leadership article review

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Annual Review of Psychology

Volume 60, 2009, review article, leadership: current theories, research, and future directions.

Bruce J. Avolio 1 , Fred O. Walumbwa 2 , and Todd J. Weber 3
View Affiliations Hide Affiliations Affiliations: 1 Department of Management, University of Nebraska, Lincoln, Nebraska 68588-0491; email: [email protected] 2 Department of Management, The Arizona State University, Glendale, Arizona 85306-4908; email: [email protected] 3 Department of Management, University of Nebraska, Lincoln, Nebraska 68588-0491; email: [email protected]
Vol. 60:421-449 (Volume publication date January 2009) https://doi.org/10.1146/annurev.psych.60.110707.163621
© Annual Reviews

This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and e-leadership. This structure has the benefit of creating a future focus as well as providing an interesting way to examine the development of the field. Each section ends with an identification of issues to be addressed in the future, in addition to the overall integration of the literature we provide at the end of the article.

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Most cited most cited rss feed, job burnout, executive functions, social cognitive theory: an agentic perspective, on happiness and human potentials: a review of research on hedonic and eudaimonic well-being, sources of method bias in social science research and recommendations on how to control it, mediation analysis, missing data analysis: making it work in the real world, grounded cognition, personality structure: emergence of the five-factor model, motivational beliefs, values, and goals.

Publication Date: 10 Jan 2009

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Nine Leadership Lessons 2020 Gave Us

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As we approach these final days of 2020, a year that has tested our society like few others in recent memory, it’s safe to say that many people are looking forward to putting this year behind them. However, 2020 has also shed light on so many systemic issues facing individuals and companies across the globe that we would be remiss if we didn’t reflect on the lessons that we can take into the future.

With that in mind, we reached out to MIT Sloan Management Review contributors who study leadership up close with the following question: What lessons can managers take from 2020 and put into practice in the coming year?

Given their diverse research experience and backgrounds, our authors were able to offer numerous insights for how leaders at all levels in an organization can commit to caring, foster supportive work cultures, and forge new paths in 2021.

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Prepare for and Adapt to Increased Turbulence

Since 2008, I have followed four megatrends: climate change, urbanization, aging populations, and increased interconnectedness. In 2020, the convergence of these trends made clear that relative stability post-WWII is ceding to a period of increased turbulence. Leaders need to rethink their assumptions about constancy; build adaptive capacity, robustness, and resilience deep into their organizations; and reassess crisis readiness throughout their extended enterprises.

This year also made clear that leaders must look beyond their organizations, taking a true stakeholder view, to help address oft-overlooked economic, health care, housing, justice, and other inequities underlying the fragility of the current order. This will not be the last annus horribilis . The challenge for leaders is to step up now to be better prepared for the next one.

— Eric J. McNulty , associate director of the National Preparedness Leadership Initiative and author of “Leading Through COVID-19”

This will not be the last annus horribilis . The challenge for leaders is to step up now to be better prepared for the next one.

Reorient Your Road Map With Sensemaking

The challenges of 2020 highlight the importance of sensemaking — coming up with effective ways to make sense of the complex external world we are living in. When the pace of change is this fast, managers need to make sure that people update their understanding of shifts in technology, markets, customers, and competitive moves.

Only with an updated map of the world can there be effective action in it. For example, a team trying to create more innovative products in the pharma industry needs to be aware of shifts in scientific knowledge; the new ways that pharma companies are collaborating with each other, regulators, and patients; and new forms of sourcing raw materials. To neglect sensemaking is to be behind.

— Deborah Ancona , the Seley Distinguished Professor of Management and founder of the MIT Leadership Center at the MIT Sloan School of Management, and coauthor of “The Overlooked Key to Leading Through Chaos”

Put Care at the Center of Leadership

2020 has shown that it is urgent and necessary, not just desirable, to humanize leadership. The way we have been portraying, promoting, and practicing leadership for decades — as a cocktail of passion, vision, and skills — makes leaders ill prepared to recognize and alleviate human suffering, let alone address the systemic issues that cause and perpetuate it. It is time for those who care for good leadership to put care at the center of leadership. May we stop conjuring foes that leaders need to fight and help leaders focus on healing and renewing our relationships and institutions instead.

— Gianpiero Petriglieri , associate professor of organizational behavior at INSEAD and author of “Your People Need Care, Not a Battle Cry”

Unleash the Collective Genius of Your Team

“Treat your team meetings as sacred space.”

This advice comes from an exceptional leader fighting for all of us every day on the front lines. No one expects you to have all the answers — they know you are only human. You need to surround yourself with diversity of thought — you and your colleagues should act as sparring partners for each other, challenging each other to do your best thinking, to be your best selves. This pandemic demands that you go beyond what you should be doing to what you could be doing. It requires innovative problem-solving. It’s not about some individual having an aha moment. It’s about collective genius — unleashing the slices of genius on your team and harnessing them to fulfill the collective good.

You and your team need to take care of each other. Share not only what you are thinking but also how you are feeling. They know you are anxious, maybe even scared. Trust them with your emotions. Commit to taking care of each other — admit to each other that this year is not just a head challenge, it is a heart challenge as well. If this year has taught us anything, it is that leadership is about exercising moral imagination and courage.

This is no time to go it alone.

— Linda A. Hill , the Wallace Brett Donham Professor of Business Administration and faculty chair of the Leadership Initiative at Harvard Business School, and author of “Being the Agile Boss”

If this year has taught us anything, it is that leadership is about exercising moral imagination and courage.

Foster a Culture That Enables Employees

We take from 2020 the lesson that much of what businesses encounter is neither fully controllable nor predictable, in part because every business operates interdependently with society, the economy, and the planet. But this highlights how critical it is that managers enable people to do their best work — individually and collectively — through tapping into their needs and strengths in flexible ways and actively managing a culture that supports adaptability and learning.

— Jennifer Howard-Grenville , the Diageo Professor in Organisation Studies at the Cambridge Judge Business School at the University of Cambridge and author of “How to Sustain Your Organization’s Culture When Everyone Is Remote”

Build Shared Understanding Through Dialogue

2020 has shown us what social psychologists have known for years: that “people are demonstrably undone by too much uncertainty or social invalidation.” 1

Managers in 2021 will have to fight against the ruinous effects of uncertainty and social invalidation by re-creating a shared social understanding — a shared reality that allows people to more accurately assess data and effectively coordinate.

2020 has also shown us that uncertainty and social invalidation are not constrained to our personal-life spheres; our personal and professional selves have never been more intertwined. Managers who engage in dialogue and develop practices to bridge the wide crevasse between how different people experience the same world can begin to rebuild (and heal) our sense of self and community.

— Morela Hernandez , the Donald and Lauren Morel Associate Professor in Business Administration at the Darden School of Business at the University of Virginia, and author of “What New Normal Should We Create?”

Emphasize Work-Life Balance for Your Teams

The future of work is upon us. The good news for managers is that people have never worked harder: Productivity is reaching unprecedented levels, caused by the en masse transition of work from offices to homes. The bad news is that mental well-being is suffering as a result: 94% of employees have experienced stress within the past 12 months. So it’s time for managers to take a cue from Microsoft and better structure the work-life boundaries of their teams, such as no meetings on Mondays and Fridays, and no emails after work, which France implemented back in 2017. Placing bookends to the workday like these can significantly improve employee satisfaction and, given that the average person will spend a third of their life working , is paramount to employee well-being during 2021 and beyond.

— Ben Laker , professor of leadership at Henley Business School at the University of Reading, and coauthor of “How Leading Companies Are Innovating Remotely”

Give Special Attention and Care to Work Relationships

“Direction and balance: Running a business is like walking a tightrope.” These words, from an entrepreneur I interviewed recently, echo in my mind as I think about lessons from 2020 that managers may apply to 2021. As uncertainty continues to loom large, leaders may keep both direction and balance by focusing on deepening preexisting, and nurturing new, high-quality work relationships while embracing experimentation. Why? High-quality work relationships help individuals feel safe and supported. In addition, they can enable workers to be more discerning in their choices, anchor their organizational commitment, and fuel their desire to reach high performance standards.

By embracing experimentation, managers may learn how to meet the fluid needs of both their colleagues and customers. After all, walking the tightrope requires attention and care — and this very attention and care will be especially critical for leaders in 2021.

— Eliana Crosina , assistant professor of entrepreneurship at Babson College and author of “Disrupted and Stronger: Looking In and Looking Out”

Build Restorative Habits Into Your Routine

Psychological research has shown how deeply the human mind craves predictability — but 2020 brought unrelenting uncertainty and all the stress that comes with it. It’s the leader’s job to help a team stay focused and positive, and that starts with holding it together personally. One practice I saw people gravitate to was adding a new routine to their day: engaging in a restorative activity. As a photographer, my favorite is #sixtysecondsolitude — a challenge to make short videos capturing mindful moments. But any such habit can deliver the psychological boost of creative achievement, along with a reassuring element of predictability.

— Hal Gregersen , senior lecturer in leadership and innovation at the MIT Sloan School of Management and author of “Digital Transformation Opens New Questions — and New Problems to Solve”

About the Author

Ally MacDonald ( @allymacdonald ) is senior editor at MIT Sloan Management Review .

1. S.T. Fiske, “Five Core Social Motives, Plus or Minus Five,” in “Motivated Social Perception: The Ontario Symposium, Volume 9,” eds. S.J. Spencer, S. Fein, M.P. Zanna, et al. (Mahwah, New Jersey: Lawrence Erlbaum Associates, 2003), 223-246.

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The greatest leadership article i’ve ever read.

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Recently, my friend Carl got a new job with the task of quickly building a 600-person pharmaceutical sales team, and leading that team as the company enters a new therapeutic market. He’s an industry veteran who excels at strategy, execution and motivating his team. But he gave me a call because there was one leadership area he wasn’t as comfortable with: diversity & inclusion.

“My CEO is big on culture and this place is very different than all the other companies I’ve worked in,” Carl explained. “He told me that he expects me— from day one —to walk the talk on inclusion and to create a strengths-based culture. How do I do that? How should I start?”

We agreed to meet up for coffee to talk about it, and the first thing I did was hand him a printout with my scribbled notes in the column.

“What’s this?” Carl asked.

“This,” I said, “is the greatest leadership article I have ever read.”

The 5 Elements of Great Leadership

I originally found this article on the military leadership blog, From The Green Notebook , and it’s called “ The Map on the Wall .” I encourage you to click and read it in full, then return here for my break down.

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#1) Tactics That Work In The Real World

Part of why I love this article so much is because of who didn’t write it. It seems like popular leadership gurus today are the ones who repackage old concepts and who write social media messages that could have been found inside a fortune cookie. Yet these gurus have never built or led a team larger than their public relations staff and video crew. I’ll admit it—I’m partial to leadership advice from people who are actually doing it: leading large teams, day-in day-out, in the real world.

