Indra Nooyi, former CEO of PepsiCo, in the New York Times:
The issue is not women in the C-suite, it’s a leaky pipeline. The pipeline is leaking at the early stages. Because we get enough women coming into the work force in various stages. But by the time they get to Level 2 and Level 3, they just drop out of the work force for several reasons.
One that can be addressed quickly is this tremendous unconscious bias. On top of that, the time that they get to Level 2 in a company is when they will have families, and many companies are not mandated to give parental leave. People just drop out of the work force, and then we wonder why they don’t go up to the top. We can ill afford to be a country where women drop out of the work force.
It’s all about listening.
Read it here. And let me know what you think.
They want machines to replace you as soon as possible.
“Few American executives will admit wanting to get rid of human workers, a taboo in today’s age of inequality. So they’ve come up with a long list of buzzwords and euphemisms to disguise their intent:
Workers aren’t being replaced by machines, they’re being “released” from onerous, repetitive tasks.
Companies aren’t laying off workers, they’re “undergoing digital transformation.”
A 2017 survey by Deloitte found that 53 percent of companies had already started to use machines to perform tasks previously done by humans. The figure is expected to climb to 72 percent by next year”.
There are 120,000 excess deaths per year attributed to ten workplace conditions and they cause approximately $190 billion in incremental health care costs. That makes the workplace the fifth leading cause of death in the U.S. — higher than Alzheimer’s, higher than kidney disease.
- Being unemployed sometimes as a result of a layoff.
- Not having health insurance.
- Working shifts and also working longer periods, e.g., ten or twelve-hours shifts.
- Working long hours in a week (e.g., more than 40 hours per week).
- Job insecurity (resulting from colleagues being laid off or fired).
- Facing family-to-work and work-to-family spillover or conflict.
- Having relatively low control over one’s job e.g., workload.
- Facing high work demands such as pressure to increase productivity and to work quickly.
- Being in a work environment that offers low levels of social support (e.g., not having close relationships with co-workers.
- Working in a setting in which job- and employment-related decisions seem unfair.
Both articles report the findings published by Jeffrey Pfeffer in Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance—and What We Can Do About It.
I have not read the book yet, but I definitely will.
A meta-analysis of the existing research on flexibility identified the fundamental components:
- Where we work,
- When we work, and
- How predetermined our schedule is.
These component parts lead to six distinct types of flexibility:
- Remote: “Work from anywhere” – Remote employees keep standard office hours but are location independent. Their office is wherever they are.
- DeskPlus: “Partially office-based” – DeskPlus employees keep standard office hours and are partially location independent.
- TravelLite: “Minimal travel requirements” – TravelLite employees have minimal to no travel, with a maximum limit of 10% travel annually.
- TimeShift: “Standardly unconventional hours” – TimeShift employees reorder their working hours to create a set but unconventional schedule (outside of 9-5 conventions) that optimizes their productivity and performance.
- MicroAgility: “Freedom to adapt” – MicroAgility employees have the autonomy to step away from their work 1-3 hours at a time to accommodate the unexpected.
- PartTime: “Reduced workload” – PartTime employees serve in senior-level roles; they have the experience and skills to meet the company objectives on a reduced hours schedule.
… any more than finding a recipe will make you a great cook.
Bill Bennett reflects on the writings of Alfred North Whitehead on learning. He ends up dismissing the pursuit of “best practices” as secrets to success in favor of a culture of discovery:
- Design your organization so that it develops new capabilities;
- Make it your job, as a leader, to help your organization be better at learning;
- Structure your organization so that your people must engage with important, unsolved problems.
- Establish routines that allow for failure and reward those who try to discover;
- Build a culture that values discovering over knowing, becoming over being;
- Lead by design.
And don’t forget the secret: There is no secret1