majority group is a part of the solution, not the problem. Decision makers must prioritize DEI for their decisions to support diversity.
    • DEI is not political. These are human issues that impact people in the workplace.

    The initial pushback can create drama. The more the leadership team emphasizes the importance of diversity and inclusion and how it ties to the organization’s overall strategy, the more people buy in. People often need a starting point for goal setting.

    Related: 4 Trackable Metrics to Move the Needle on Diversity and Inclusion Goals

    How to set DEI goals

    You might be thinking that this sounds hard. Decades of workplace inequity will not be solved overnight. Yet with specific goals, people understand expectations and modify their behaviors to be more inclusive. Setting goals requires specificity, numeric measurement, aspiration, relevance and a deadline.

    • Specific: It should be easy to know when the goal has been completed.
    • Measurable: There is a number or percentage tied to the goal.
    • Aspirational: By definition, goals are not being met today it should be challenging based on the present state.
    • Relevant: The individual can influence the outcome of the goal.
    • Time-bound: Without a deadline, things don’t get done.

    By making DEI goals SMART, employees understand expectations and are held accountable. Without goals or with vague goals, employees are left to wonder why it is important or how to show progress. DEI goal setting often comes with pushback (as with any change).

    Here are some starter goals to consider:

    • Number of hours on diversity education and training
    • Participation in Employee Resource Group (ERG) activities
    • Activities to support removing bias from recruiting, hiring, promotion, pay and performance decisions
    • Inclusive behavior 360 data from team members
    • Leadership roles in DEI and ERG teams
    • Participation in community events for DEI
    • Teaching time with others about DEI
    • Recognition from others of allyship

    Related: Want Your Employees To Stay? Be Accountable To Your DEI Goals

    As with any goal, thinking about how it fits into what people are already doing makes it easier to accomplish. James Clear, author of Atomic Habits summarizes it best: “You do not rise to the level of your goals. You fall to the level of your systems.”

    Bottom line — weave DEI into daily tasks and embed it into how people live already personally and professionally. Break the daunting goal into baby steps with incremental activities throughout the year to support it.

    Here are some themes to keep in mind to get your organization ready for DEI goals:

    • It’s a journey, not a destination: Set reasonable targets and goals to close gaps in talent, pay and education.
    • Make it a part of the performance: Establish KPIs for employees to work on DEI, otherwise, it is simply a “nice-to-have” vs. a “must-have.”
    • Engage senior leadership in a consistent, intentional set of actions over the year: This should be a part of every employee meeting and key activity.
    • Measure progress: Look beyond representation numbers and dig in holistically about attitudes/perceptions.
    • Take education to the next level: Go beyond awareness to tangible activities employees can take action on like addressing bias in systems and accountability.

    DEI goals should be a part of a bigger DEI picture. Providing tools and systems to help people hold themselves accountable is pivotal. By focusing on DEI goals, organizations increase their chances of long-term success with DEI — and by investing and prioritizing it now, they will remain relevant for future customers and employees.

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    Julie Kratz

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  • How to Create a Work Environment That Supports Grief and Loss

    How to Create a Work Environment That Supports Grief and Loss

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    Opinions expressed by Entrepreneur contributors are their own.

    Many people lost a loved one in the past two years due to Covid-19. Employees, communities, companies, organizations and institutions faced severe losses in the workforce and will never be the same as we were before 2020.

    Despite this, many employers want the workplace to return to a certain degree of normalcy. While this may seem like a consciousness-based decision, the pandemic exposed apparent social issues and gaps organizations can no longer ignore if they want to adopt a more wellness-based enterprise and culture.

    The workplace will never ultimately return to “normal,” because the global pandemic left a scar on the lives of the bereaved and their mental health. Before, grieving was situational; but in light of the pandemic, many people experienced tremendous loss — almost everyone was grieving, especially employees. The most important stakeholders are your employees, and their well-being is the most valuable asset to any organization. They are instrumental to incremental growth and development.

    Grieving wasn’t always appropriately addressed by the workforce. Employers need to embrace this change, recognize when someone is grieving and make them feel comfortable about being transparent and vulnerable. The workplace has a duty to be mindful of employee and worker wellness.

