Archives for November 3, 2024

In recent decades, women’s labor force participation has leveled off, men and women remain concentrated into different occupations, and women continue to shoulder significantly more housework and childcare than men. This slow — even stagnant — pace of change is a key finding from the new 2024 Women in the Workplace 10th anniversary report by LeanIn.org and McKinsey & Company. The report highlights that there’s been even less progress when it comes to women’s lived experiences in the workplace. And most concerningly, there have been almost no improvements across generations. In fact, not only are the experiences of women under 30 similar to those of women 50 and older — in some ways, they’re worse. Companies must do more to address the distinct obstacles that stall women’s progress early in their careers. The authors present some troubling findings from the research, as well as specific actions companies can take to better support the next generation of women leaders.

High performers are essential to a team’s success, often producing significantly more output than their peers. But research shows that they often receive lower-quality feedback. Managers tend to focus on lower performers, neglecting the development needs of high performers. High performers tend to thrive on feedback and are motivated by it. To engage and retain high performers, managers should provide constructive feedback, highlighting areas of growth. It is advisable to avoid exaggerated or fixed-mindset language, which can be demotivating. When giving feedback, focus on skills and behaviors instead of personality traits. Moreover, be mindful of reinforcing negative stereotypes, which can affect underrepresented groups more profoundly. Finally, map out clear paths for growth, offering specific guidance on how high performers can advance.