Management promotions decrease for Black employees | Injuries, illnesses at private employers up 7.5% last year | Female leaders were likely athletes at some point
First-time management promotion rates for Black employees have dropped significantly since 2021, according to a study by McKinsey that analyzed more than 270 firms collectively employing over 10 million workers. Promotions into the C-suite are up for Black women but have decreased for Black men. In addition, Paradigm CEO Joelle Emerson says companies are now reticent to track promotions by race due to the Supreme Court's affirmative action ban.
A Bureau of Labor Statistics report shows 2.8 million reported nonfatal workplace injuries and illnesses involving private employers last year, a 7.5% increase from 2021. Last year's 2.3 million reported injuries represented a 4.5% increase, while illness reports totaled 460,700, a 26.1% increase fueled by a resurgence of respiratory cases, the report says.
Employees promoted from management positions to director level often don't receive adequate training regarding the more strategic aspects of the role. ProjectNext Leadership's Molly Rosen and Meghan Doherty offer tips on designing development experiences for directors, spanning lateral thinking, delegation and corporate strategy.
Reports from Fidelity and Bank of America suggest hardship withdrawals are on the rise. While such withdrawals can affect retirement readiness, Fidelity's Mike Shamrell contends taking a loan from a 401(k) account can be a useful option in some circumstances, and comments: "There are times where the loans may be a more valid direction, as opposed to putting that on your credit card."
Artificial intelligence's effect on the evolving job landscape makes it a vital part of career and technical education, Michael Horn, co-founder of the Clayton Christensen Institute think tank, said during the recent SmartBrief AI Impact virtual summit. "I think [AI] is a critical piece of ... how we need to change CTE going forward," incorporating AI tools into learning "not only for what the future is like today but, frankly, to [help students] be comfortable with how the future is evolving," Horn said.
When the message you're conveying to your manager or your team is met with silence, blank stares or wrong action, you have to choose between "more frustration or ... better collaboration," leadership experts Karin Hurt and David Dye write. "You still have an opportunity (and responsibility) to say something ... ask questions, understand the goals, and help your leaders understand the realities confronting your team," Hurt and Dye explain.
The boys were down 47 to 18 heading into the fourth quarter. They were playing Ventura, my high school alma mater. The game was dragging, and my boredom was quickly turning into active yawning. I forced myself not to look at the clock, knowing it would only make the time go by slower.
I turned my attention back to the game. That’s when I noticed something odd. Ventura maintained possession of the ball far longer -- and better -- than we did. I took out my phone and opened my timer app. I wanted to see how long Ventura had the ball versus how long we could keep it.
It was ugly. Ventura played a beautiful offense. They set screens, passed well, moved constantly and took smart shots. They got their own rebounds. They kept their hands on the ball for about 53 seconds to a minute, on each possession – from the inbound to the score or turnover.
Meanwhile, our guys looked like the Three Stooges hanging out with Dumb and Dumber. They didn’t set screens, they hardly passed -- maybe 1 to 2 times after bringing the ball down -- and their feet seemed rooted to the floor. They took haphazard shots and struggled to rebound. Two guys collided into each other. Altogether, the boys kept their hands on the ball for about 10 to 25 seconds, on each possession -- from the inbound to the score or turnover.
Why? The boys knew how to run their offense. I watched them drill it at practice. They executed perfectly, even after the defense entered the drill. What had them so befuddled now?
“They don’t listen,” Coach Ray told me after the game. He sounded annoyed. I told him what I observed, with the timing of the possessions, and he wasn’t surprised. “We take stupid shots. We don’t pass. Everyone thinks they’re Steph Curry, 3-point king. I point it out during time-outs and they nod and then go right back in and do the same thing. They don’t listen!”
Are they not listening? Or are they listening but not getting it? And what should the coaches do now?
This same situation can happen in our workplaces, according to today’s HR Leader story. Teams and their leaders can be disconnected in understanding how to manage processes or issues. Avoid making assumptions about what people know, advise Karin Hurt and David Dye. “In those moments, it’s worth your effort to understand your leaders’ or your team’s decision-making if you can. You may gain a strategic insight, a longer-term focus than you had. Or you may find a problem you didn’t know about," they write.
That’s wise advice. Hurt and Dye offer more tips leaders can use to bridge communication gaps. Let me know what you think about them. Let me know what tactics work for you. And if you enjoy this brief, tell others so they can benefit also.
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