The Map on the Wall was written by Jack “Farva” Curtis, a U.S. Navy aviator who is currently the commanding officer of a Navy EA-18G squadron based at NAS Whidbey Island, Washington. I personally have no affiliation with the U.S. Navy and have never met Commander Curtis. I did reach out to him via email in the course of writing this article.

2) Culture Comes First

Don’t make a new employee fill out paperwork on their first morning at work. Don’t immediately jump into your quarterly town-hall meeting with a review of financials. Instead use the power of first impressions, and the time when attention is at its peak, to focus on what really matters, which is culture. The first priority of any great team is actually the health of the team itself.

In the article, Commander Curtis explains that he has a large map of the United States on the wall of his office, with dozens of push pins stuck in it. Each pin represents the hometown of someone in the squadron. He explains:

“When a new member joins our team, regardless of rank or time in service, they go through a standardized check-in process that culminates in a one-on-one conversation with both the Executive Officer (XO) and the Commanding Officer (CO).

When we sit down for our first conversation, the first thing I ask them to do is take a pin out of the jar and place it on their hometown (or as near as they can get)...I point out that we come from different cultures, different values, different educations, different family dynamics, different spiritual or faith traditions, and many of us have different motivations to serve.”

Curtis chooses to use the valuable “first conversation” to focus on diversity & inclusion. I’ve known CEOs who open every meeting with a comment about safety, others always start by talking about a particular value, there is no one right answer. The point is to put attention on culture from the very start.

3) More Conversations, Less Rules

In my book, Great Leaders Have No Rules , I explain that even the best rules typically crowd out conversation. Rules imposed by others—rather than being co-created—drive engagement down. Commander Curtis put a focus on inclusion, but he could have still messed it up by pushing it through rules —the classic authority model of leadership (which quite frankly emerged from the classic military command and control system). He could have given a mini-lecture on the consequences of harassment and discrimination; he could have had new team members sign a personal conduct pledge.

Instead of dictating diversity, Curtis uses an interactive exercise. He kicks off the conversation by making it about them . “Take a pin out of this jar and place it on your hometown…” He then continues with a conversation about differences, in an environment with high psychological safety. He writes:

“These conversations have proven humorous, enlightening, and more often than not, encouraging. I recall one recent check-in with a Sailor who told me he’d never worked with a black person before joining the Navy. Not alarming, he’s simply a product of where he was born and raised — and there just weren’t many black people where he grew up. Another Sailor I spoke with told me he’d never met a gay person prior to joining the Navy. Now, chances are high that he had and just didn’t know it, but the point was clear — he was in uncharted cultural waters.”

4) Focus on Strengths

Strengths comes into play in two powerful ways in Commander Curtis’ article. First, he rightly frames his diversity conversation with the perspective that diversity and inclusion are assets, they’re force multipliers. Inclusion isn’t just about being ethical, fair or because it’s the law. He explains:

“I point out that we come from different cultures...But, and this is the key, now we’re all here — at this squadron — which means we now have a shared purpose, and all those differences…they’re features, not flaws...we’re better because we’re different. We’re stronger because we come from everywhere. And, we’re much more dangerous to any potential adversary because we don’t all approach difficult problems the same way.”

Additionally, outside of the domain of inclusion, leaders need to do more to practice strengths-based leadership. In a large study conducted by Gallup, they found that organizations that implemented a strengths-based approach to employee development achieved:

● 10% to 19% increased sales

● 14% to 29% increased profit

● 3% to 7% higher customer engagement

● 6% to 16% lower turnover (low-turnover organizations)

● 26% to 72% lower turnover (high-turnover organizations)

● 9% to 15% increase in engaged employees

● 22% to 59% fewer safety incidents

The research is clear, high performing leaders individualize their approach to management and focus on team members’ strengths.

#5 Physical Objects As Cultural Reminders

The worst place to depict your company’s values, is in the list of values that hangs in your lobby and conference rooms. The best way to remind people of values and shared purpose, the best way to recognize examples of cultural excellence, is with physical artifacts.

In The Culture Code , Daniel Coyle analyzes some of the world’s most successful organizations—including Pixar, the San Antonio Spurs, and U.S. Navy’s SEAL Team Six—and shares the common ingredients behind their success. In his “ideas for action” he talks about using physical objects to make the statement: this is what matters. At Navy SEAL headquarters you’ll see the gear of soldiers killed in action. At Pixar you’ll see original hand drawn sketches next to Oscar trophies. Instead of a list of generic words that people neither remember nor live, the right objects can convey a powerful message without words.

In my favorite leadership article of all time, the pin-filled map on the wall is far more than just a map. It’s a symbol to all who encounter it, and even serves as a reminder to Commander Curtis himself.

“...It will always serve to remind me during my most frustrated and cynicism-filled moments how those little pins came together from everywhere to accomplish something seemingly unimaginable in today’s environment — unity of purpose, unwavering commitment, and courageous service from, and for, Americans of widely disparate backgrounds.”

The Final Lesson: Leadership, and Inclusion, Can Be Learned

I reach out to Commander Curtis to ask whether he was always an inclusive leader; I would have guessed something in his own upbringing enabled him to be more aware of issues around belonging and privilege from the start. But that wasn’t the case. He told me:

“Was I always so inclusive as a leader...? No. I came up in Naval Aviation (early 2000s) when there weren't many female aviators, this was also prior to the repeal of don't ask don't tell, and the number of racial minorities in the officer ranks was as small then as it remains now. A significant "assist" in my development was marrying one of the few female aviators where I was stationed. We could go on for days about how that shaped (and continues to shape) how I view things today.

Being in the Navy for the repeal of don't ask don't tell was formative. It was the biggest non-event ever. We all just woke up the next day and came to work.

Where it all really came together for me was in the weeks prior to becoming the XO of my current squadron, as I would walk around the hangar meeting people. We really came from everywhere! That's something that we can embrace and "weaponize" as an asset, or it's something that can divide and limit our capabilities. My organization has one mission -to win in combat. That's it. If we don't find a way to get the best out of everyone - truly everyone - then we're like a football team taking the field with 10 players - it's gonna be hard to win. And, like I said, our mission is to win.”

Kevin Kruse is the CEO of LEADx with “Coach Amanda,” an AI-powered executive coach that sustains and scales leadership development.

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What Is the Best Leadership Style? 100s of Studies -- and Adam Grant -- Give the Exact Same Answer

A new study combed through a mountain of research to determine the most effective leadership style once and for all..

What's the best leadership style ? Every leader obviously has their own personal flair and approach . Steve Jobs and Bill Gates famously both achieved incredible things by being about as different as two people can be .

But experts say there is at least one thing that unites all great leaders , from CEOs and entrepreneurs to parents and teachers, and unfortunately it's something a lot of business leaders are struggling with these days.

Successful leaders value autonomy.

Just look at Amazon. The tech giant just ordered all employees back to the office five days a week starting in 2025. How is that likely to go?

To get an answer, you could look at employee responses ( not good ). Or read think pieces on the new policy ( a mixed verdict ). Or you could take a peek at the scientific literature on the most effective way to lead people.

Hundreds of studies have been done on this topic, but luckily you don't need to read through them all. That's already been done for you. A recent review published in Psychological Bulletin examined 139 separate studies on different leadership styles and came to a straightforward conclusion.

If you want to provide a framework in which humans flourish, you need to help the people under you find their own intrinsic motivation and then give them the freedom to decide how exactly to work towards those goals. Autonomy is the secret sauce of all great leadership.

"We found that consistently connecting people to the 'why' of their actions, providing choices in how tasks get done, and giving meaningful feedback results in people being more likely to share ideas and to be more collegiate," explained senior author James Donald of the University of Sydney Business School. "Managing people with controlling, carrot and stick strategies led to people being less likely to share, cooperate, or help others."

In other words, to bring out the best in people, great leaders do the exact opposite of what Amazon is doing. The likely result of Amazon's micromanaging back-to-office mandate will be a less cooperative, less innovative workforce.

That includes parents.

All of which should interest you if you're a business leader. But there's another group of people that should pay attention to this research too, according to star Wharton psychologist and best-selling author Adam Grant -- parents.

On X (formerly Twitter), Grant recently highlighted another massive review done by the same team of researchers. This time, they looked at studies not on how bosses lead companies, but on how parents lead families . It came to a startlingly similar conclusion:

