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While the executive in charge of the sustainability function plays the starring role in any social or environmental initiative, its success often depends on an organization’s hidden heroes: its critical midlevel team leaders. But how this group drives sustainability will vary with a company’s sustainability maturity. In their work the authors have identified four levels of it and goals and actions that are appropriate for middle managers at each one. At level one, lagging and skeptical, middle managers should focus on getting sustainability on the agenda by exploring customer demand, gathering outside perspectives, and finding easy wins. At level two, building a base, the goal is to develop capabilities and start to embed sustainability into core processes. At level three, accelerating, middle managers increase the speed and scale of efforts through internal councils and by increasing transparency and rethinking business activities. At level four, leading, middle managers strive to build lasting sustainability infrastructure and set up transformative partnerships in their sectors or value chains. With the right skills and priorities, the unsung champions of sustainability can drive progress within companies at any level and across industries. [ABSTRACT FROM AUTHOR]

Organizations have long seen middle management as ripe for cutting whenever times get tight, and the current moment is no exception. The authors believe that this is a costly mistake. Human capital, they say, is at least as important as financial capital, and middle managers, who recruit and develop an organization’s employees, are the most important asset of all—essential to navigating rapid, complex change. They can make work more meaningful, interesting, and productive, and they’re crucial for true organizational transformation. But if managers are to fulfill this promise, leaders must reimagine their roles, push to more fully understand their value, and train, coach, and inspire them to realize their potential as organizational linchpins [ABSTRACT FROM AUTHOR]

"Leading Through" by Kim B. Clark, Jonathan R. Clark, and Erin E. Clark explores the concept of activating the soul, heart, and mind of leadership. The authors emphasize the importance of aligning individual energies within organizations to achieve exceptional outcomes. They propose a shift from the traditional "Power Over" paradigm to a more invigorating "Leading Through" approach, focusing on modular leadership and incremental change. The book provides practical steps for implementing this new paradigm, emphasizing virtues such as empathy, ownership, candor, respect, trust, and teaming to create a more empowered and purposeful organizational culture. [Extracted from the article]

Few organizations provide strong guidance or training for managers on meeting individually with their employees, but the author’s research shows that managers who don’t hold these meetings frequently enough or who manage them poorly risk leaving their team members disconnected, both functionally and emotionally. When the meetings are done well, they can make a team’s day-to-day activities more efficient and better, build trust and psychological safety, and improve employees’ experience, motivation, and engagement at work. The author has found that although there’s no one-size-fits-all approach to one-on-ones, they are most successful when the meeting is dominated by topics of importance to the direct report rather than issues that are top of mind for the manager. Managers should focus on making sure the meetings take place, creating space for genuine conversation, asking good questions, offering support, and helping team members get what they need to thrive in both their short-term performance and their long-term growth. [ABSTRACT FROM AUTHOR]

The article focuses on Nathan Durie's unconventional journey from aspiring shearer to teacher at St Stephen's School, highlighting his unique background and experiences. Topics include his initial uncertainty in the teaching role, the influence of family legacy on his education, and the expectations faced by his whānau in navigating societal perceptions.

The article investigates the potential of artificial intelligence (AI)-generated mission statements to transform the core vision of a company. Findings presented indicate an overlap between strategy and technological innovation, limited comprehension of computer-generated mission statements regarding the context and meaning of user prompts, and the need for humans to lead the process in mission statement ideation.

This document provides a ranking of recruitment agencies in Hungary based on their net revenue from recruitment in 2023. The top three agencies are Hays Hungary Kft., Randstad Hungary Kft., and Grafton Recruitment Kft. The rankings include information on the number of candidates placed, number of employees, industry specialization, and other details. The document also provides contact information for each agency. It is important to note that the list is based on voluntary data submissions from the companies and may contain omissions or errors. [Extracted from the article]

The article argues that the conventional top-down approach to business transformation, coupled with bottom-up execution, is not effective in producing lasting results. Instead, the authors propose a middle-out approach, where middle managers play a crucial role in driving transformative change. The article provides examples of companies, such as Amgen and bioMérieux, that have successfully implemented this strategy by enlisting their best middle managers, empowering them to sponsor transformative changes, and rewarding bold action and results. The authors suggest that by harnessing the creativity and ingenuity of middle managers, organizations can unlock the full potential of transformation. [Extracted from the article]

The article discusses the importance of remote work, particularly for women, and argues that it is one of the most significant advancements in the workplace in decades. It highlights the negative impact of the pandemic on women's employment and emphasizes the need for flexibility to accommodate caretaking and household responsibilities. The author also emphasizes the importance of offering flexibility and opportunity to women returning from maternity leave. The article calls for a more equitable and inclusive workplace that values diversity of leadership and provides fair compensation and opportunities for advancement. It also emphasizes the importance of continuous learning and the role of middle managers in preparing women for leadership positions. The article concludes by highlighting the benefits of virtual collaboration and the need for a balance between remote work and in-person interaction. [Extracted from the article]

