Comedian Ben Gleib offers approaches for making mundane work feel a little less stuffy through humor.
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FEATURED INSIGHT
Comedian Ben Gleib offers approaches for making mundane work feel a little less stuffy through humor.
Read More →
Priorities aren’t enough to make lasting changes to diversity and inclusion. Leaders must also focus on building the right habits and systems.
As interest in allyship swells, so does the risk for misinterpretation. We’ve combed through the research and presented these myths about allyship.
Employees who are empowered to speak up and offer feedback to their superiors are more likely to offer ideas on how to improve the business.
Recently, our social media feeds have been plastered with companies announcing their support of the Black Lives Matter movement and other racial justice initiatives. Some of those announcements, from companies like Nike and Ben & Jerry’s, have been hailed widely. Others have been met with sharp criticism. What differentiates the two groups is a historic catalog of action and commitment from one group—and an assumed “here one day, gone the next” mentality from the other. “The intent of the messages is appropriate, and yet it needs to be backed up with action, commitment, and sustainability. It’s like a friend who only sends you a message once a year on your birthday; are they really a friend?” said Khalil Smith, NLI’s Vice President of Consulting and Practices, in a recent interview. Because Nike and Ben & Jerry’s have consistently advocated for the cause of racial justice, their statements align with what we know about their brands, and ring true when received by the public at large. Contrast that to companies who are entering the conversation for the first time. As Khalil explains, “If the only time you’re talking about race or equity is when something horrific breaks through the news cycle and you’re sending out a message at the same time as everyone else, that’s when it seems disingenuous.” Now it’s time for companies to back up their commitments with real, sustained action. They need to go beyond just wading into the conversation, and do the work of implementing solutions. They need to be the type of friend who does more than just wish you a happy birthday. To read the full interview with Khalil, click here. [action hash= “828b54ca-f297-476c-82f1-7ac98cbba097”]
I&D initiatives should build upon other each other in meaningful and coherent ways, like movies in a shared universe. We call it the “Marvel Model.”
While many people have started going back into the office, talent leaders should stay mindful of those still at home—and how to cater to both groups.
Leaders may understand why inclusion matters, but still fail to put it into practice for their organization. Research from NLI can offer some strategies.
Recently, many organizations have had to make major changes to their operations overnight. Here’s a strategy to sustain the energy of this moment.
Leaders have a role to play in helping people sustain the new pace of work and avoid burning out. Research from NLI can help organizations understand the limits of our minds, and how to work within them.
NLI’s research has identified three key business reasons for organizations to start seriously trying to adopt a growth mindset.
As companies return to office, a staggering statistic has arisen: only 3% of Black Professionals want to return to in-person work. Why?
If you have a brain, you have bias. Some biases create bigger blind spots for decision-making, however. We’re seeing that a lot now as organizations try to redefine work and the employer-employee relationship.
It’s incumbent on leaders to mitigate discontent. Here are three sustainable strategies based on science to help you retain your workers.
Resignations and job burnout are at a fever pitch. Here are three things managers and employees can do to make it through, according to science.
People want–and expect– more from their relationship with work, whether it’s purpose, autonomy or status. As we navigate this new era of hybrid work, and look to understand what’s driving people to leave their jobs, we’re beginning to gain insight on a macro level of resignation trends. For one, the data show resignations have been on the rise for years now. Here’s an initial glimpse into the state of discontent among workers. Up Next: Sustainable strategies for companies to manage the state of discontent.
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In 2007, David and Lisa Rock and their team had been working in leadership development and executive coaching for ten years, when David coined the term “NeuroLeadership.”ef
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