Executives

There's no doubt that things have shifted dramatically as a result of the COVID-19 pandemic. Now, leaders are asking themselves hard questions.

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You see the message you were dreading. Your work was found deficient. No one wants to have their work critiqued or have its flaws pointed out. And most definitely, not in public. Yet it happens for some professionals. While it never feels good when things go wrong, taking a step back, evaluating what happened, and thinking about how to prevent a recurrence can go a long way towards building resilience, strength and future success.

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As a seasoned professional, being labeled as "overqualified" is frustrating. You have the experience, so why don't employers value it?

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Many companies say they have a diverse and inclusive workforce, but just because companies have employees of different races and cultures, doesn't necessary mean those companies are diverse.

To truly understand whether or not a workforce is diverse, business leaders must be willing to look within, and ask tough questions.

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Back in March, every marketer was scrambling to adapt their strategy to the evolving COVID-19 situation. Campaigns were scrapped, events were canceled, and budgets were slashed. Marketing teams across industries had to make decisions fast to get information out to their customers quickly, while still trying to hit their goals.

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It is long overdue that we have a serious conversation about race and the workplace. That's why in a recent episode of JT Talks Jobs, Work It Daily founder and CEO, J.T. O'Donnell, invited special guest Stacey Lewis, founder of HR Interrupted, to talk about how we should address race in the workplace.

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The business case has been made numerous times, and from different angles, that diversity, inclusion, and belonging can improve your organization's metrics in profitability, sales revenue, productivity, and engagement. So, how do you get there?

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Like so many leaders in organizations, I face leadership dilemmas every day. What comes first in this crisis—preservation of life or economics? It's like the proverbial chicken and the egg story.

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I recall the day I was given the opportunity to manage colleagues and prepare a departmental (Communications) budget. I started with the mandatory items—required software, expected travel costs, advertising, newswire, etc. Then came the nice-to-haves but, for me, professional development wasn't desired; it was required. Why?

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There is always debate about the nature of economic recovery and the shape of the growth path. What is already very clear is that there is little chance of returning to the way we were and there are many reasons for that. This means that all organisations will need to become new companies and rethink how they act.

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