Online job sites point to an easing of labor demand | The benefits of expressing cultural identity at work | How managers can build more self-sufficient teams
Department of Labor building (Education Images/Getty Images)
Corporate demand for US workers is starting to cool as evidenced by online job posting figures provided by ZipRecruiter and Recruit Holdings, parent company of Indeed. However, job market statistics from the federal government continue to show robust numbers for hiring and job openings.
When workers who are members of underrepresented groups are willing to engage in rich cultural-identity expression, it can create a more inclusive environment, research suggests. To facilitate the process, managers should ensure that this kind of exchange is voluntary, set the right example and focus on listening and supporting others.
Learn how to build age inclusion at work 83% of employers say a multigenerational workforce drives success and growth. Help your employees thrive in every phase of their careers. Download the free Employee Resource Group Toolkit from AARP that can help everyone work better together. Get the free toolkit.
Federal law requires certain benefits and protections for employees when companies reach specific staff numbers, small-business adviser Barbara Weltman writes. A staff of 20, for example, triggers age discrimination rules and continued health insurance for departing employees, notes Weltman, who outlines several other thresholds and reminds employers to check state and local laws as well.
Silicon Valley has regained its status as a "boys club" with the departures of a generation of female leadership such as Facebook's Sheryl Sandberg, HP's Meg Whitman and YouTube's Susan Wojcicki. Their exodus highlights the importance of succession planning so "we don't keep losing ground, we maintain, and we build," said Sheryl Daija, the founder of BRIDGE.
It may be easy for a leader to grab power and lead people through the strength of their will, but leaders who take the time to cultivate influence will develop a long-lasting skill to attract and inspire followers, writes Steve McKee, co-founder of McKee Wallwork + Co. Influential leaders are those who see the dignity and humanity of those around them and lead by example in ways in which they can be proud, McKee writes.
Tuesday was my cousin’s birthday so all of us got together to celebrate at a local pizza restaurant. At one point during the evening, I found myself at a table, talking football, with my nephew Jackson and my friend Jimmy. We were discussing the future of quarterback Derek Carr, who was released recently by the Oakland Raiders after nine seasons with the franchise. We mused about where he might go and whether or not he has what it takes to get to the Super Bowl.
Carr doesn’t have it, Jimmy said. Jackson -- an ardent Derek Carr fan -- bristled and started to argue but Jimmy stopped him.
“Carr’s not [Tom] Brady,” he said. “He doesn’t have the type of leadership that gets others to fall in line. He doesn’t have a track record.”
That puzzled me. I asked him to expound.
Carr is a good quarterback, Jimmy said, but “he’s got no track record of success. He’s had a rocky career. He throws as well as Brady but he’s had too many coaches -- things were always changing there. He’s never been able to establish a consistent record of success.”
Brady is different, Jimmy said.
“Guys will fall in line for him because of his ability to win,” he explained. “He had one coach for 20 years. They won, over and over. So, he has a track record for winning. He walks out on a field and guys fall in line for him; they trust him. They know he’s got tenacity, that he trains and practices constantly. So, they’re willing to break their backs for him; he’s proven he will put you in the position to win. Carr doesn’t have that -- not right now. He’ll need that in order to be successful with his next team.”
Jackson and Jimmy continued their debate but I drifted out of the conversation. I couldn’t get Jimmy’s words about leadership out of my head. It made me wonder: Am I the kind of leader that others will “fall in line for” -- someone in whom they have confidence and whose direction they will follow? Do I have the right track record with my team? Have I proven that I can put them in the position to win?
It was a gut check moment -- a good one. It made me think. It gave me new perspective for some projects I'm working on and some conversations I'm slated to have.
And now I turn the question to you: What kind of leader are you? Do you inspire trust? Does your team or organization believe you can lead them to wins? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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