The term “managerial courage” was really borne from a need for brave leaders in the workplace: a willingness for a manager to stand up for what’s right, have their team’s back, refuse to sign up for an impossible deadline, or admit they don’t have all of the answers.
HR professionals have a unique opportunity to help their businesses meet and even anticipate people-specific impacts during difficult times. It’s not a stretch to think that anyone who can help mitigate these effects to the point where employees are not just staying but are engaged and even thriving will have the full attention of the most senior leaders in their organization.
It’s no secret that in order to run a successful company, you need to commit a lot of resources to human capital management. This includes making sure you have not only the right people, but the right technology as well to handle labour relations, health and wellness, payroll, benefits, and every other aspect of HR management.
As the sole male in my workplace, I’ve learned a few things about how men and women work, interact, and coexist with one another. That’s why I’d like to take this opportunity to share some of my experiences in the hopes that those who read it can learn from it.
Each and every workplace is unique. They have their own brand of personalities and expectations, and, of course, their own set of policies. Policies are set in place for a reason; they protect the company from lawsuits and align staff with company procedures. Put another way, policies are a set of rules defining what is expected and allowed in a workplace—and what is not.
Disruption has many forms and faces, and when it strikes, it can be nothing short of devastating. While there can be many causes, a common obstacle is ineffective communication.