The takeaway from these two reviews isn't complicated. Human beings of every age, and in just about every setting, don't respond well to feeling controlled. It makes us cranky, anxious, distrusting, and less cooperative. There are times you can't avoid control, of course. If your toddler is running towards a busy road, you will tackle them. If your team has a crazy deadline to make, you may need to mandate particular work hours or bribe them with bonuses. But Donald insists that "if you want to build and sustain a high performance culture, you need to move away from crisis-style management, and actively invest in your peoples' intrinsic motivation." That's true at home too. "If you want to develop self-aware, responsible young people, you need to move away from command and control, and actively nurture children's own interests, strengths, and innate sense of what is right," he continues. All of which is a long-winded way of saying don't be like Amazon. Hundreds of studies with tens of thousands of participants in a huge variety of settings all point in the same direction -- the way to get the best out of people of all ages isn't rules, mandates, and tight control. It's freedom . Nurture people's intrinsic motivation and then give them the autonomy to get on with chasing their goals. Related Stories 3 Ways Leaders Can Support Better Mental Health at Work Civil Rights Groups Push Back on Anti-DEI Efforts New Research Confirms Adam Grant Is Right: To Be Smarter and More Successful, Think More Like a Scientist The opinions expressed here by Inc.com columnists are their own, not those of Inc.com. A refreshed look at leadership from the desk of CEO and chief content officer Stephanie Mehta This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply. Privacy Policy Privacy policy Notice of collection Ad vendor policy terms of use Advertise help Center About Us Subscribe sitemap COPYRIGHT 2024 MANSUETO VENTURES Inc.com adheres to NewsGuard’s nine standards of credibility and transparency. Learn More window.__INITIAL_STATE__ = {"responsive":{"phone":false,"tablet":false,"mobile":true,"desktop":false,"fakeWidth":767},"routing":{"location":null},"articleHash":{},"user":{"loggedIn":false},"mustreads":{"articles":[{"id":"337045","inc_headline":"More Employees Are Using AI, but Often Don't Have Guidance","inc_headline2":"","inc_twitter_headline":"AI tools are becoming more popular at work. But companies are falling behind on training and policies: @sarahdlynch","inc_newsletter_headline":"","inc_deck":"New reports show that AI is becoming more commonplace at work. But companies are falling behind on the appropriate training and policies.","inc_typid":"1","inc_clean_text":"Artificial intelligence is making inroads <a href="https://www.inc.com/brian-contreras/workers-are-concerned-about-ai-taking-their-jobs-should-managers-be-too.html">in the workplace</a>, whether <a href="https://www.inc.com/small-businesses-show-high-ai-adoption-rates.html">company leaders </a>address it or not.\nThirty-seven percent of employees are now using <a href="https://www.inc.com/brian-contreras/google-just-added-a-bunch-of-ai-tools-to-gmail-google-docs-other-enterprise-apps.html">AI tools</a> at work, according to a <a target="_blank" href="https://files.constantcontact.com/7be6a2cc001/333c752f-716a-42f0-8002-df63d38453ce.pdf">new survey</a> of 182 HR executives and business leaders from the global outplacement firm Challenger, Gray and Christmas. That marks a notable increase from the just 12 percent who were using those tools in the fall of 2023.\nAnd yet, 27 percent of companies have "yet to acknowledge AI in their corporate strategy," the report notes, "suggesting a growing gap between employee behavior and company oversight."  \nThis gap could be problematic, Andrew Challenger, senior vice president at the firm, said in the report -- with potential consequences related to "data security, intellectual property, and ethical concerns." \nOne specific gap in AI-related guidance is proper <a href="https://www.inc.com/megan-oconnor/what-to-look-for-in-an-ai-training-provider.html">training</a>: Very few of the companies in the survey -- 12 percent -- have trained employees on using AI or "introduced AI for specific tasks," according to executives. \nThis indicates a notable lack of focus on "the training and upskilling necessary to integrate AI successfully into daily operations," the report adds.\nBut companies are also falling behind on producing AI-specific policies, the report says. This is reflected in other recent research: The San Francisco-based law firm Littler Mendelson released a <a target="_blank" href="https://www.littler.com/publication-press/publication/littler-ai-csuite-survey-report-2024">report </a>earlier this week which found that fewer than half of the U.S.-based C-suite executives surveyed -- 44 percent -- have generative AI policies in place at their organizations.\nAt the organizations without these policies, nearly half -- 48 percent -- of executives said this was due to the "perception of low risk to our organization." Other executives pointed to a "lack of understanding" or expertise as well as the "rapid evolution of generative AI" and the uncertainty that it breeds.  \nAnd yet, Challenger's report says that in the "absence of structured guidance, employees are left to explore AI tools on their own, underscoring the need for businesses to proactively create frameworks for responsible AI use." \nProgress is being made, though: Although less than half of executives say their organizations have AI policies, that's a marked improvement from the 10 percent who had them in Littler Mendelson's 2023 report. Moreover, 25 percent of respondents said they are in the process of producing a generative AI policy, and 19 percent said they are "considering one."\nIndeed, as AI usage only increases, the Challenger report states, it's now high time for companies behind on their AI guidance to "catch 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Intelligence","The Future of Work"]},"adzone":"/4160/mv.inc/tech/incartificialintelligence/incartificialintelligence"},"socialreferralcount":0,"spotlight_headline":"","channels":null,"articletags":null,"isPremium":false},{"id":"337056","inc_headline":"Inside the Fertility Tech Gold Rush","inc_headline2":"","inc_twitter_headline":"Thanks to investor cash, there's a minefield of fertility products on the market. Is that a good thing? @SammBlum","inc_newsletter_headline":"","inc_deck":"Amid soaring costs and growing distrust of the medical field, entrepreneurs are flooding into fertility tech. What could go wrong?","inc_typid":"1","inc_clean_text":"On May 26, 2022, Randy Morris, a reproductive endocrinologist in Naperville, Illinois, <a target="_blank" href="https://www.youtube.com/watch?v=WqwwE0nX1sI&ab_channel=InfertilityTV">posted a video</a> to YouTube issuing a cutting rebuke of a company called Proov. The startup makes at-home fertility test kits and supplements, plus an app for people to monitor their journeys toward parenthood. \nMorris took aim at one of Proov's marquee products, a urine test kit to measure a chemical called PdG that <a target="_blank" href="https://proovtest.com/blogs/blog/fda-proov?srsltid=AfmBOorxVxiaBSfmS_ohjHTvQqGXUSZhkggqsn8lPK2ZPKoAJ5m0OzQ5">was cleared by the FDA</a> in 2020. With enough PdG in the urine, the company claims, it's likely a woman will test positive for ovulation -- the fertile window when an egg is released by an ovary during a woman's reproductive cycle. The trouble is, it's a misleading portrayal of the science, Morris says. \n"There have never been any [credible] clinical studies which prove that measurement of urinary PdG helps identify people who are more or less likely to become <a href="https://www.inc.com/alison-green/my-new-hire-didnt-tell-me-shes-pregnant-can-i-fire-her.html">pregnant</a>," Morris says in the video, which has been viewed more than 14,000 times. On its website, Proov links to<a target="_blank" href="https://bmjopen.bmj.com/content/9/5/e028496.full?fbclid=IwAR2hN9N7VLIWurpMPBLVym6MGQ6r_l3ordtaq_Rrp8Vao3ZyOwtyg2N6mA8"> two clinical</a> <a target="_blank" href="https://www.frontiersin.org/journals/public-health/articles/10.3389/fpubh.2019.00184/full">studies</a> that showcase how the detection of urinary PdG can confirm ovulation. But Morris's video suggests the company is ignoring a critical fact: That women who ovulate still might not be able to conceive, due to any number of other fertility issues. So the tests are most valuable for people who have already eliminated all other possible reasons for not conceiving. \n\nProov is only part of a burgeoning marketplace. Morris, a practicing reproductive doctor for more than 30 years, has created around 400 videos, some of which discuss a number of products attempting to innovate and technologically advance the field of human fertility. Many products on the market are designed to gauge or increase a woman's chances of getting pregnant, from biometric finger rings to at-home ultrasound devices, plus a dizzying number of fertility supplements and prenatal vitamins. \nIt's an industry that's certifiably booming, spurred on by concerns about<a target="_blank" href="https://www.census.gov/newsroom/press-releases/2023/population-projections.html"> population decline</a> and the emergence of employee benefits packages that cover in vitro fertilization (IVF), the process of fertilizing a woman's eggs in a lab. Around 40 percent of U.S. adults say they've used fertility treatments, according to 2023 research from<a target="_blank" href="https://www.pewresearch.org/short-reads/2023/09/14/a-growing-share-of-americans-say-theyve-had-fertility-treatments-or-know-someone-who-has/"> Pew</a>. The overall U.S. fertility market, currently valued at $5.34 billion, is expected to climb to $8.69 billion by 2033, <a target="_blank" href="https://www.precedenceresearch.com/us-fertility-market">according to Precedence Research. </a>\nVenture capitalists see ripe opportunity in the space. In 2022, businesses building fertility-related products and technologies raised $854 million from VCs, according to Pitchbook data shared with Inc. Even as AI continues to surge, health care companies have maintained a grip on VCs' attention: Health tech<a href="https://www.inc.com/sam-blum/the-biggest-venture-funding-category-in-q1-wasnt-ai.html"> welcomed the most funding</a> of any category in Q1, with $15.7 billion flowing to U.S. companies. Health care and biotech companies are leading<a target="_blank" href="https://news.crunchbase.com/venture/series-a-funding-trends-health-biotech-data/"> Series A investments in 2024.</a> \nThe industry's potential merits an investment in its technological progress, say VCs. With respect to IVF in particular, innovation has been lacking, explains Deena Shakir, a general partner at Lux Capital. "It's this absolutely groundbreaking technology -- the actual process of IVF -- and yet, if you go through it, you'll see not much has changed since its invention."\nAs it's grown, the industry has sparked very real concerns for would-be parents. Regulatory <a target="_blank" href="https://academic.oup.com/medlaw/article/30/3/410/6575319">oversight is either sparse</a> or, in the case of supplements, nonexistent. Some medical experts worry that consumers may be encouraged to forego the oversight of a physician in favor of unproven technology or spurious DIY treatments. Those concerns are amplified when couples are willing to spend big to start a family. "For couples experiencing infertility, the pain point is so incredibly great that the willingness to pay is correspondingly extremely high," says Elizabeth Ruzzo, a geneticist and the founder of Adyn, the maker of an at-home diagnostic test for women to determine their best birth control option. \n"It's hard for an individual, even with a scientific or medical background, to navigate what's really been robustly validated versus not, or even just how to interpret what the use cases are," Ruzzo argues.  \n<h2 dir="ltr">Behind the Surge</h2>\nAmy Beckley, the founder and CEO of Boulder, Colorado-based Proov, understands the struggles of infertility. The entrepreneur, who holds a PhD in pharmacology, founded the company in 2016 after experiencing seven miscarriages. The company, which has more than $10 million in venture investment, has four medical advisers, all of whom are certified reproductive endocrinologists. The company has sold more than 320,000 test kits across its slate of products. It also has more than 100,000 accounts registered and 10,000 active users, a spokesperson said.\nBeckley argues that there is a lack of easily accessible resources for women struggling with infertility issues, and the medical industry's usual recourse is to recommend costly IVF treatment. "Women are thrown out there with no education," she says.\nMany investors and founders say they want to bring the cost of care down and provide consumers with the ability to avoid the often-byzantine health care system. Shakir is especially focused on lowering the cost for IVF, which can range anywhere from $15,000 to $30,000. "If we eliminated the cost factor, how many families would actually be seeking it?" she says. \nProov says it strives to give consumers a sense of agency, as mistrust of the medical industry grows. A <a target="_blank" href="http://www.aapa.org/research/patient-experience/">survey </a>conducted<a target="_blank" href="https://www.aapa.org/research/patient-experience/"> </a>last year by Harris Poll found that 75 percent of Americans believe the medical field is failing to meet their individual needs. The cost of care is also burdensome for many: An April<a target="_blank" href="https://www.kff.org/health-costs/issue-brief/americans-challenges-with-health-care-costs/"> survey by KFF</a> (formerly the Kaiser Family Foundation) found that a quarter of Americans delay seeking care due to the expense. In February,<a target="_blank" href="https://www.kff.org/health-costs/issue-brief/the-burden-of-medical-debt-in-the-united-states/#:~:text=This%20analysis%20of%20government%20data,debt%20of%20more%20than%20%2410%2C000."> KFF estimated</a> the total sum of medical debt in the U.S. to be $220 billion. \n"We're pulling business from IVF clinics [by] trying to get people pregnant naturally," Beckley says. On Proov's app, women receive an ovulation score, which is based on aggregate data from a series of the PdG tests. Proov's website says its suite of products provide "actionable, lab-level hormone insights on your phone, from the comfort of home." \nBut Proov's users can also access unregulated supplements, sometimes when they don't need them. \n<h2 dir="ltr">Not a Diagnosis </h2>\nThe use of certain at-home tests can occasionally lead to troubling outcomes, says Brian Levine, a reproductive endocrinologist and founding partner of the Colorado Center for Reproductive Medicine's New York branch.\nIf used at the correct time during a woman's menstrual cycle, ovulation-predictor kits such as Proov's PdG test can determine if a woman has ovulated, Levine says. Viewing aggregated PdG test results can provide doctors like Levine with valuable information that, he says, "helps me guide diagnostic and treatment plans." But that's often where their efficacy ends -- and they can often obscure bigger reproductive problems and lead women to forego treatment, he says.\n"Sometimes people delay seeking help because they want to generate more data.... Sometimes that delays the opportunity to evaluate the male partner to see if he might have a sperm problem, or it delays the evaluation of the uterus to see if you have a structural problem," explains Levine. \nOn<a target="_blank" href="https://www.reddit.com/r/TryingForABaby/comments/y22iqj/proov_test_experiences/"> various</a><a target="_blank" href="https://www.reddit.com/r/TryingForABaby/comments/1anl328/anyone_with_experience_using_proovs_pdg_tests/"> Reddit</a><a target="_blank" href="https://www.reddit.com/r/TTCstruggles/comments/1arklzn/proov_experiences/"> threads</a>, women who have used Proov's PdG test say they felt misled by the company. "I probably sunk $400 into these kits only to find out that they don't often work for people," Hannah Michelson, a 36-year-old marketing manager from Minnesota, told Inc. \nAfter receiving a series of unsuccessful ovulation scores, Michelson sought help from a fertility clinic. It turns out she was ovulating, contrary to the tests, but had a low ovarian reserve, or a low egg count. She says relying on the test strips was emotionally taxing. \nProov is also part of a growing number of companies selling unregulated fertility supplements. One of its offerings is a "Balancing Oil" that contains progesterone, a hormone that prepares the uterine lining for the implantation of a fertilized egg during conception. Progesterone becomes PdG after it's filtered through the liver and excreted during urination. Without enough progesterone, it's likely a woman will have difficulty getting pregnant. \nMegan Galaviz, 35, a Colorado-based consultant, used Proov's Balancing Oil after ordering it on the company's website. Galaviz regrets buying the product, which costs $39.99 for a 1-ounce bottle. She was unaware of the <a target="_blank" href="https://www.forbes.com/health/womens-health/progesterone-cream/">potential side effects</a>, which can include blood clots, dizziness, back pain, and vaginal bleeding. Proov outlines some potential side effects of progesterone supplementation in a <a target="_blank" href="https://proovtest.com/blogs/blog/supplementing-progesterone?srsltid=AfmBOoo7IOSMX8dqYeuN1_7e3sOYYOt9gjBF5YrNZnd7Af9_IdqO2u1m">blogpost from 2021</a>, but doesn't mention them on either the product or FAQ pages.\n"There are a lot of side effects for taking those kinds of hormones, and the way that it's marketed makes it feel like you don't need a doctor to help you out with that. And really, women should be consulting physicians," says Galaviz. \nBeckley tells Inc. that Proov's Balancing Oil does contain progesterone but "it is not marketed as a fertility product, only as a beauty product." \nWhen women report poor PdG test results, they can set up a consultation with Proov's chief medical advisor, Aimee Eyvazzadeh, to see if progesterone supplementation is right for them. The telehealth sessions are supposed to indicate that IVF isn't the only solution available. \nGalaviz thinks the treatment model is flawed: "They offer testing materials, and then they offer products and supplements that are supposed to get you better testing results. I think that's super shady," she says.  \nBeckley and Eyvazzadeh believe progesterone is under-prescribed. "Despite any naysayers that say somehow we're trying to take advantage of women, it's actually the opposite -- we're trying to support women and help them feel heard," Eyvazzadeh says. \nEyvazzadeh sees the model as an alternative to corporate fertility clinics, which she argues are often swayed by the incentives of private equity investors. "A lot of these fertility companies are private equity owned, and the shareholders are pressuring IVF doctors to do more IVF cycles," she says. Private equity firms invested $2.9 billion in fertility health care clinics last year, <a target="_blank" href="https://pitchbook.com/news/articles/private-equity-buyouts-fertility-consolidation">according to Pitchbook</a>, down from $8.4 billion in 2022.  \n<h2 dir="ltr">Pressure Problem</h2>\nProov has company when it comes to navigating criticism over its business practices.  According to a report by<a target="_blank" href="https://www.bloomberg.com/news/articles/2023-12-22/kindbody-fertility-clinic-pushes-doctors-for-more-egg-retrievals"> Bloomberg last year</a>, a metric-driven approach at Kindbody, a venture-backed operator of 33 fertility clinics across the country, tasked doctors with staggering quotas for egg retrievals -- a surgical procedure to remove a woman's eggs for IVF. The NYC-based company, which has $290 million in venture funding, asked its staff physicians to increase their number of retrievals by 43 percent, to 33 per month, to maintain the company's financial goals.\nFurther<a target="_blank" href="https://www.bloomberg.com/news/articles/2023-10-13/kindbody-fertility-clinic-embryo-errors-spotlight-ivf-business-risks"> reporting by the outlet</a> revealed that clinics were chronically understaffed and procedures occasionally went awry, such as five instances of mislabeled embryos over a four-year period. At the time, Kindbody vehemently denied that clinics suffered from staffing shortages and noted that embryo errors were on par with national averages at U.S. clinics. \nIn a statement to Inc., a Kindbody spokesperson said the company's embryo accidents were rare. "Bloomberg's reporting chose to cherry-pick a small number of isolated incidents, five incidents of more than 7,000 cases.... Kindbody's doctors maintain independent medical judgment and make all treatment recommendations based on scientific evidence and patients' individual medical history and needs." \nIt's unclear if investor pressure is driving company policies like these, but it wouldn't be surprising. Private equity has made deep inroads in the broader health care industry, closing a record high 1,013 deals in 2021. <a target="_blank" href="https://www.nihcm.org/publications/the-growth-of-private-equity-in-us-health-care-impact-and-outlook#:~:text=Private%20equity%20(PE)%20investment%20plays,Data%20Inc.%2C%202022).">A paper last year</a> by the National Institute for Health Care Management found that "PE involvement in health care has led to changes in the workforce, increased costs and utilization, [and] mixed effects on quality of care." \nWhile the journey of becoming pregnant can be emotionally taxing for prospective parents, it's important to not let at-home solutions become a stand-in for legitimate diagnoses, Levine from the Colorado Center for Reproductive Medicine says. "These [tests] are, at times, highly accurate, but they're still amateur level analyses for very complex biological questions." \nBeckley, for her part, is clear about understanding the distinction. "We don't diagnose anything, we are a test strip," she 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Capital","Health Care"]},"adzone":"/4160/mv.inc/money/money/money"},"socialreferralcount":0,"spotlight_headline":"","channels":null,"articletags":null,"isPremium":true},{"id":"337038","inc_headline":"FTC Chair Lina Khan Maps Out Her Wide-Ranging Antitrust Game Plan","inc_headline2":"","inc_twitter_headline":"The head of the Federal Trade Commission discussed Big Pharma, Big Tech, and even Big Grocery on CBS's '60 Minutes.'","inc_newsletter_headline":"","inc_deck":"The head of the Federal Trade Commission discussed Big Pharma, Big Tech, and even Big Grocery on CBS's '60 Minutes.'","inc_typid":"1","inc_clean_text":"Lina Khan has been keeping busy.\nIn a wide-ranging interview with CBS's 60 Minutes that aired Sunday, <a href="https://www.inc.com/brian-contreras/ftc-chair-lina-khan-says-antitrust-regulations-help-small-businesses-too.html">the chair of the Federal Trade Commission</a> spoke about <a href="https://www.inc.com/kit-eaton/ftc-chair-lina-khan-says-targeting-big-tech-is-good-for-little-guy.html">the breadth of antitrust claims she's brought</a> against powerhouse industries under the Biden administration -- frustrating many business leaders in the process.\nThe industries that Khan and the rest of <a href="https://www.inc.com/jennifer-conrad/why-ftc-is-eyeing-surveillance-pricing-at-companies-like-mastercard-jpmorgan-chase-mckinsey.html">the FTC</a> have had in their crosshairs include pharmaceuticals, technology, and grocery chains. Here's what's going on.\n<h2 dir="ltr">Big Pharma</h2>\nInhaler companies were using minor design tweaks to justify extending their patents, <a target="_blank" href="https://www.youtube.com/watch?v=ebQtWZH3TW4&ab_channel=60Minutes">Khan said</a>, thus keeping generic versions off the shelves. Once the FTC <a target="_blank" href="https://www.reuters.com/business/healthcare-pharmaceuticals/us-ftc-disputes-listing-more-than-100-patents-fda-orange-book-2023-11-07/">sent the pharmaceutical companies warning letters</a>, several of them dropped the price of their inhalers "from hundreds of dollars to just $35," 60 Minutes reports.