The Radical Promise of Truly Flexible Work | Is Your Emotional Intelligence Authentic, or Self-Serving? | Why You Need a Rejection Resume (and How to Write One)

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You Might Like � � � You Might Like � � � � � � � � � Don't like ads? Go ad-free with TradeBriefs Premium The Radical Promise of Truly Flexible Work - Harvard Business Review    Is it possible for companies to protect employee autonomy, engagement, and well-being, as well as job flexibility while also ensuring efficiency and productivity through a period of economic uncertainty and slower growth? The author’s research into how organizations unlock the productivity of neurodivergent and disabled workers points to a way forward — one that allows leaders to accommodate the unique needs of every team member. Comprehensive flexibility supports stronger engagement and performance, not just on a case-by-case basis but at scale. True, sustainable flexibility is about more than just work location and hours. It encompasses which tasks people do and how they get them done. It’s about making work “fit” people, not the other way around. When organizations center the design of work on humans, values, and long-term success in this way, they become productive, resilient, inclusive, and equitable. Nearly four years after the Covid-19 pandemic upended the norms of work around the world, most of us are still struggling to find a new normal. Employers are grappling with a host of conflicting demands. On the one hand, they need to boost productivity and contain costs in the face of inflationary trends and slow economic growth, and shareholders are laser-focused on the bottom line. On the other, organizations must solve what Microsoft’s chief people officer, Kathleen Hogan, has called a “human energy crisis.” Many workers are burned out and disengaged, still trying to adjust to remote or hybrid work or stressed by return-to-office requirements. Some are also managing health issues — including long Covid symptoms — and caregiving roles. They’re also coping with drastically increased costs of living. According to one survey, 42% of employees say their employers don’t care about them. Continued here Is Your Emotional Intelligence Authentic, or Self-Serving? - Harvard Business Review    It’s possible to fake emotional intelligence. Well-intended leaders can go into interactions armed with what they believe is a combination of deep empathy, attuned listening, and self-awareness but is, in fact, a way to serve their own emotional needs. There are three common counterfeit emotions to watch out for. First, there’s rescuing disguised as empathy: When expressing empathy for those you lead, pay attention to any need you might have to be the hero. Compassionate understanding for the challenges of others is emotionally intelligent. Rescuing them from the consequences of those challenges may be more cruel than kind. Next, there’s a need to be right masquerading as active listening. If you have strong views or a critical agenda, own it. Working to suppress your strong views to appear as if you’re engaging others doesn’t work. People are more likely to believe you’re open to hearing their ideas if they feel you’ve been straightforward about where you stand on yours. Third, there’s a hunger for approval dressed up as self-awareness. When fueled by a desire for approval, self-awareness can warp into self-involvement. Keenly self-aware leaders detect how others experience them, actively solicit critical feedback from others, and accurately acknowledge their strengths and shortfalls. It’s possible to fake emotional intelligence. Similar to knockoffs of luxury watches or handbags, there are emotions and actions that look like the real thing but really aren’t. With the best of intentions, I’ve seen smart leaders charge into sensitive interactions armed with what they believed was a combination of deep empathy, attuned listening, and self-awareness but was, in fact, a way to serve their own emotional needs. It’s important to learn to spot these forgeries, especially if you’re the forger. Continued here You Might Like � � � � � � � � � Why You Need a Rejection Resume (and How to Write One) - Harvard Business Review    Rejection is never easy. But failures are the inertia behind every milestone you tackle, and every roadblock you climb over. Tracking your failures can help you learn from your mistakes and make changes that can positively impact your future successes. You can do this by crafting a rejection resume — a tool that will help you to reflect upon and grow from your struggles, acknowledge your battle scars, build resilience, and more easily manage adversity in the future. I am no stranger to failure and rejection. In my lifetime, I’ve been turned down by more than 1,500 employers, 30 colleges, and 75 scholarship foundations. I was denied admissions to Princeton, UPenn, NYU, Cornell, Dartmouth, Brown, and Columbia University. After submitting hundreds of applications to JPMorgan Chase, Morgan Stanley, and Goldman Sachs, I received no offers and was told that major firms typically recruit from the competitive schools I didn’t go to. I was denied consideration for TED Fellows, the Forbes 30 Under 30, and the Forbes Next 1000 lists. Continued here

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