The article "Power to the Middle" emphasizes the importance of middle managers in organizations and challenges the negative stereotypes associated with their role. The authors argue that middle managers are crucial for the smooth functioning of organizations, as they possess valuable organizational knowledge and ensure that strategies are implemented effectively. However, middle managers often face challenges such as being disregarded and under-resourced. The article suggests that organizations should empower middle managers by expanding their roles, allowing them to focus more on managing their teams and connecting individual purpose with corporate goals. By delegating authority and responsibility, senior leaders can strengthen their teams and create more space for themselves. [Extracted from the article]

The article discusses the game Shadow of Mordor and its nemesis system, which allows players to engage in stealth action and satisfying kills. The author revisits the game and finds that while the world design and structures may not be impressive, the combat is still enjoyable. The nemesis system, which creates and preys upon grudges, is highlighted as the game's defining feature that has aged well. The article also mentions that Warner Bros has acquired a patent for the nemesis system, but it has not been enforced yet. Overall, the author suggests that Shadow of Mordor is worth returning to. [Extracted from the article]

This article discusses the prevalence and potential negative impacts of phone addiction. It highlights signs that indicate a dysfunctional relationship with one's phone, such as loss of control, dependence, and using the phone as a primary coping mechanism. The article also emphasizes the importance of self-awareness, self-regulation, and establishing clear boundaries to regain control over phone use. It suggests alternative coping strategies and seeking professional help if necessary. The article concludes by emphasizing the need to reclaim the human experience and forge meaningful connections in both personal and professional lives. [Extracted from the article]

The article discusses the gendered idea of ambition in the workplace and how it affects women's career advancement. It highlights the challenges women face in balancing work and life demands, such as child-rearing and domestic work, which often leads to a perception of lacking ambition. The article suggests that companies need to adopt a flexible approach to growth and redefine ambition by offering flexibility in pace and path, providing development opportunities, offering recognition, and giving high-quality feedback. By doing so, companies can support the career advancement of high-performing women and leverage their talent and potential. [Extracted from the article]

Copyright of brand eins is the property of brand eins Medien AG and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of brand eins is the property of brand eins Medien AG and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This article, titled "10 Pitfalls That Destroy Organizational Trust," discusses the importance of trust in building a successful company. The authors argue that the belief of "moving fast and breaking things" is flawed and instead, leaders should focus on solving problems and making their organizations stronger. The article outlines five strategies to help leaders tackle their hardest problems and make change, including identifying the real problem, building trust with stakeholders, creating inclusive conditions, telling a compelling story, and executing plans with urgency. The authors also highlight ten common trust problems that organizations face, such as aversion to making choices, reliance on heroic employees, and a casual relationship with other people's time. The article emphasizes the importance of authenticity, empathy, and logic in building trust within organizations. [Extracted from the article]

The article discusses the topic of owner compensation in businesses. It highlights the fact that the amount of money an owner makes is typically proportional to their perceived importance or success in the business. However, it acknowledges that it is rare for all partners to be of equal importance, which can lead to disputes over compensation. The article suggests different compensation plans, including performance-based plans that take into account factors such as management time and production. It emphasizes the need for flexibility in compensation plans to accommodate changes in owners' contributions over time and to avoid disputes. [Extracted from the article]

This article emphasizes the importance of focusing on intangible assets for long-term success in organizations. It argues that organizations should invest in new and long-term competencies, such as social capital, organizational capital, and human capital, to gain a competitive advantage and ensure survival in a changing business environment. The article highlights the need for leaders to go beyond financial results and prioritize investments in knowledge management, training and development, and other concepts that enhance intangible assets. It also discusses the significance of organizational resilience and adaptability in achieving long-term survival. [Extracted from the article]

PROGRESS ONTHE FRONT LINES Work Jam CEO Steven Kramer sayshe does see middle-manager workloadseasing among front-line workers. STRETCHED THIN Middle managers have long spoken outabout the difficulties they have in trying tocommunicate and enforce directives from companyleaders without having a say in or knowing the fullreasoning behind those executive decisions. "Thereneeds to be clear alignment betweenmiddle managers and leaders on whatit means for managers to be successful.[Leaders must] ask managers whatthey believe gets in the way of theirsuccess and try to find a solution.". [Extracted from the article]