\n<h2 dir="ltr">Big Tech</h2>\nAn FTC investigation found that Amazon <a href="https://www.inc.com/jennifer-conrad/the-ftc-is-suing-amazon-heres-what-you-need-to-know-and-how-sellers-are-responding.html">illegally "muscled out rivals" and neutered competition</a>, Khan said on the show, resulting in higher prices for consumers. (The tech giant <a target="_blank" href="https://www.cnn.com/2023/09/26/tech/ftc-sues-amazon-antitrust-monopoly-case/index.html">denies those claims</a>.) Khan's FTC has also brought cases against tech powerhouses such as <a target="_blank" href="https://www.nytimes.com/2022/02/07/technology/nvidia-arm-softbank-deal.html">Nvidia</a>, <a target="_blank" href="https://www.washingtonpost.com/technology/2023/02/01/facebook-meta-app-purchase-ruling/">Meta</a>, and <a href="https://www.inc.com/minda-zetlin/warren-buffett-may-have-missed-making-half-a-billion-dollars-by-a-few-weeks-its-a-masterclass-in-leadership.html">Microsoft</a> -- with mixed results.\n<h2 dir="ltr">Big Grocery</h2>\nKhan has even lobbied against consolidation in Big Grocery. Her agency is currently <a target="_blank" href="https://www.axios.com/2024/09/23/ftc-chair-lina-khan-kroger-albertsons-merger-60-minutes">in the midst of a trial</a> to block <a href="https://www.inc.com/reuters/ftc-states-sue-to-block-25-billion-kroger-albertsons-supermarket-deal.html">a merger between Kroger and Albertsons</a>, which would be the industry's largest ever if it moved forward.\n<h2 dir="ltr">And about those high prices</h2>\nPushed by 60 Minutes to defend her stance that food prices have skyrocketed because of monopolization in the grocery sector -- despite many economists blaming high costs on supply chain issues spurred by Covid-19 and the war in Ukraine -- Khan noted that some executives have boasted on public earnings calls that inflation benefits their bottom line.\n"Even as some of those supply chain pressures have eased, prices have not come down concurrently," the chair added. And even though mergers may lead to improved efficiencies, she said, a lack of viable alternatives can still hurt customers at the checkout line.\n"If the company is not checked by competition, it won't have an incentive to pass those benefits on to the consumer because those consumers may not have anywhere else to go," she said.\nLast week, Khan spoke in New York at the <a href="https://www.inc.com/brian-contreras/ftc-chair-lina-khan-says-antitrust-regulations-help-small-businesses-too.html">Fast Company Innovation Festival</a> about similar issues, and argued that a competitive marketplace is good for small businesses, too.","inc_code_only_text":"","inc_custom_javascript":null,"baseurl":"//preview.inc.com/","inc_filelocation":"brian-contreras/ftc-chair-lina-khan-maps-out-her-wide-ranging-antitrust-war-plan.html","origin_filelocation":"brian-contreras/ftc-chair-lina-khan-maps-out-her-wide-ranging-antitrust-war-plan.html","timestamp":"","featureimage":"https://assets.inc.com/_/images/uploaded_files/image/970x450/lina-khan-60-minutes-inc-1530051593_545288.jpg","lightfeatureimage":"FALSE","smallfeatureimage":"https://assets.inc.com/_/images/uploaded_files/image/640x290/lina-khan-60-minutes-inc-1530051593_545288.jpg","tilefeatureimage":"https://assets.inc.com/_/images/uploaded_files/image/300x200/lina-khan-60-minutes-inc-1530051593_545288.jpg","recommendedfeatureimage":"https://assets.inc.com/_/images/uploaded_files/image/284x160/lina-khan-60-minutes-inc-1530051593_545288.jpg","mobileoverrideimage":"https://assets.inc.com/_/images/uploaded_files/image/100x100/lina-khan-60-minutes-inc-1530051593_545288.jpg","vid_jw_identifier":"","videooverride":"","rubric":"","pubdate":"2024-09-25 15:21:00","caption":"Technology","captionURL":"//preview.inc.com/technology","precaption":"","captionclass":"default","custombyline":"","byline":"Brian Contreras","bylineURL":"author/brian-contreras","partnerObj":null,"partner":"","partnerURL":"","partnertype":"","brandview":null,"brandviewtag":null,"brandviewhub":null,"dayssincepubdate":1,"appURL":"//preview.inc.com/","channelid":"5","authorid":"10585","authors":null,"seriesid":"NULL","skyscraperimage":null,"currentchannelname":"","currentchannelURL":"technology","currentchannelid":"","currentarticleid":"","currentarticleURL":"","overlayimage":"","images":{"tile":{"normal":"https://assets.inc.com/_/images/uploaded_files/image/300x200/lina-khan-60-minutes-inc-1530051593_545288.jpg","x2":"https://assets.inc.com/_/images/uploaded_files/image/600x400/lina-khan-60-minutes-inc-1530051593_545288.jpg"},"panoramic":{"normal":"https://assets.inc.com/_/images/uploaded_files/image/640x290/lina-khan-60-minutes-inc-1530051593_545288.jpg","x2":"https://assets.inc.com/_/images/uploaded_files/image/1280x580/lina-khan-60-minutes-inc-1530051593_545288.jpg"},"skyscraper":{"normal":"https://images.inc.com/refreshgraphics/300x520-3.jpg","x2":"https://images.inc.com/refreshgraphics/300x520-3.jpg"},"feature":{"normal":"https://assets.inc.com/_/images/uploaded_files/image/970x450/lina-khan-60-minutes-inc-1530051593_545288.jpg","x2":"https://assets.inc.com/_/images/uploaded_files/image/1940x900/lina-khan-60-minutes-inc-1530051593_545288.jpg"}},"imagemodels":[{"id":545288,"img_foreignkey":null,"img_gettyflag":false,"img_reusableflag":false,"img_rightsflag":false,"img_usrid":0,"img_pan_crop":null,"img_tags":null,"img_reference_name":"lina-khan-60-minutes-inc-1530051593","img_caption":"Federal Trade Commission Chair Lina Khan.","img_custom_credit":"Illustration: Inc.; 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Here's Why","inc_headline2":"","inc_twitter_headline":"A new @HarrisPoll survey shows that Gen-Zers and millennials are increasingly interested in the trades @AnnieBurba","inc_newsletter_headline":"","inc_deck":"A new survey by the Harris Poll shows that trade work is becoming increasingly attractive to Gen-Z and Millennial adults.","inc_typid":"1","inc_clean_text":"The <a href="https://www.inc.com/sarah-lynch/cant-find-skilled-talent-3-creative-ways-reach-workers-you-need.html">trades</a> are turning <a href="https://www.inc.com/mike-hofman/why-gen-z-will-transform-workplace-culture-for-better.html">young employees</a>' heads.\nMany are already working blue-collar jobs -- 18.4 percent of U.S. employees ages 20 to 24 work in the trades, a larger proportion than any other age group, according to <a target="_blank" href="https://www.adpri.org/gen-z-prefers-blue-collar-jobs-or-does-it/">ADP Research</a>. But their ranks may soon be rising. Half of <a href="https://www.inc.com/suzanne-lucas/great-salary-disconnect-what-gen-z-gets-wrong-about-pay.html">Gen-Zers</a> and 43 percent of Millennials who don't currently work in the trades plan to do so in the future, according to a<a target="_blank" href="https://www.creditkarma.com/about/commentary/gen-z-drives-a-resurgence-in-blue-collar-work"> new survey</a> of U.S. adults by the Harris Poll for Intuit Credit Karma.\nThis shift is driven in part by shifting attitudes around four-year degrees. About 77 percent of the 2,000-plus survey respondents say it's "outdated" to assume that a <a href="https://www.inc.com/sarah-lynch/should-you-care-about-college-degree.html">college degree</a> is necessary for a successful career, and only half say college is worth the investment.\n"As the promise of a four-year degree falls short, and the cost to receive a college degree continues to climb, young Americans are making blue-collar jobs cool again," a Credit Karma <a target="_blank" href="https://www.creditkarma.com/about/commentary/gen-z-drives-a-resurgence-in-blue-collar-work">press release</a> said.\nBut stigmas against the trades persist -- 61 percent of workers say a college degree leads to a well-paying job, and 79 percent view white-collar work more positively than blue-collar work, according to the survey. Still, respondents think the trades offer greater job availability, better work-life balance, and more entrepreneurial opportunities.\nAnother reason young workers are considering blue-collar work: They're worried about <a href="https://www.inc.com/annabel-burba/ai-fears-fueling-gen-z-doubts-about-office-jobs.html">artificial intelligence</a>. Two-thirds of respondents said the trades boast greater job security than office jobs due to the advent of AI.\nAnd yet, despite young corporate workers' purported interest in a career switch-up, Credit Karma consumer financial advocate Courtney Alev said the Harris Poll study also found that if given the chance to "re-enter the job market," most Americans would pursue the same career path again.\n"Whatever decisions consumers make about their education and career paths, they can rest easy knowing plenty of corporate and trade professionals alike are happy in their jobs," she said in the press release.","inc_code_only_text":"","inc_custom_javascript":null,"baseurl":"//preview.inc.com/","inc_filelocation":"annabel-burba/young-office-workers-are-considering-switching-trades-heres-why.html","origin_filelocation":"annabel-burba/young-office-workers-are-considering-switching-trades-heres-why.html","timestamp":"","featureimage":"https://assets.inc.com/_/images/uploaded_files/image/970x450/GettyImages-1180593519_545299.jpg","lightfeatureimage":"FALSE","smallfeatureimage":"https://assets.inc.com/_/images/uploaded_files/image/640x290/GettyImages-1180593519_545299.jpg","tilefeatureimage":"https://assets.inc.com/_/images/uploaded_files/image/300x200/GettyImages-1180593519_545299.jpg","recommendedfeatureimage":"https://assets.inc.com/_/images/uploaded_files/image/284x160/GettyImages-1180593519_545299.jpg","mobileoverrideimage":"https://assets.inc.com/_/images/uploaded_files/image/100x100/GettyImages-1180593519_545299.jpg","vid_jw_identifier":"","videooverride":"","rubric":"","pubdate":"2024-09-25 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Future of Work"]},"adzone":"/4160/mv.inc/innovate/bigideas/bigideas"},"socialreferralcount":0,"spotlight_headline":"","channels":null,"articletags":null,"isPremium":false},{"id":"337005","inc_headline":"New Data: Amazon Employees Are Rethinking Their Futures Following RTO Mandate","inc_headline2":"","inc_twitter_headline":"According to a new poll, Amazon employees are \"rethinking\" their future after its RTO mandate: @sarahdlynch","inc_newsletter_headline":"","inc_deck":"Amazon is bringing employees back to the office five days per week. For some, that's making them question their future at the tech giant.","inc_typid":"1","inc_clean_text":"Amazon's return-to-office <a href="https://www.inc.com/jason-aten/amazons-ceo-andy-jassy-just-declared-era-of-hybrid-work-finally-over.html" rel="noreferrer noopener" target="_blank">mandate</a> is shaking <a href="https://www.inc.com/sarah-lynch/workers-are-losing-confidence-their-employers.html">employee confidence</a>.  \nThat's according to a <a target="_blank" href="http://glassdoor.com/blog/employees-choose-remote-work-over-promotions" rel="noreferrer noopener">poll</a> of more than 700 <a href="https://www.inc.com/sydney-sladovnik/amazon-wants-to-take-over-your-supply-chain.html">Amazon</a> professionals on Glassdoor in the days following Amazon's <a target="_blank" href="https://www.aboutamazon.com/news/company-news/ceo-andy-jassy-latest-update-on-amazon-return-to-office-manager-team-ratio?tag=wwwinccom-20" rel="noreferrer noopener">announcement</a> that it will bring workers to the office five days per week starting in January. Nearly three-quarters of the employees polled said they were "rethinking their future" at the company as a result.  \nNot all employees felt this way: 15 percent said the move didn't make them rethink their future, and 10 percent were unsure. Plus, these 700 professionals represent a small portion of the more than <a target="_blank" href="https://www.nytimes.com/2024/09/16/technology/amazon-return-to-office.html" rel="noreferrer noopener">350,000</a> corporate employees -- according to The New York Times -- who will be affected.