By Camonghne Felix — 2021
“I should have quit way before Tokyo.”
Read on www.thecut.com
CLEAR ALL
Sadness is a central part of our lives, yet it’s typically ignored at work, hurting employees and managers alike.
Everybody talks about company culture these days, but very few people in the industry understand what it really means. Even fewer people know how to build one.
We hear a lot about the struggles of working women and the notion that we can create some semblance of order between managing responsibilities at home and at work. It’s the elusive work/life balance every working woman longs to achieve.
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COVID-19 is hard on women because the U.S. economy is hard on women, and this virus excels at taking existing tensions and ratcheting them up.
It can’t be about “empowerment” any longer. To make real progress, it has to be about power—using and growing the power we women already have.
It can be tough enough to manage your own stress. But how can you, as a manager, help the members of your team handle their feelings of stress, burnout, or disengagement?
We all know that unmanaged stress can be destructive. But are there positive sides to stress as well?
Many of us have thought of or dreamed about leaving that job to pursue our dreams, maybe start a business, or pursue our passion. While there are practical issues to consider, we also need to overcome the inertia that comes with the fear we experience when taking a major new direction in our lives.
Individuals with disabilities frequently encounter workplace discrimination, bias, exclusion, and career plateaus—meaning their employers lose out on enormous innovation and talent potential.
Women with disabilities are often doubly penalized—for being women and for being disabled.