Since 2007, McKinsey has analysed the state of gender diversity in top management through its Women Matter series. In its 2013 report ‘Gender diversity in top management’, McKinsey have looked at what women want, why change has been slow, and how corporate culture can be modified.
The study’s findings provide an interesting insight into what is holding women back, and how corporations can, and must, change. It’s another essential read ahead of the Women in Leadership Forum on 5 October as part of the CPhI Congress in Barcelona. The Forum will feature a thought-provoking session led by Borderless Consultants Rosalie Harrison and June Nilsson.
Read: Gender diversity in top management
This is also a good time to remind you of the bonus reading list which we suggested at the start of our essential reads on Women & Leadership and Diversity series:
If you’d like to share your thoughts on any of the topics or readings we have covered, you can reach us on Twitter @borderlessexec #WomeninLeadership or LinkedIn http://bit.ly/2aAevd8
There’s been a lot of buzz about a 4-day workweek. But it will be the ‘4 + 1’ workweek that ultimately wins out: 4 days of “work” and 1 day of “learning.” Several forces are converging in a way that point toward the inevitability of this workplace future.
How can leaders help their teams combat change exhaustion — or step out of its clutches? Too often, organizations simply encourage their employees to be resilient, placing the burden of finding ways to feel better solely on individuals. Leaders need to recognize that change exhaustion is not an individual issue, but a collective one that needs to be addressed at the team or organization level.
In this article, the author describes how a concept called tangential immersion can help anyone persevere in a boring task: Through a series of studies with more than 2,000 participants, she and her coauthors found that people often quit boring tasks prematurely because they don’t take up enough of their attention to keep them engaged.
