Harvard Business Review

Connection in the workplace is commonly thought of as a single dimension that prioritizes interpersonal relationships with co-workers. However, in a recent research collaboration, the research team at the NeuroLeadership Institute (NLI), along with technology firm Akamai, identified that connection in the workplace is, in fact, made up of four interrelated and essential elements: employee connections with their colleagues, leader, employer, and role. This more accurate and nuanced view of workplace connections has implications for how organizations can design intentional talent strategies to create workplaces where employees are committed, engaged, and performing.

When evaluating a job offer from a competitor, there are a number of factors you should consider. Concerns about trade secrets and confidential information could lead to problems for you, your current employer, and the new company.

If you’re being called in for interviews but don’t get the job, it’s possible that something you’re doing is raising red flags, causing the interviewer to question your suitability for the position. A recent survey found that the most concerning red flags range from obvious mistakes like lying, to more subtle slip-ups that job seekers might not even be aware of. The most concerning behavior from job candidates — by a significant margin — is dishonesty, with 63% of hiring managers saying they view it as the biggest red flag. Hiring managers see rude language or behavior as a red flag in potential hires. Despite your technical skills being strong, hiring managers are often also judging your interpersonal skills and emotional intelligence. Criticizing or badmouthing previous employers is also a red flag with 62% of executives viewing badmouthing as a deal-breaker. Lastly, being unprepared can harm you in more ways than simply not knowing about the company’s background. For example, being inadequately prepared can cause some people to panic during interviews, leading them to overtalk and fill the silence with unnecessary details. Use these tips to support your interview preparation and have a better chance at getting an offer.

While layoffs can lead to short-term financial benefits, research shows just how much of an impact they can have on employee engagement, morale, and loyalty — and how long that negative impact can last. Humanizing the layoff experience can help lessen the impact and set your business up for a more rapid recovery, but remember to go into the decision to do layoffs with clear eyes: There’s no such thing as a quick business win without a human cost to the business, and your rebound is likely to take years rather than months.

Brain imaging techniques now let us observe mental fatigue in real-time, revealing that the brain, like muscles, grows tired from sustained effort. Mental fatigue arises when your brain senses it will run out of resources if it continues working at the same intensity. One way this might happen is when brain cells use up resources faster than they are being replenished. Your brain tries to remedy the situation by disengaging its attention, and you might experience this as your mind wandering away from what you are trying to focus on and being drawn towards lighter work and easier decisions. If you find yourself getting mentally fatigued often, try taking breaks often, limiting the amount of intense work you do in a day, and when all else fails, use motivation to push through.

Managers often make a costly mistake in leaving high performers to perform at their maximum capacity without support, choosing to instead devote their time and attention to underperformers. In doing so, though, these high performers are often left feeling overlooked and neglected. Contrary to popular belief, high performers need just as much attention as underperformers — just not in the same way. Rather than being disregarded for their productivity, high performers need recognition and appreciation, opportunities for growth and challenge, clear pathways for advancement, autonomy and trust, and a feeling of purpose and belonging in the organization.

If you’re interested in forming a union, but unsure of what to expect, you’re not alone. Under the current American system for union recognition, unionizing is an arduous process and comes with some real challenges. It takes extensive organization among coworkers and differs for those in the private vs. the public sector. For those who work in the private sector, the National Labor Relations Board (NLRB) oversees the process of certification. It often — but not always — involves an NLRB-supervised election, where workers vote over whether they want to be represented by a particular union. Having some foundational knowledge around why unions form, what they do, and how they’re structured can help inform how you navigate this process.

Traditional economic theory holds that people should always prefer to receive money as soon as possible and postpone paying debt as long as they can. Yet, a recent series of studies found that people are often willing to pay more money if it means they will finish a goal sooner. This is because the mental cost of an unfinished task can outweigh financial gains. The researchers offer insight into how to use their findings to boost motivation on your team.

Traditionally, legal actions have been time consuming, expensive, and distracting. Generative AI makes it easier — and cheaper — for customers, employees, competitors, and regulators to take legal action, at the same time that a turbulent geopolitical environment increases legal exposure. Future legal risks will be legal fishing expeditions akin to internet “phishing” attacks: less personal, mass-produced actions initiated by many actors. When coordinated, they’ll be much more like distributed denial of service (DDoS) attacks, which involves overwhelming a target with a flood of traffic to knock it offline. To prepare for this new reality companies need to take a page out of cybersecurity readiness. Specifically, they’ll need to quickly take action to better understand their vulnerabilities, emerging threats and their potential impact, the risk-mitigation actions they want to take, and their communication strategies to internal and external stakeholders.

Managing an employee with a terminal illness requires a balance of compassion and strategic action. When an employee receives a terminal diagnosis continuing to work might offer them a sense of normalcy and purpose. As the illness becomes a part of their daily life, work can be a respite by helping them maintain social connections and feel productive. Managers in this situation should follow three interlinked strategies: First, support your terminally ill employee by adapting the work environment to their needs, such as flexible hours or remote work, and involve them in decisions about their role adjustments. This shows respect and ensures they feel valued. Second, maintain team morale by balancing honesty with sensitivity and facilitating opportunities for the team to express their feelings. Finally, ensure business continuity by helping the employee document key responsibilities, create a transition plan, and involve the team in the transition process.

A conversation with Columbia Business School’s Michael Morris on cultural psychology.

Working for a leader who always changes their mind is a maddening yet common experience. When the strategy is perpetually changing, it’s challenging to be enthusiastic about the strategy du jour. When rework is viewed as inevitable, high effort is difficult to justify. A leader who constantly changes their mind will often leave behind an emotional wake of resentment. While you can’t control your boss’s behavior, five strategies can help you decrease the number of unwelcome pivots.

In an ideal world, higher-ups would instinctively and unquestioningly champion your efforts. But the truth is, your supervisor is busy juggling multiple priorities and your project may have slipped their mind. Many leaders simply don’t recognize when their advocacy is needed, how impactful it can be, or the obstacles you’re facing. So how do you manage up and ask for the help you need? There are five strategies you can try: 1) Highlight what’s in it for them 2) Offer specific ideas 3) Give your boss a spiel 4) Implement a weekly win routine 5) Leverage reciprocity.

Management professor and author Ellen Van Oosten takes questions from listeners who are struggling to move into management and offers advice on how to make the transition.

Continuous learning is the key to having lasting influence in your career, yet a heavy workload makes it hard to find the time. To ensure you’re creating opportunities even when you’re feeling depleted or overwhelmed, try these five strategies: 1) Challenge your beliefs about your capacity; 2) Start with topics that solve urgent problems; 3) Don’t limit yourself to formal programs; 4) Make an emotional connection to learning; and 5) Work with your brain, not against it.