Organizations have long seen middle management as ripe for cutting whenever times get tight, and the current moment is no exception. The authors believe that this is a costly mistake. Human capital, they say, is at least as important as financial capital, and middle managers, who recruit and develop an organization’s employees, are the most important asset of all—essential to navigating rapid, complex change. They can make work more meaningful, interesting, and productive, and they’re crucial for true organizational transformation. But if managers are to fulfill this promise, leaders must reimagine their roles, push to more fully understand their value, and train, coach, and inspire them to realize their potential as organizational linchpins. [ABSTRACT FROM AUTHOR]

The article "Department Heads Effectively Leading as the Middle Managers: Navigating School Leadership Changes" emphasizes the crucial role department heads play during transitions in senior leadership within schools. Department heads are highlighted as key figures in maintaining stability, fostering collaboration, and ensuring transparent communication between senior leadership and their teams. The article provides 12 strategies for department heads to successfully navigate these transitional phases, emphasizing the importance of exemplary leadership, harmonizing departmental objectives with new visions, and supporting faculty members through uncertainty. Overall, the article underscores the significant impact department heads have on the overall success of schools during times of change. [Extracted from the article]

The article focuses on the pivotal role of middle managers in driving workplace culture change, and it emphasizes the importance in aligning strategy and people. Topics include the challenges faced by middle managers, the need for redefining their roles based on organizational needs, and strategies to support them effectively. It highlights the significance of empowering middle managers, training them for remote work evaluation, and tapping into their potential to enhance workplace culture.

"Reforming the Reform: Problems of Public Schooling in the American Welfare State" is a comprehensive book that examines 30 years of education reforms in the United States. The authors, political scientists and education policy scholars, focus on the role of middle managers in translating policy into action. They analyze the implementation of Common Core-based and standards-based reforms in one state, and response to intervention in another state. The book also explores the history of federal education initiatives and raises questions about assessment, accountability, and achieving equity in the education system. [Extracted from the article]

This article emphasizes the importance of diversity and inclusion in the property industry. The author acknowledges the increase in diversity-related campaigns within the sector but questions whether these efforts are leading to concrete changes in policies and practices. The author argues that the focus should shift from visibility and awareness to celebrating the advantages of a diverse workforce, such as fostering innovation and better understanding diverse clients. The article calls for more effective strategies and accountability to bridge the gap between promoting diversity and achieving meaningful progress. The author also highlights the need for training and development programs focused on inclusivity and unconscious bias. Ultimately, the article asserts that diversity is not only a moral imperative but also an economic one that can drive success and innovation in the real estate sector. [Extracted from the article]

The article titled "Letters" in Computer Act!ve discusses various topics and concerns raised by readers. One reader expresses disappointment with their purchase of a Bush TV, citing issues with navigating Freely's channel guide and poor remote control quality. Another reader questions why the magazine has devoted so much coverage to Freely if it is unappealing. The magazine responds by explaining that their interest in Freely stems from its potential impact on existing services like Freeview and Freesat. Other topics discussed in the article include the complexity of passwords, the unintended consequences of AirTags, and alternative options for Windows 10 users when support ends. The article also features a letter criticizing Microsoft's handling of the Recall tool, highlighting concerns about incompetence and arrogance. [Extracted from the article]

Workplace camaraderie was measured through survey questions that explored employee perceptions on whether they considered their workplace a fun place to work, and whether there was a familial atmosphere among the employees. IDEA #760 KEY CONCEPT Corporate purpose can give employees a sense that their work is meaningful. These factors include the clarity with which top management communicates the purpose, and whether middle managers and the company's professionals feel this sense of purpose and meaning. [Extracted from the article]

The article reports on agricultural industry workers who were honored at the Western Cape Prestige Agri-Worker Awards ceremony including Lindie-Alet van Staden for the Western Cape Prestige Agri-Worker of 2024 award, Annita Maqashalala in the Middle Management category, and Christopher Dryer in the Agri-Processing category.

A recent study conducted by researchers at Yonsei University College of Medicine in Seoul, South Korea, examined the relationship between aging and changes in middle ear function, specifically focusing on the incidence of type C tympanograms. The study, which analyzed data from the Korea National Health and Nutrition Examination Survey, found that the incidence of type C tympanograms increased significantly with age, indicating a potential middle ear dysfunction in older adults. The researchers suggest that tympanometric screening in older adults could aid in early detection and management of middle ear issues, potentially improving hearing outcomes and quality of life. [Extracted from the article]

The article discusses a study conducted at Tampere University on the integration of health and social services in Finland following a large-scale reform in 2023. The research focuses on middle managers' perspectives on multidisciplinary collaboration within the newly formed wellbeing services counties. While managers expressed optimism about the potential benefits of collaboration, they also highlighted challenges such as existing organizational boundaries and power imbalances that could hinder integration efforts. The study emphasizes the importance of addressing competing interests and tensions between stakeholders to fully realize the benefits of multidisciplinary work in the Finnish health system. [Extracted from the article]

