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Over the past decade, as a result of the pandemic, political and economic instability, social movements such as Black Lives Matter, and changing workplace technologies, what people expect from leaders has changed. Executive presence (EP) is typically perceived as consisting of three elements in descending order of importance: gravitas, skillful communication, and the "right" appearance. The author's new research shows that while confidence and decisiveness are still paramount for gravitas, pedigree has become less central, and new weight is given to inclusiveness and respect for others. On the communication front, superior speaking skills and the ability to command a room still lead the list of desirable attributes, but comfort on Zoom, a "listen to learn" orientation, and authenticity are on the rise. Projecting authenticity is also key to the appearance component of EP; so are dressing for the "new normal," having an online image, and showing up in person. This article offers a playbook for developing six attributes that increasingly factor into executive presence, citing the examples of a dozen leaders who have cracked the code. [ABSTRACT FROM AUTHOR]

The article discusses the current state of LGBTQ+ rights and the need for companies to recommit to the fight for these rights. Despite progress in recent years, many of the rights and freedoms won by the LGBTQ+ community are now at risk. Globally, there are still countries that criminalize homosexuality and repress LGBTQ+ individuals. Additionally, there has been a rise in anti-LGBTQ+ legislation in the United States. The article argues that companies have played a crucial role in advancing LGBTQ+ rights and that they should continue to do so because it is not only the right thing to do, but also beneficial for their bottom line. [Extracted from the article]

This article looks at the compromise of minority employee’s authenticity in order to be considered for leadership roles. The author, Sylvia Ann Hewlett, discusses her new book “Executive Presence: The Missing Link Between Merit and Success” as well as research conducted by the Center for Talent Innovation (CTI) evaluating how minority group employees present themselves at work. In addition, the CTI shows how authenticity in a diverse work team can benefit organizational efficiency.

Making Babies: is there a right to have children? Mary Warnock Oxford University Press, 126pp, £9.99 www.newstatesman.co.uk/bookshop Grappling anew with this business of making babies is a central challenge of [...]

Effective sponsors can help catapult junior talent into top management tiers, and good protégés can greatly expand the reach and impact of senior leaders-but the relationship works only when both parties recognize that it's a mutually beneficial alliance, a truly two-way street. Seeking to better understand this crucial dynamic, the authors, from the Center for Work-Life Policy, surveyed and spoke with thousands of professionals. Their findings constitute an invaluable guide. Sponsors should, among other things, advocate for their protégés' promotions, coach them, call in favors for them, and help them make connections. Protégés must be loyal, contribute 110%, and bring complementary skills and networks to the table. No matter what your career level, such relationships are lifelong projects to be carefully cultivated, consistently nurtured, and periodically refreshed. [ABSTRACT FROM AUTHOR]

When it comes to workplace preferences, Generation Y workers closely resemble Baby Boomers. Because these two huge cohorts now coexist in the workforce, their shared values will hold sway in the companies that hire them. The authors, from the Center for Work-Life Policy, conducted two large-scale surveys that reveal those values. Gen Ys and Boomers are eager to contribute to positive social change, and they seek out workplaces where they can do that. They expect flexibility and the option to work remotely, but they also want to connect deeply with colleagues. They believe in employer loyalty but desire to embark on learning odysseys. Innovative firms are responding by crafting reward packages that benefit both generations of workers -- and their employers. [ABSTRACT FROM AUTHOR]

The article focuses on the impact of racism experienced outside of the workplace on the stress and discomfort of employees of color while in the workplace. Many employees of color feel it is unacceptable to discuss the discrimination they have experienced while at work, leading to isolation and disengagement, The authors address the importance of inclusive leadership and the development of a corporate culture that demonstrates commitment to address and prevent racism, as well as a culture that encourages open and trusting communication between employees. A table is presented that details the way different races and ethnicities positively view companies that respond to incidents of discrimination.

Presents experts' views on an article on how the U.S. can reduce the numbers of people living in poverty. Comments on the 85 percent to 90 percent of single mothers who live on public welfare; Consequences of creating a special system of day care for the poor; Criticism of the opinion that everyone has to work immediately and that government has to provide all the jobs.