\nBut so far, it's clear that numerous employees aren't happy. This new data is supported by employee posts about the mandate, as Inc. <a href="https://www.inc.com/sarah-lynch-/amazons-new-rto-mandate-has-some-employees-incensed.html" rel="noreferrer noopener" target="_blank">previously reported</a>, as well as an anonymous survey from Amazon employees, viewed by <a target="_blank" href="https://fortune.com/2024/09/24/amazon-employee-survey-rto-5-day-mandate-andy-jassy/">Fortune</a>, which showed that average satisfaction with the mandate is at 1.4 out of 5, with 1 meaning "strongly dissatisfied." \n"This level of uncertainty points to potential risks for companies implementing rigid RTO policies -- such as increased attrition or decreased morale," said Daniel Zhao, Glassdoor lead economist, in an email to Inc., "especially in industries where remote work has proven both viable and productive."\nMany workers still place great value on remote work: 67 percent of professionals in another Glassdoor <a target="_blank" href="https://www.glassdoor.com/Community/the-work-life-bowl/if-you-had-to-choose-between-working-from-home-but-not-getting-promoted-or-getting-promoted-but-being-required-to-be-in">poll</a> said that they would opt for remote work over a promotion. This echoes other reports, like that <a target="_blank" href="https://www.gallup.com/401384/indicator-hybrid-work.aspx#:~:text=Over%20Half%20of%20U.S.%20Remote%2DCapable%20Employees%20Expect%20and%20Prefer%20Hybrid%20Work&text=Line%20graph%20showing%20current%2C%20expected,employees%20work%20on%2Dsite%20currently." rel="noreferrer noopener">from Gallup</a>, which show that hybrid is still the preferred working arrangement among remote-capable employees.  \nAnd yet, businesses that want employees back in the office seem to be emboldened, Zhao said in the report: "When times are good, businesses are willing to compromise, but as the job market has cooled over the last two years and the balance of power has shifted from employees to employers, businesses have felt more leverage to insist on workers returning to the office."  \nIndeed, in a <a target="_blank" href="https://kpmg.com/us/en/articles/2024/kpmg-2024-us-ceo-outlook.html" rel="noreferrer noopener">recent survey</a> from KPMG, 79 percent of U.S. CEOs said they picture employees who traditionally worked in-office to be "back in the physical workplace in the next three years." Earlier this year, that was just 34 percent.  \nEmployees are also picking up on some of the downsides of remote work. Those mentioning remote work in their reviews on Glassdoor rated their "career opportunities" lower than those who didn't -- 3.42 out of 5 stars compared to 3.69. This trade-off was even stated explicitly at one company -- <a href="https://www.inc.com/sarah-lynch/dell-wont-promote-remote-workers-new-report.html" rel="noreferrer noopener" target="_blank">Dell</a> -- which shared that "career advancement...will require a team member to reclassify as hybrid onsite."  \nTo be sure, Amazon and the companies in the KPMG survey are large employers. But in an email to Inc., Rob Sadow, co-founder and CEO of the San Francisco-based hybrid work platform Scoop, predicted that smaller companies will "wonder if Amazon is onto something, and reconsider their own approaches."  \nThat said, he added, this could also present an opportunity for these smaller players: "Every recruiter in Tech [sic] with an open role is likely pinging Amazon employees today to see if they can get them to consider a new job," he said. And, based on these new Glassdoor findings, it's likely that these employees could already be on the hunt.","inc_code_only_text":"","inc_custom_javascript":null,"baseurl":"//preview.inc.com/","inc_filelocation":"sarah-lynch/new-data-amazon-employees-rethinking-their-future-following-rto-mandate.html","origin_filelocation":"sarah-lynch/new-data-amazon-employees-rethinking-their-future-following-rto-mandate.html","timestamp":"9:00AM ET","featureimage":"https://assets.inc.com/_/images/uploaded_files/image/970x450/amazon-rto-aws-inc-2168262574_545255.jpg","lightfeatureimage":"FALSE","smallfeatureimage":"https://assets.inc.com/_/images/uploaded_files/image/640x290/amazon-rto-aws-inc-2168262574_545255.jpg","tilefeatureimage":"https://assets.inc.com/_/images/uploaded_files/image/300x200/amazon-rto-aws-inc-2168262574_545255.jpg","recommendedfeatureimage":"https://assets.inc.com/_/images/uploaded_files/image/284x160/amazon-rto-aws-inc-2168262574_545255.jpg","mobileoverrideimage":"https://assets.inc.com/_/images/uploaded_files/image/100x100/amazon-rto-aws-inc-2168262574_545255.jpg","vid_jw_identifier":"","videooverride":"","rubric":"","pubdate":"2024-09-26 09:00:00","caption":"Lead","captionURL":"//preview.inc.com/lead","precaption":"","captionclass":"lead","custombyline":"","byline":"Sarah Lynch","bylineURL":"author/sarah-lynch","partnerObj":null,"partner":"","partnerURL":"","partnertype":"","brandview":null,"brandviewtag":null,"brandviewhub":null,"dayssincepubdate":0,"appURL":"//preview.inc.com/","channelid":"4","authorid":"10255","authors":null,"seriesid":"NULL","skyscraperimage":null,"currentchannelname":"","currentchannelURL":"lead","currentchannelid":"","currentarticleid":"","currentarticleURL":"","overlayimage":"","images":{"tile":{"normal":"https://assets.inc.com/_/images/uploaded_files/image/300x200/amazon-rto-aws-inc-2168262574_545255.jpg","x2":"https://assets.inc.com/_/images/uploaded_files/image/600x400/amazon-rto-aws-inc-2168262574_545255.jpg"},"panoramic":{"normal":"https://assets.inc.com/_/images/uploaded_files/image/640x290/amazon-rto-aws-inc-2168262574_545255.jpg","x2":"https://assets.inc.com/_/images/uploaded_files/image/1280x580/amazon-rto-aws-inc-2168262574_545255.jpg"},"skyscraper":{"normal":"https://images.inc.com/refreshgraphics/300x520-2.jpg","x2":"https://images.inc.com/refreshgraphics/300x520-2.jpg"},"feature":{"normal":"https://assets.inc.com/_/images/uploaded_files/image/970x450/amazon-rto-aws-inc-2168262574_545255.jpg","x2":"https://assets.inc.com/_/images/uploaded_files/image/1940x900/amazon-rto-aws-inc-2168262574_545255.jpg"}},"imagemodels":[{"id":545255,"img_foreignkey":null,"img_gettyflag":false,"img_reusableflag":false,"img_rightsflag":false,"img_usrid":0,"img_pan_crop":null,"img_tags":null,"img_reference_name":"amazon-rto-aws-inc-2168262574","img_caption":"AWS office in Herndon, Virginia.","img_custom_credit":"Illustration: Inc; 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The report also found that enthusiasm for <a href="https://www.inc.com/jennifer-conrad-ben-sherry/which-generative-ai-model-is-right-for-your-business.html">AI-powered tools</a> among leaders is growing, and that while companies are increasingly experiencing <a href="https://www.inc.com/reuters/the-cyberattack-stopped-by-a-microsoft-engineer-was-scarier-than-we-realize.html">cyberattacks</a>, leaders still aren't doing enough to protect themselves.\nKeyBank surveyed 700 owners and executives of businesses with $10 million to $1 billion in annual revenue, and found that 78 percent of them have an "excellent or very good" outlook for their company's performance over the next 12 months, a 5 percent improvement over 2023. Ken Gavrity, president of KeyBank Commercial, says that while these business leaders still have concerns about the overall economy, they feel quite differently about their own businesses. According to a separate report from the <a target="_blank" href="https://www.middlemarketcenter.org/Media/Documents/MiddleMarketIndicators/2024-Q2/FullReport/NCMM_MMI_MID-YEAR_2024_web.pdf">National Center for the Middle Market</a>, midsize businesses saw their revenue grow by an average of 12.9 percent, and saw their workforces grow by an average of 10.3 percent over the past 12 months.\nMany of these companies have spent the last few years transforming into leaner, scrappier, and more adaptable organizations in order to weather economic headwinds, using technology to expand operations without hugely increasing costs. Some 54 percent of respondents said they are using or are planning to implement AI in their operations. Of those respondents, 65 percent said they are using the tech to assist their data analysis.\nWhile Gavrity cautions that AI hasn't yet fully proved itself as a worthwhile tool, he acknowledges that having an AI plan is now an expectation for all companies, adding that "there isn't a company I talk to that isn't experimenting [with AI] at this point."\nThe survey also found that cybersecurity threats continue to plague midsize businesses, with one in three surveyed leaders reporting that their business had experienced a fraud or cybersecurity issue in the past 12 months. Even so, the survey found that the majority of midsize organizations aren't prepared to handle such threats. Only around half of the surveyed leaders require multi-factor authentication, and only 36 percent have security measures in place to prevent unauthorized devices from connecting to their networks.\nWhy are companies so unprepared for cyberattacks? Gavrity believes the problem lies in awareness, as many leaders simply don't expect their business to be targeted by bad actors. Breaking through that false sense of security and convincing business leaders to be proactive about their cybersecurity can require being confronted with potentially disastrous consequences, he says.\n"One event can be existential for your company. One mistake in that regard can shut down your company," Gavrity says. "When you create a little bit more of that fear factor, they're more willing to learn."","inc_code_only_text":"","inc_custom_javascript":null,"baseurl":"//preview.inc.com/","inc_filelocation":"ben-sherry/mid-market-companies-are-optimistic-about-growth-but-underprepared-for-cyberattacks.html","origin_filelocation":"ben-sherry/mid-market-companies-are-optimistic-about-growth-but-underprepared-for-cyberattacks.html","timestamp":"10:53AM 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Every leader obviously has their own personal flair and approach . Steve Jobs and Bill Gates famously both achieved incredible things by being about as different as two people can be . \n But experts say there is at least one thing that unites all great leaders , from CEOs and entrepreneurs to parents and teachers, and unfortunately it's something a lot of business leaders are struggling with these days. \n Successful leaders value autonomy. \n Just look at Amazon. The tech giant just ordered all employees back to the office five days a week starting in 2025. How is that likely to go? \n To get an answer, you could look at employee responses ( not good ). Or read think pieces on the new policy ( a mixed verdict ). Or you could take a peek at the scientific literature on the most effective way to lead people. \n Hundreds of studies have been done on this topic, but luckily you don't need to read through them all. That's already been done for you. A recent review published in Psychological Bulletin examined 139 separate studies on different leadership styles and came to a straightforward conclusion. \n If you want to provide a framework in which humans flourish, you need to help the people under you find their own intrinsic motivation and then give them the freedom to decide how exactly to work towards those goals. Autonomy is the secret sauce of all great leadership. \n \"We found that consistently connecting people to the 'why' of their actions, providing choices in how tasks get done, and giving meaningful feedback results in people being more likely to share ideas and to be more collegiate,\" explained senior author James Donald of the University of Sydney Business School. \"Managing people with controlling, carrot and stick strategies led to people being less likely to share, cooperate, or help others.\" \n In other words, to bring out the best in people, great leaders do the exact opposite of what Amazon is doing. The likely result of Amazon's micromanaging back-to-office mandate will be a less cooperative, less innovative workforce. \n That includes parents. \n All of which should interest you if you're a business leader. But there's another group of people that should pay attention to this research too, according to star Wharton psychologist and best-selling author Adam Grant -- parents. \n On X (formerly Twitter), Grant recently highlighted another massive review done by the same team of researchers. This time, they looked at studies not on how bosses lead companies, but on how parents lead families . It came to a startlingly similar conclusion: \n \n

