How to boost female leaders and reap the rewards | Agency designs office space around 3 modes of work | Private jobs exceed expectations by rising 568K in Sept.
Heidi Zak, co-founder and co-CEO of ThirdLove, recommends ways companies can strengthen their ranks with women as leaders and reap the resulting rewards. Zak recommends making gender diversity an immediate goal, setting benchmarks to increase the number of women in the hiring pipeline and spotlighting the successes of female leaders to inspire young women in the organization. Full Story: Inc. (tiered subscription model) (10/5)
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Recruiting & Retention
Agency designs office space around 3 modes of work Karina Wilsher, global CEO of Anomaly, talks about her agency's approach to flexible, hybrid working and how its office spaces are being designed around three modes of work: collaboration, concentration and consultation. "We're now even more sure of investing in a progressive talent model to give us access to diverse, entrepreneurial thinkers, unrestrained by traditional working patterns or contracts," Wilsher says. Full Story: Adweek (10/5)
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Employers can support wellness via benefit updates Employers and benefit brokers have an opportunity to better address employee wellness and stability by redesigning benefit strategies to be more responsive and tailored to a post-pandemic workforce. Updated offerings can include better scheduling flexibility, work-life balance support, well-being programs and remote work. Full Story: BenefitsPRO (free registration) (10/6)
Don't leave succession planning to chance Starting a business or becoming a CEO without immediately thinking about succession is like "skydiving without a will," writes Steve McKee, co-founder of McKee Wallwork + Co. "Beginning formal planning seven or more years in advance of your anticipated exit is ideal, because it provides the most flexibility and opportunity to ensure that your succession plan -- and the company itself -- fires on all cylinders at the correct time," McKee writes. Full Story: SmartBrief/Leadership (10/6)
About the Editor
Kanoe Namahoe
My nephew, Vince, is a quarterback. He was the star of his high-school team -- taking them to the state championship -- and was named Player of the Year for the league in his senior year. So when he headed to the local junior college to play, I assumed he’d be the starter. I was wrong. Another quarterback was named the starter and Vince would be his backup. The coach assured Vince that he’d get plenty of playing time this season, but that they were looking at him to lead the team next year. He’d spend most of this season on the sideline. A couple weeks later, I was in the stands. We were ahead, but the other team was creeping up. We needed to score. The quarterback took the snap, dropped back, found his receiver in the end zone and drilled the pass into the receiver’s chest. Touchdown! I leaped to my feet screaming with the rest of the cheering crowd. And then I saw something on our sidelines. It was Vince, jumping, yelling and waving his helmet in the air. Even from where I was in the stands, I could see his electric smile and knew it was genuine. Tears stung my eyes when the offense jogged off the field and I watched Vince celebrate with his quarterback. Smooth succession plans start by looking ahead, putting the team first and grooming the right people for leadership, as we see in today’s HR Leader story. It’s creating a culture where decision-makers work together. Some decisions will be unpopular, but wise leadership prioritizes outcomes over the long term. When it’s time for Vince to take the helm, he (and that cannon arm of his) will be ready. The team will be ready for its new leader and to work together for another winning season. And, as always, Aunty Kanoe will be in the stands. How can I serve you better with this brief? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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