James' World 2

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That insight comes from Gallup’s chairman Jim Clifton and chief scientist, workplace Jim Harter in their new book Culture Shock. “This approach fails to improve performance,” the write. “Just 19 percent of employees strongly agree that how they are managed motivates them to do outstanding work.”

Blame the wiring of the human brain, they write, which tends to focus on the negative. That tendency influences the way most leaders give feedback, targeting “opportunities for improvement.” While they may acknowledge strengths or performance improvements along the way, traditional management practices “rate and rank” employees, focusing on helping them improve in areas where they are weak. 

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“I was intimidated for many years in the early part of my board career because I didn’t have a business degree and felt underprepared,” a female board director once told me. Another director, explaining that she “grew up in the shadows of a plantation” reflected, “It’s still very much a white male show, so the fact that I was the first African American female on the board was astounding to me.”

As U.S. practice leader of CEO and board services at Boyden, an executive search firm, I interact with hundreds of aspiring and existing directors. Questions about their qualifications for board service remain a concern for many of the people I talk to, particularly those from underrepresented backgrounds.

My experience aligns with research that shows that high achievers from underrepresented backgrounds often find themselves confronting imposter syndrome, or doubting their skills and achievements, or fearing being exposed as a fraud. Women and people of color may be more likely to feel they don’t fit in, they’re not welcome, and they don’t belong.

Imposter syndrome can be crippling mentally and emotionally, drain your energy and attention, and cause you to fall short of the performance you are capable of, thus, feeding the cycle of self-doubt. If you experience imposter syndrome, you may explain away your successes by thinking anyone could have done what you did, or thinking you just got lucky, or fearing that others are mistaken in believing that you’re talented. As if that isn’t bad enough, when you stumble or face challenges, your self-perceived incompetence looms larger than life — increasing your chance of failure and perpetuating the syndrome.

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Florida A&M University · Leon County – Jane Elliot: Sound On

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Replying to @cosbytok #Janeelliot #shownomercy #😳 in her #blueeye #browneye #experiment #Part2 #critical #race #theory #america #knowledge #wisdom #history #teaching #truth to #reprogram and #heal #perspective

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It’s a scary time for workers right now. Some are saying the recession will likely hit later this year and people are being laid off left, right, and center. Beyond Big Tech firms, Europe’s startups and scaleups have suffered. Since March 2022, at least 42,000 staff have lost their jobs; shockingly, more than half of these cuts came in the first quarter of 2023.

For those who survive, making it through a round of layoffs often means being on a smaller team that’s expected to keep the same output. Suddenly, the workload has increased alongside stress levels. The European Agency for Safety and Health at Work found that nearly half (44%) of workers claim that work-induced stress is on the up, as worries about work overload and time pressure increase. That’s the backdrop leaders and entrepreneurs are up against when it comes to motivating teams.

What a cheery start to this piece – but it’s not all doom and gloom. There’s a simple fix to boosting your team’s performance: Measure employees’ value using metrics beyond productivity.

There’s no ‘I’ in team.

When measuring value, you can’t look at one employee’s output without recognizing the impact they have on the wider team. After all, a successful business is like the human body: you wouldn’t embark on a marathon with a broken arm, no matter how fit you are. In an effective team, each part needs to work together.

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If you’re looking to get hired, giving your LinkedIn profile some love should be on your to-do list. It’s likely that potential recruiters are going to find it and form impressions of you based on what it looks like, and what’s listed.

LinkedIn profiles with huge gaps or out-of-date information—or pages that look like they’ve been gathering virtual dust for years—aren’t going to show you in your best light. On the other hand, a profile that’s well maintained and has had some care and attention means you’re ticking some of the right boxes.

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When I was growing up, way before artificial intelligence captured the zeitgeist, applying for a job was relatively simple: Print out a fancy resume, dress smart, and be ready to interview, in person.

Those old rules no longer apply. 

Over the last two decades, digital technologies have radically transformed the employment landscape. Automated software, colossal professional databases, and one-click applications now dominate the hiring and recruitment process. 

If you’ve been job hunting recently, chances are you’ve interacted with a resume robot, a nickname for an Applicant Tracking System, or ATS. In its most basic form, an ATS acts like an online assistant, helping hiring managers write job descriptions, scan resumes, and schedule interviews. As artificial intelligence advances, employers are increasingly relying on a combination of predictive analytics, machine learning and complex algorithms to sort through candidates, evaluate their skills and estimate their performance. Today, it’s not uncommon for applicants to be rejected by a robot before they’re connected with an actual human in human resources.

The job market is ripe for the explosion of AI recruitment tools. Hiring managers are coping with deflated HR budgets while confronting growing pools of applicants, a result of both the economic downturn and the post-pandemic expansion of remote work. As automated software makes pivotal decisions about our employment, usually without any oversight, it’s posing fundamental questions about privacy, accountability, and transparency. 

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Despite some companies’ attempts, we can’t fix today’s burnout culture with a wellness app. What it takes, instead, is a mindset and culture shift among managers and organizations everywhere.

The old management mindset

An outdated way of thinking about peak performance is “maximum effort = maximum results.” It doesn’t actually work that way in reality, but many managers still believe that it does. They might talk a good game about “practicing self-care,” but their core assumptions are often more akin to a bad 1980s motivational speaker. (Think: “No pain, no gain,” “No guts, no glory,” and “Give it 110%!”)

When managers expect 80+ hours a week from people while offering Friday yoga to combat stress, they unintentionally create a toxic contradiction. It’s a classic example of what we call in psychology a “double bind”: Employees can’t talk about the contradiction, and they can’t talk about not being able to talk about it.

As a result, many well-intended efforts to end the burnout epidemic don’t actually work. If you think individual overachievers are solely to blame for exhaustion, then you’ll only end up addressing the wrong problem. Consider McKinsey’s research on burnout, which showed that “in all 15 countries and across all dimensions assessed, toxic workplace behavior was the biggest predictor of burnout symptoms and intent to leave by a large margin.”

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https://hbr.org/2023/06/to-build-a-top-performing-team-ask-for-85-effort?utm_source=pocket_discover_career

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