In this podcast, writers from The New York Times and The Washington Post discuss the stubbornly low representation of women in CEO posts at large companies despite the strong financial returns that female leaders tend to generate. They also discuss the "glass cliff" phenomenon and the fact that female CEOs are often targeted by investors.
Leaders must show that they value diversity, make inclusion a companywide goal and broaden their perspective about diversity issues, writes associate professor Stefanie Johnson, drawing from a series of interviews with CEOs. The CEOs noted that diversity can lead to performance benefits by allowing companies to attract talent and benefit from multiple viewpoints.
The expanse of data and analysis now available has empowered business decision-making, but there are real ethical concerns about how individuals will be treated -- and possibly discriminated against -- based on the patterns of general populations, writes Seth Stephens-Davidowitz in this book excerpt. Blind reliance on big data can lead to decisions like not hiring someone who likes the "I Love Being a Mom" page on Facebook because it is correlated to people who have a lower IQ.
Research suggests lonelier humans will talk to their pets, but conversing with animals isn't such a bad thing. "It is a reflection of our brain's greatest ability rather than a sign of our stupidity," argues Nicholas Epley, who helped conduct the research.
Representatives of Canada, Mexico and the US said after the first day of renegotiation of the North American Free Trade Agreement they are receptive to moving swiftly. The countries said they "are committed to an accelerated and comprehensive negotiation process that will upgrade our agreement."
You might have the best of intentions but find that people still aren't responding, writes Dan Rockwell. Apologize to those who feel slighted, let them know you meant the best and ask them for suggestions on how you can do better.
A data analysis covering millions of employees across generations discovered that all age groups find value in engaging, challenging work and a sense of autonomy and freedom, writes Marcel Schwantes. The Hay Group analysis rejected concepts of generational disparities and suggested that leaders focus on leading individuals rather than age groups.
Conflict management works by starting with intention and gathering as much information as you can, write Chris Schafer and Brent Carter. "The goal is to understand and empower people to find and take the next healthy step," they write.
Robert Tucker defines four thinking modes and how to shift to a more positive, productive mode. If you are in a defeatist mode, for instance, take action on one small thing, as doing so "can lead to further action, feeding on itself in a virtuous cycle," he writes.
Even business filled with intelligent, capable people can sink if the culture is poor or doesn't match the company's mission, says CEO Corey Thomas of network security company Rapid7. He aims for a culture where trust is assumed rather than earned over time.