Thirty-eight percent of US employees say they have experienced harassment while working remotely, more than 52% say they don't feel psychologically safe and 85% say anonymous channels would make them more likely to report harassment, according to an AllVoices report. Claire Schmidt, founder and CEO of AllVoices, warns employers that retention and culture will suffer unless they "take proactive action to address harassment."

Wells Fargo, Meta, Cisco and American Express are among companies that are reopening offices this month as pandemic restrictions ease. The emphasis seems to be on soft returns, with hybrid working still providing flexibility, and Gartner's Brian Kropp advises employers to provide value during in-person working by creating "intentional moments where you're building these social and emotional relationships."

Creative plans to attract workers include the Fresh Start program at tech company SevenRooms, which gives new hires two paid weeks off before they start work, says Paul McCarthy, who developed the idea. Employers are also increasing sign-on bonus amounts, offering them for more roles, cutting wait times for benefits eligibility and, at SevenRooms, requiring employees to take off at least five days in a row twice a year, as well as one day per month to recharge.

Microcredential programs are growing in popularity as an affordable way to expand job skills. Programs offered at some colleges and universities include certificates for soft skills, such as communication, that can be added to technical credentials to enhance employability.

Leaders who have avoided chances to fail, or eschewed feedback, are creating blind spots in their skills that may undermine their effectiveness, writes Alaina Love, CEO of Purpose Linked Consulting. "As a leader, your ability to help your team develop the self-knowledge required for future success often depends upon the degree to which you've already done your own work," Love writes.

My friend Raymond threw himself a birthday party at a local club last July. “You have to come,” he said. I cringed inside, wondering how I could get out of going. I don’t really like clubs and get uncomfortable in certain social environments.

But he insisted, so I relented and said I’d be there. And then I called Jen, one of my best friends.

“You have to go with me to a party,” I said. I explained the conversation with Raymond, why I didn’t want to go – “I’m a grandmother! I have nothing to wear!” – and begged again that she accompany me. She laughed but agreed to go.

Jen owned the room that night. She walked in, her blond mane cascading down her back like a waterfall and her smile lighting up her face. We hugged the birthday boy and found our reserved table. I wanted to hide there all night (and eat cake), but Jen wouldn’t let me. She dragged me onto the dance floor. After a few minutes, I relaxed and just enjoyed the music and fun.

By the end of the night, Jen was on the stage with the DJ, laughing and joking with him. We both had made new friends. The party I dreaded wound up being a lot of fun.

Jen has the social confidence we read about in today’s Leadership & Development story. She can walk into a room full of strangers and leave, hours later, with 10 new friends. It’s a fantastic skill -- one that she’s leveraged to achieve success as a two-sport athlete, mother and real estate professional.

How’s your social confidence? Or are you epistemic confidence? (I'm guilty of this one.) Let me know! And if you enjoy this brief, tell others so they can benefit also.