The New York Public Library is one of the largest public libraries in the world, with 18 million visitors yearly, a budget of nearly $300m, and 93 branches. It serves vastly diverse populations…
Library leaders knew that given the immense changes brought on by digital innovations, as well as shifts in the communities that the Library served, it would need to evolve. How to transform such a huge, iconic institution, wrapped in history, into a nimble player? How to provide hyper-local services tailored to the diverse needs of its patrons while also upholding a consistent and high standard of service?
Modern work — from waiting tables to crunching numbers to designing products — is about solving brand-new problems every day, flexibly and collaboratively. But as Yves Morieux shows in this insightful talk, too often, an overload of rules, processes and metrics keeps us from doing our best work together. Meet the new frontier of productivity: cooperation.
[E]ven those who have mastered the art of brevity in traditional business communication may have a tough time mastering online communication. Whether it’s email, chat, or a social network, word count isn’t just a matter of style—it’s often a technical requirement. Add to that the expectation that your online voice should sound conversational, engaging, or even funny, and communicating online may be the biggest (and certainly most frequently encountered) writing challenge that we face in business today. Here are some guidelines that can help make those messages productive and satisfying—rather than a liability. READ MORE: Using Social Media Without Jeopardizing Your Career | HBR.
Volunteering in a public library and changing workplaces from the corporate world to academia and back again over the past five years has exposed me to different organizational cultures. These experiences have provided insight into the importance of emotional intelligence (EQ) in your leaders and peers and how workplace culture influences your emotions and behaviour. I am really intrigued by emotional intelligence theory and believe in the value of understanding its application in our personal and work lives (supported by research). We can improve the way we interact with our peers and respond to conflict. Below, I have provided links to insightful articles on this topic for your enjoyment and professional development. I will continue to add articles to this post as I come across them in the news.
If it wasn’t already clear through common sense, it’s become painfully clear through science that sitting all day is terrible for your health. What’s especially alarming about this evidence is that extra physical activity doesn’t seem to offset the costs of what researchers call “prolonged sedentary time.”
In response some people have turned to active desks—be it a standing workspace or even a treadmill desk—but the research on this recent trend has been too scattered to draw clear conclusions on its benefits (and potential drawbacks). At least until now. A trio of Canada-based researchers has analyzed the strongest 23 active desk studies to draw some conclusions on how standing and treadmill desks impact both physiological health and psychological performance. READ MORE: Everything Science Knows Right Now About Standing Desks | Co.Design | business + design.
If you’re the kind of boss who fails to make genuine connections with your direct reports, take heed: 91% of employees say communication issues can drag executives down, according to results from our new Interact/Harris Poll, which was conducted online with roughly 1,000 U.S. workers.
In the survey, employees called out the kind of management offenses that point to a striking lack of emotional intelligence among business leaders, including micromanaging, bullying, narcissism, indecisiveness, and more. In rank order, the following were the top communication issues people said were preventing business leaders from being effective… READ MORE: The Top Complaints from Employees About Their Leaders | HBR
In a global marketplace where problems are increasingly complex, no one person will ever have all the answers. That’s why Google’s SVP of People Operations, Lazlo Bock, says humility is one of the traits he’s looking for in new hires. “Your end goal,” explained Bock, “is what can we do together to problem-solve. I’ve contributed my piece, and then I step back.” And it is not just humility in creating space for others to contribute, says Bock—it’s “intellectual humility. Without humility, you are unable to learn.”
A recent Catalyst study backs this up, showing that humility is one of four critical leadership factors for creating an environment where employees from different demographic backgrounds feel included. In a survey of more than 1500 workers from Australia, China, Germany, India, Mexico, and the U.S., we found that when employees observed altruistic or selfless behavior in their managers — a style characterized by 1 acts of humility, such as learning from criticism and admitting mistakes; 2 empowering followers to learn and develop; 3 acts of courage, such as taking personal risks for the greater good; and 4 holding employees responsible for results — they were more likely to report feeling included in their work teams. This was true for both women and men.
Many companies regularly look up job applicants online as part of the hiring process. A new study suggests they may also use what they find to discriminate.
The study, a Carnegie Mellon University experiment involving dummy résumés and social-media profiles, found that between 10% and a third of U.S. firms searched social networks for job applicants’ information early in the hiring process. In those cases, candidates whose public Facebook profiles indicated they were Muslim were less likely to be called for interviews than Christian applicants. The difference was particularly pronounced in parts of the country where more people identify themselves as conservative. In those places, Christian applicants got callbacks 17% of the time, compared with about 2% for Muslims.
The same experiment, conducted from February to July of this year, found that online disclosures about job candidates’ sexuality had no detectable impact on employers’ early interest.
The research is the latest example of how people’s digital trails can have far-reaching and unintended effects, particularly in the job market.