Twenty-nine percent of employees say the pandemic has caused depression and 49% have sought help through their employer's mental health and well-being programs, according to a Gartner survey. The survey also found 64% of employers have implemented new well-being benefits, and Gartner's Carolina Valencia notes, "One of the most fascinating things we have seen is how much organizations have rallied around the idea that they have to take action and invest in employee wellness."

Executives would do well to sponsor and promote people who are quietly creating success and change within their organizations, especially those with "styles that don't fit the typical mold of what a leader 'should' look like," writes Joel Garfinkle. "Whether it's the varied opinions, ideas, perspectives or leadership styles, diversity will improve the decision-making power of your leadership," he adds.

An inclusive culture starts at the top and cascades across an organization via a code of behavior to make all employees feel like they're part of something and contributing value, writes Shields Meneley Partners' Robert Ryan. Build an inclusive culture in a remote working environment by calling a few individuals each day to recognize their work and listen to their concerns or suggestions, Ryan writes.

It has become clear during the coronavirus pandemic that employees need workplace benefits to evolve in support of their wellness and productivity. More effective alternatives, including digital solutions, are needed to fill voids left by traditional employee assistance programs.

Employee value propositions fail when they aren't specific, are too concerned with competitors and don't connect on any level with employees, writes Celeste Sirin of Employer Branding Africa. "If you don't focus on your corporate culture and instead try to appeal to too many people, you'll end up appealing to no one," Sirin writes.

Today’s INSEAD story about belligerent personalities reminds me of a soccer coach I once worked with. I’ll call her Tory. Tory had a penchant for drama; she seemed to thrive on it. She’d fuel rumors with gossip and got into several arguments with other coaches and parents. It was embarrassing and uncomfortable. She was eventually fired.

Navigating conversations and situations with folks like this is tough. I learned that the best strategy for Tory was the “conversation judo” approach -- steer her away for a walk and just let her talk. Calm and objective usually put out the fire of her rage and then we could have a better conversation.

How are you managing tough personalities on your teams? Let me know. (Yes, I do read these emails!) Know someone who needs to receive this newsletter? Send them this link to subscribe.