    Related: ‘Corporate America Is Killing Us.’ Employees Share Gut-Wrenching Stories That Reveal a Compassion Crisis.

    The pandemic normalized grief and loss

    Covid-19 has wholly transformed the working world, including how a company’s culture includes those who grieve. Grief is not only a series of emotions one experiences after losing someone — it is a new identity the bereaved needs to learn and understand. It is not an easy process, especially in the workforce. Believe it or not, grief fundamentally changes someone and their perspective. They may never be the same again — their values, motivations and interests may change.

    The dire consequences of unsupported and untreated grief can have long-lasting effects in the workplace psychologically, emotionally and even financially. A company’s culture of death, loss and grief can be what makes someone stay or leave. The workplace needs to be proactively mindful of the people around them who may be experiencing feelings of grief and loss. Many withstanding challenges can become persistent when there is a lack of practices, policies or systemic culture to best support grieving employees.

    Foster the emotional space

    Grieving can be challenging and lengthy. When someone loses someone close to them, this can cause them to feel overwhelmed. They may worry about how they will manage their role and productivity. They may encounter additional stress, burnout and brain fog. Managers should open up the space for employees to share their feelings and express concerns about moving forward.

    Ask your employee how they want to be supported. It is imperative to learn how to show up for employees, no matter how uncomfortable it may be.

    Related: What Grief Taught Me About Running a Business

    Create environments where productivity and innovation can thrive. Employees should feel celebrated for their contributions to the organization. Employee autonomy is crucial because some are very comfortable talking about their grief, while others may not. It is their choice if they would like to talk about it, but knowingly having the support is what makes the difference. A thoughtful manager goes beyond delegating tasks and ensuring teams continue to be productive and organized.

    Communication and support are two of the most valued components of the workplace. Employees are more than their position; therefore, managers must acknowledge their employees as people. These honest conversations allow leaders to identify where extra support is needed for teams to prosper and produce efficient results. Most importantly, this will help managers build rapport and better relationships with their team members and actively play a role in shifting how the company approaches workplace grief.

    Some solely want work to remain at work, but investing in employees’ emotional support will be tremendously helpful for retention, cultural change and employee branding. Employees should not be alone and carry the burden of being the only ones initiating changes they want to see. Real change begins with upper management, and when they lead by example, it will trickle down to all areas of the company.

    Thinking back and ahead

    It isn’t only about creating a safe space for employees; fostering an environment that supports grief and loss includes implementing company-wide policies to produce structural changes. Do you offer generous bereavement leave for employees to reflect on their grief? If so, is it communicated thoroughly to employees?

    Do you have mental health training for employees to take? If you do not, consider consulting with outside trainers or starting your own training plan. It is necessary to make sure you highlight the area of grief, so your colleagues will know how to treat and support people who are grieving.

    Related: 4 Tips for Entrepreneurial Survival During the Grieving Process

    Create a comprehensive grieving plan if you think your company can benefit from an individual training plan. This plan can detail what grieving is, how emotionally hard it can be, why it is essential to recognize it, the emotional toll it can have on someone, how to be empathetic to others and even suicide awareness to address workplace mental health and suicide.

    Begin your meetings with mental health check-ins to see how everyone is doing emotionally. Consider hosting a “lunch and learn event” on what grieving is like in the workplace and how it impacts and intersects with occupational identities.

    Sometimes, your entire company will experience grief when an employee passes away. Consider implementing a course of action on how they can be honored. Would you give your employees a paid day off to grieve? It would help if you had a communication plan to outline what your message would be to the entire company. Does your company specifically outline mental health benefits if your employees need professional care?

    Always have the conversation

    If you want your company to embrace a culture of support for grief and loss, the conversation must always be happening. The conversation cannot stop when things seem to return to “normal.” Grieving is a lifelong journey, and the support must always be there. Finally, grief is just one aspect of creating a workplace of holistic wellness and well-being. You can’t only tackle grief; you must ensure that all work areas of wellness are treated and supported.

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    Zane Landin

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