Some White male CEOs have benefited financially from diversity-linked pay programs, with 28 CEOs receiving bonuses for meeting diversity, equity, and inclusion goals. The CEOs collectively earned around $5 million in incentives, with American Airlines Group Inc.'s Robert Isom receiving the highest bonus of $520,000. While some companies are scaling back DEI-linked bonuses due to criticism, Farient Advisors' analysis also included female and minority CEOs who received such incentives. Farient expects more companies to drop DEI-linked bonuses in the future. [Extracted from the article]

The article discusses the portrayal of a papal conclave as a cutthroat contest in the film "Conclave," directed by Edward Berger. The movie delves into the political intrigue and power struggles among cardinals vying for the papacy, highlighting themes of ambition and manipulation. Despite potential controversy, the film is praised for its aesthetic elements, including the meticulous re-creation of the Vatican at Cinecittà Studios. The narrative unfolds within the Sistine Chapel, showcasing the tension and drama surrounding the selection of a new pope. [Extracted from the article]

Zimbabwe's blueberry industry has seen significant growth since its inception in 2008, with production reaching 5,500 tonnes in 2023 and expected to hit 8,000 tonnes in the current year. The country aims to triple its output by 2030, with plans to expand cultivation from 570 to 1,500 hectares. Zimbabwe's unique climate allows it to access the global blueberry market early, offering premium quality products that attract high-end markets. The industry also provides significant job opportunities and is part of a broader strategy to transform the horticulture sector into a billion-dollar industry, with plans for $240 million in blueberry-specific investments. [Extracted from the article]

A report titled "Sidestepping Mercurial Economic Headwinds to Innovate in the North American Retail Contact Center Sector" highlights the importance of sustainability and security in the retail industry. The report reveals that the COVID-19 pandemic had a significant impact on the retail sector, with customers shifting from in-store to online shopping. The research aims to understand the size of corporate budgets for purchasing channels, applications, and solutions in the contact center environment, as well as the factors that influence product selection. The report includes findings from a survey of contact center stakeholders in various countries, including the United States. [Extracted from the article]

A report commissioned by the Australian Broadcasting Corporation (ABC) has revealed systemic racism within the national broadcaster. The report, titled "Listen Loudly, Act Strongly," was conducted by the Indigenous law firm Terri Janke and Company and highlights failures of culture, management, and senior leadership within the organization. The report includes testimonies from current and former staff, with a particular focus on the experiences of women of color. The ABC has stated that it has adopted all 15 recommendations outlined in the report, including the appointment of a Director of First Nations Strategy and the engagement of a change agent and an Elder-in-Residence. However, the report also criticizes the ABC's response to external attacks on its journalists and the lack of recognition of the challenges faced by journalists from diverse backgrounds. [Extracted from the article]

A recent study conducted by researchers at Imperial College London focuses on the management of chronic hepatitis B (CHB) in the Middle East. CHB is a significant public health issue in the region, with a high risk of developing cirrhosis and hepatocellular carcinoma. The study evaluated the currently licensed antiviral therapies for CHB, including nucleos(t)ide analogs (NAs) and pegylated interferon-alpha (PEG-IFNa). The researchers found that first-line NA treatments in the Middle East, such as entecavir, tenofovir disoproxil fumarate, and tenofovir alafenamide, are favored due to their low rates of resistance. PEG-IFNa was found to have a more durable antiviral response but is associated with adverse effects. [Extracted from the article]

Get employees to stay Inspiring managers to go above and beyond can be challenging, but it's rewarding and worthwhile if you invest the time and effort and watch middle managers grow and retain strong teams. Then practice what you preach and show the managers some appreciation with the fact that 68 percent of employees already feel appreciated by their managers. Gallup conducted several employee engagement surveys and identified 12 key factors that determine employee engagement, many - if not all - of which are tied to the role a manager plays in an employee's growth, development, and opportunity. WITH THE PACE OF RESIGNATIONS hovering near an all-time high, it's time to rethink outdated retention strategies most companies use and instead prioritize approaches that are creating real value for employees. [Extracted from the article]

Copyright of brand eins is the property of brand eins Medien AG and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

The document titled "Exempts get two raises under final white-collar regs" discusses the final regulations that will raise the weekly salary employees must earn to maintain their exempt status under the Fair Labor Standards Act. The new regulations will increase the weekly salary to $844, or $43,888 a year, from $684 a week, or $35,568 a year, effective July 1, 2024. The regulations also include a step-up clause that will raise the weekly salary to $1,128, or $58,656 a year, beginning January 1, 2025. The Department of Labor will also be able to inflation-adjust these salary amounts starting from July 1, 2027. Additionally, the document briefly mentions the interplay between federal and state law regarding teen labor and summer jobs, as well as the hot-goods provision under the Fair Labor Standards Act. [Extracted from the article]