The takeaway from these two reviews isn't complicated. Human beings of every age, and in just about every setting, don't respond well to feeling controlled. It makes us cranky, anxious, distrusting, and less cooperative.

There are times you can't avoid control, of course. If your toddler is running towards a busy road, you will tackle them. If your team has a crazy deadline to make, you may need to mandate particular work hours or bribe them with bonuses.

But Donald insists that \"if you want to build and sustain a high performance culture, you need to move away from crisis-style management, and actively invest in your peoples' intrinsic motivation.\"

That's true at home too. \"If you want to develop self-aware, responsible young people, you need to move away from command and control, and actively nurture children's own interests, strengths, and innate sense of what is right,\" he continues.

All of which is a long-winded way of saying don't be like Amazon.

Hundreds of studies with tens of thousands of participants in a huge variety of settings all point in the same direction -- the way to get the best out of people of all ages isn't rules, mandates, and tight control.

It's freedom . Nurture people's intrinsic motivation and then give them the autonomy to get on with chasing their goals.

Leadership: We know what works, but how do you live it?

Uncertainty and the fast pace of change have made leadership in today’s world very difficult. And yet we need excellent leadership. In fact, research shows that organizations in the top quartile of leadership deliver nearly 3.5 times the shareholder value than others. At the same time, 80 percent of leaders feel they are unprepared to take on their new roles.

The dimensions of what makes for great leadership are actually quite well-known and extremely well-researched. The challenge is not understanding what those dimensions are; the challenge is how we actually live them. The reason this becomes difficult is that there is not just one way of leading. For example, a leader needs to be bold and humble, decisive and yet listen to other people, be highly analytical and highly intuitive. Obviously, putting all these together within one person becomes hard.

As F. Scott Fitzgerald once said, “The test of a first-rate intelligence is the ability to hold two opposing ideas in mind at the same time and still retain the ability to function.” That’s the challenge leaders have.

We feel that a more human-centric leadership needs to be put in place, where leaders forget they are managers and realize they are humans first.

The first step toward this type of leadership is to recognize that “it starts with you.” Leaders need to reflect, be self-aware, understand themselves, and then build up a few important qualities. One is humility—realizing you’re not always the smartest person in the room. Another is confidence—being clear you have a seat at the table.

Once you have mastered those qualities, it is about leading beyond yourself—inspiring through boldness, showing empathy and care, allowing and empowering others, and realizing that control is just an illusion.

This journey is hard and long, but rewarding. To make it less stressful and manage one’s energy, leaders can reflect, they can meditate, they can connect with mentors and peers, so they are able to go on this extremely gratifying journey.

Faridun Dotiwala is a partner in McKinsey’s Mumbai office.

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How Employers Can Increase the Number of Women in Leadership Roles—and Why They Should

In 2014, the tech giant Lenovo recognized a problem in its workforce.

Although women make up more than 30% of Lenovo’s roughly 77,000 employees, the number of women on its executive leadership team was trending downward. In 2014, that number hit a new low: only 14% of executive-level roles were held by women.

“It was a tremendous red flag for us,” explained Jennifer Broerman Spencer, director of global diversity and inclusion at Lenovo. “We knew that it wasn’t trending in the right direction, and we had to take an intervention.”

As a result, the firm decided to create a leadership program to increase the number of female leaders in its workforce, a program that has now been in place for a decade. Broerman Spencer says that it has been a big boon to the company’s inclusion and diversity efforts—and its overall success.

Lenovo isn’t the only organization identifying gaps when it comes to gender equality and opportunities for promotion—and working to make changes.

Women in leadership is a rising focus for many workplaces, with many industry insiders pointing out the benefits that female leaders bring.

“Anecdotally speaking, I have seen growing momentum for women in leadership roles,” says Vicki Salemi, a career expert at jobs site Monster. “This needs to continue. It’s not a trend, as that implies it’s seasonal and will fade—it should be here to stay.”

But even though heightened attention is being paid to the topic of women in leadership, there have been bumps in the road to progress.

Women represent roughly 1 in 4 C-suite leaders, and women of color represent just 1 in 16, according to McKinsey’s Women in the Workplace 2024 report . Recent Bureau of Labor Statistics data found that although more women than ever are working, many working women are reporting fewer promotions and salary increases.

Meanwhile, according to the S&P Global Total Market Index, in 2023, the growth in women’s representation among all senior leadership positions in the U.S. dropped to the lowest rate in more than a decade: 0.5% versus 1.2% on average.

The drop in women’s leadership roles “is definitely something we don’t want to see become a trend across multiple years,” says Ella Washington. She is a professor of practice at Georgetown University’s McDonough School of Business and the founder and CEO of Ellavate Solutions, a consulting firm that focuses on inclusion, equity, and diversity.

Furthermore, female employees are more likely than their male counterparts to indicate that more employer support is needed. According to a Monster survey earlier this year , the majority of men (67%) think that all employees at their organization receive the same quality and quantity of opportunities, whereas only 33% of women agree. And 60% of women think that men get a seat at the table more often than women at their company, but only 12% of men agree. Disparities exist for salary, as well: 71% of men think that they are paid the same as women by their employer, contrasted with only 28% of women who agree.

That’s all ripe for change.

Diversity of Thought

Female executives are important for the same reason that greater diversity is vital to businesses, Washington explains.

“Different lived experiences provide us with different strengths, skills, and perspectives. The experiences of women are important additions in all of these ways that other leaders have impact,” she says. “Their unique way of being strategic, leading teams, and making decisions helps make the workplace more innovative and collaborative. Women do not hold a standard set of skills; everyone’s offerings are different, and that is why a diversity of women in executive roles is a strength for an organization.”

Having female executives is also important for developing and inspiring future female executives, Washington says: “Representation at the top is vital for establishing greater inclusion and community throughout the organization.”

Women bring many skills to the table. For one thing, women are now more educated than men in the U.S. , with women outnumbering men among the college-educated labor force. Other experts point to the productivity and multitasking skills women can bring to businesses.

“Women get stuff done, bringing valuable acumen, skills, and experiences to the workplace while being maestros of multitasking,” Salemi says.

What Employers Are Doing

There are numerous strategies that employers can implement to help increase the number of women in leadership roles.

After finding that just 14% of its leadership team was made up of women, Lenovo leveraged Advancing Women Leaders, a SHRM/Linkage Signature Solution. Through it, Lenovo offered targeted learning and development opportunities to director-level women through a 10-month women’s leadership development program. Since 2015, eight cohorts of Lenovo employees, totaling 170 female leaders, have completed the program.

The tech firm has increased the percentage of women in executive-level roles from 14% to 22%. It hopes to increase that figure to 27% in the next couple of years, Broerman Spencer says.

“I think we’re going to come close, and whether we hit the goal, we will celebrate for a moment and we will set another one and we will continue,” Broerman Spencer says. “And if we fall short, it’s just another excuse to double down.”

Promoting leadership programs and career development opportunities, such as the Linkage program leveraged by Lenovo, is among the many strategies that employers can adopt. Others include ensuring fair pay for women , offering comprehensive benefits, and providing access to employee resource groups dedicated to women.

One of the first steps employers can take toward making sure women can thrive in the workplace is to take stock of their workforce, suggests Roshan Kindred, chief diversity officer at San Francisco-based tech firm PagerDuty.

She explains that conducting a comprehensive audit of staff—considering gender, race, authority, and salary—to identify areas where organizations can improve representation to produce better business outcomes is essential.

Salemi agrees, saying that part of the solution is recognizing what gaps exist and where you might be falling short.

“It’s important for employers to realize disparities exist, and so do the perceptions of inequities,” Salemi says. “Awareness is key—awareness of both the lack of women in leadership roles and how to even the playing field and awareness that workers themselves see inequities. There are disparities between genders and their perceptions; resentment can build, too.”

For its part, Kindred says, PagerDuty has used “data-informed decision-making to develop and sustain inclusion and diversity programs that drive employee engagement and belonging and ensure that our teams are motivated to solve complex problems for big customers.”

Half of PagerDuty’s board members are female, and 86% of its employees cite PagerDuty’s social impact investment as making them proud to work there, Kindred says.

“By working closely with teams, we can ensure that everyone has access to opportunities for growth, such as skilling programs for women in coding and development,” Kindred says. “It’s also important that we collectively advocate for change at all levels, including the C-suite, where leadership can be pivotal in driving these efforts. Through collaboration and shared responsibility, we can build a stronger, more inclusive community that can support the diverse needs of our customers and stakeholders alike.”

Supporting employee groups, such as business resource groups and affinity groups, can also help women build strong networks for support and professional development, Washington says. And investing in tailored development opportunities for women by level or role can also “lay the foundation for strong cohorts of women to grow and develop professionally with tactical advice that is relevant to their circumstance,” she says.

Betting on Benefits

Other industry experts say that a lot of it comes down to offering benefits and resources to make sure women are able to thrive in the workplace. For instance, child care and other family responsibilities have historically been barriers for women in the workplace , and they are often reasons why women have stalled in their careers or even left the workforce altogether.

“Women tend to take the majority of the parenting responsibilities, even in a dual-earner household,” says Rachel Sederberg, a senior economist and research manager at Lightcast, a Boston-based labor market analytics firm. “It takes a lot to take on all of those different responsibilities within the household. And that will pull you away from work, especially when your work is a type of job where the longer the hours you put in, the more you’re rewarded. It’s not a punch-in, punch-out, do your shift and leave. It might be something like consulting or the like, where the more you’re in the office, or the more you’re online, the better you’re going to do. So that causes problems.”

Comprehensive benefits that help women—and men—juggle their home and work lives can make the difference. Those benefits include paid parental and family leave, child care assistance, and remote work options.

According to the Monster poll, besides fair and equal wages (cited by 87% of the women surveyed) and a clear vision for the future of their career (68%), the benefits that women value most in the workplace are maternity leave and child care benefits (38%, up 13 percentage points from 2023 when it was 25%), female mentors (35%), and fertility and family planning services (16%).

“Regarding the importance of maternity leave, child care benefits, and fertility and family planning services, companies should be prioritizing and evaluating their benefits plans and improving them,” Washington says. “If organizations offered better support to parents and what they need, women would have greater opportunity to deliver in the workplace on their goals and visions.”

Washington adds that good workplace benefits must include family benefits for men to allow a balance of responsibility for couples, thus allowing women to truly benefit from the offered resources.

Workplace flexibility is also key to the equation. According to a 2022 YouGov survey , 72% of women said they preferred flexible working locations, as compared to 57% of men.

“Employers should ensure that there are reasonably flexible options for all employees, including remote work,” Washington says. “They should implement clear and transparent criteria for promotions, ensure equity-informed decisions that reduce bias, have adequate parental leave policies for both parents, and provide child care assistance via financial support or an onsite child care option.”

Those practices can ensure that women—and working moms in particular—are “provided with the best opportunities to succeed and rise in the ranks as they desire,” Washington says.

To learn more about women in leadership, don’t miss the SHRM Women in Leadership Institute , a multiday event designed to equip you with the game-changing tools to propel you into the next phase of your career. It will bring together more than 2,000 women leaders for an exceptional and results-driven leadership development experience.

Kelly Dobbs Bunting speaks onstage at SHRM24

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New British leader vows his nation will reengage on global leadership

British Prime Minister Keir Starmer called for Israel and Hezbollah to “step back from the brink,” of a wider war and agree to a ceasefire.

Britain’s Prime Minister Keir Starmer addresses the 79th session of the United Nations General Assembly, Thursday, Sept. 26, 2024, at U.N. headquarters. (Leon Neal/Pool Photo via AP)

Britain’s Prime Minister Keir Starmer viewed on a screen above as he addresses in person below to the 79th session of the United Nations General Assembly, Thursday, Sept. 26, 2024, at U.N. headquarters. (Leon Neal/Pool Photo via AP)

British Prime Minister Keir Starmer addresses the 79th session of the United Nations General Assembly, Thursday, Sept. 26, 2024 at the United Nations. (AP Photo/Pamela Smith)

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UNITED NATIONS (AP) — New British Prime Minister Keir Starmer took the international stage at the U.N. General Assembly on Thursday for the first time with a message: His nation is returning to “responsible global leadership.”

The Labour Party leader, who won a landslide election victory in July, told the annual gathering of world leaders that with him as prime minister, “the U.K. will lead again tackling climate change at home and internationally, and restoring our commitment to international development.”

Working with other nations, Starmer said, Britain will also tackle conflicts from Gaza and the West Bank to Ukraine and Sudan where immediate cease-fires are urgently needed.

He said nations must also work together “to make the world less dangerous.”

“We have to face some hard truths,” the prime minister said. “The institutions of peace are struggling, underfunded, under pressure and outpoliticized.”

He said the entire global system of arms control and combating the proliferation of weapons which has been constructed over decades “has begun to fall away” and needs global action.

“We will also change how the U.K. does things,” Starmer said. “Moving from the paternalism of the past towards partnership for the future — listening a lot more, speaking a lot less.”

He said the U.K. will also be offering other countries “game-changing British expertise,” and will work together with nations “in a spirit of equal respect.”

Starmer told assembled ministers and diplomats that “a sense of fatalism has taken hold” in an age people describe as polarized and full of impunity and instability.

“Well, our task is to say: No. We won’t accept this slide into greater and greater conflict, instability and injustice,” he said. “Instead, we will do all we can to change it.”

Edith M. Lederer, chief U.N. correspondent for The Associated Press, has been covering international affairs for more than 50 years. See more of AP’s coverage of the U.N. General Assembly at https://apnews.com/hub/united-nations

Why UCP activists 'hold the pen' on so many of Danielle Smith's government policies

With leadership review on deck, bill of rights rewrite is premier's clear message to party base.

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It's an uphill battle to make the province reverse its ban on vote-counting machines in local elections, the mayor of St. Albert knows only too well.

Even if mayors and councils Alberta-wide reason that adopting manual hand counting will prolong the process and consume vast amounts of municipal resources, two factors stand in the way of Mayor Cathy Heron's push.

One: the UCP government already passed legislation this spring to prohibit the tabulators.

The "Two" that bolsters One: UCP members demanded they do so at last year's convention.

Heron would prefer that the voices of elected local representatives from the cities, towns and villages of Alberta matter more than those of a few thousand attendees of a partisan gathering.

"The government has to remember they don't just represent the UCP people at the convention — they represent all of Alberta," Heron told CBC Radio's Calgary Eyeopener this week.

The Edmonton-area mayor and other Albertans may not love it, but Premier Danielle Smith appears set to pay disproportionate attention to UCP convention-goers until at least Nov. 2.

Her dual jobs as premier and UCP leader depend on their goodwill toward her, and their vote on that day's leadership review.

Notably, she's spent many of her evenings over the last two months in UCP members-only town halls scattered across the province, to field questions from her party's grassroots.

It also may explain a chunk of the Smith government's agenda this fall.

Scan the party resolutions her members passed at least year's convention and you'll find the seeds of her promised Bill of Rights upgrades and its enhanced protections for the vaccine-averse, looming reforms for transgender health and pronoun usage in schools, limits on overdose prevention sites , and the prohibition on machine vote-counting (which Smith has told UCP crowds she'll bring to provincial elections next spring).

Speaking to a UCP crowd in Red Deer last month, Smith took pains to explain why it's taken a year for party policy resolutions to become legislation, after wending their way through the law-making processes of the cabinet and government. "I know that it can feel like it takes a long time, but when you pass policy in November, the earliest we can act on it and bring it into the legislature is the following November," she said.

"And we're going to do that."

Analysis The cheers and jeers of Danielle Smith's private party summer

She then enumerated many of the above-mentioned policies that began as UCP policy views, to applause from the members-only audience.

Smith is likely hoping that those intentions are in the minds and hearts of around 3,000 to 5,000 Albertans who will attend the UCP convention to render a verdict on Smith's leadership.

That is a sliver — 0.1 per cent — of the province's population. It's also a fractional subset of the United Conservative membership, and judging by the attendance at past gatherings the attendees generally represent a more activist base within the party.

Some of the UCP-friendly reforms Smith is enacting already align with her own previously stated convictions, including defences for the unvaccinated and strengthening property rights — although before party voices rose up on transgender issues, she had leaned away from the actions that she now pledges.

Any leader of an Alberta conservative party would understand the importance of not disillusioning their party base, after the Tories pushed out former premier Ralph Klein in 2006 and made successors Ed Stelmach and Alison Redford sweat, and after what the UCP did to its first leader.

A man smiles while standing next to a political placard.

Jason Kenney, when wooing UCP leadership votes, signed a "grassroots guarantee" to respect the policy wishes of United Conservatives when seeking the leadership in 2017. But he added a key loophole : that party ideas would have to be balanced against the Kenney team's assessment of what the rest of Alberta would support.

UCPers voted at their first convention to require parental notification when a student joins a gay-straight alliance. Their leader said there was no way that would become party policy.

"I will take the resolutions adopted today as important input, but I hold the pen on the platform," Kenney told reporters shortly after his base expressed its wishes.

Albertans know how the UCP's relationship with Jason Kenney wound up, and Smith has appeared keenly aware, too. He called insurgent party members the "lunatics" that were "trying to take over the asylum" — and they punished him in a leadership review.

Inside the pressure campaign on Danielle Smith to make gun ownership (and more) an Alberta right

Every political party has some sort of dialogue with the ideals of its base, the beliefs of the broader public and the realities of governing

Federal Liberal members voted at a 2012 convention to legalize marijuana , years before Justin Trudeau's party would promise it in an election and then end prohibition of the drug. On the other hand, the party's 2021 resolution to create a universal basic income didn't persuade the Liberal government.

When the Alberta NDP was in power last decade, its party organizers did their best to ensure some activist measures like a ban on fracking stayed off the convention floor, tamping down potential tensions within the membership and with governing MLAs .

Seldom has there been as clear an apparent line, however, between the party convention floor and the bill-debating legislature floor. Seldom do other party bases make their leaders sweat this much, this routinely — Notley got a 98.2 per cent approval at her review in 2021, while federal Liberals haven't made Trudeau face one as prime minister.

A man in a hat touches a chair in a row of chairs.

While Smith has fulfilled several of her party's policy wishes, she isn't giving them everything. She's promised some new Bill of Rights provisions about refusing medical treatments, property rights and firearms rights, but has given no indication she'll embrace the myriad proposals of the "Black Hat Gang" that's lobbied heavily in government and party circles, and have won the party board's full endorsement .

The premier has said she won't change the rules to keep transgender women out of women's prisons , despite her party's convention vote on that issue last fall.

And then there's the Alberta Pension Plan proposal, in which some UCP activists believe stoutly. Smith has said she won't pursue this unless Albertans approve it in a potential plebiscite.

Analysis 'We need to control the party': a look inside Take Back Alberta's UCP insurgency

Will her actions on those issues mean the difference between a 65 per cent and a 75 per cent approval for Smith's leadership on Nov. 2? How will that affect her ability to proceed as party leader and premier?

Also, what does the general Alberta public think of the actions she's pushing forth?

And what priority does she place on the answers to all these questions as she makes decisions?

Convention wisdom

One other question that will be worth asking after early November is whether Smith applies the same primacy to UCP grassroots beliefs after her leadership review.

When it came time to pivot to the general election in May 2023, Smith largely dropped discussion on transgender issues, the unvaccinated and a provincial pension.

Even if she has an impulse to more heavily consider the non-UCP realm's perspectives post-review, the party members may have gotten used to wielding heavy influence on government policy.

Analysis All about that base: Why UCP leadership contenders probably aren't speaking to you

UCP convention attendees might support a resolution banning or limiting access to mRNA vaccines in Alberta.

That's something the premier has suggested she'd rather not do, but something high-ranking party officials and many UCPers have advocated, at least for vaccine-eligible children.

These "what then?" questions could well linger as long as Smith remains UCP leader.

ABOUT THE AUTHOR

Producer and writer

Jason Markusoff analyzes what's happening — and what isn't happening, but probably should be — in Calgary, Alberta and sometimes farther afield. He's written in Alberta for more than two decades, previously reporting for Maclean's magazine, Calgary Herald and Edmonton Journal. He appears regularly on Power and Politics' Power Panel and various other CBC current affairs shows. Reach him at [email protected]

Anyone Can Learn to Be a Better Leader

by Monique Valcour

Summary .

Occupying a leadership position is not the same thing as leading. To lead, you must be able to connect, motivate, and inspire a sense of ownership of shared objectives. Heightening your capacity to lead others requires being able to see how you think and act, and how your behavior affects others. Leading well requires a continuous journey of personal development. Yet people in leadership roles often eschew the long and challenging work of deepening self-insight in favor of chasing after management “tools”— preferably the “quick ’n’ easy” kind, such as personality type assessments that reduce employees to a few simplistic behavioral tendencies. Tools can be handy aids to good leadership. But none of them can take the place of fearless introspection, feedback seeking, and committed efforts to behavioral change for greater effectiveness and increased positive impact on others.

When you’re an individual contributor, your ability to use your technical expertise to deliver results is paramount. Once you’ve advanced into a leadership role, however, the toolkit that you relied on to deliver individual results rarely equips you to succeed through others. Beware of falling into the logical trap of “if I can do this work well, I should be able to lead a team of people who do this work.” This would be true if leading others were akin to operating a more powerful version of the same machinery you operated previously. But it’s not; machinery doesn’t perform better or worse based on what it thinks about you and how you make it feel, while humans do .

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