With isolation and remote work during the pandemic, many individuals find they have lost of the art verbal connection. And those that enter the world of work now or move on where they don’t know their co-workers feel at a loss to make the necessary or desirable networking connections. Here’s what to do to get more comfortable and the reward.

Have you noticed the recent plethora of articles about parents, especially moms, “losing it” and self-accusing themselves of being failures? Despite institutions – government and employers – not doing what’s needed to help, at least not sufficiently, today’s cohort of moms is berating themselves, not only for not being perfect parents, but also neglecting other meaningful roles in volunteering, finding better ways to make this challenging time more meaningful, and community participation.

What’s the backstory, and what can be done to improve the situation for parents, families and employers?

One of the most frequent sources of tension in law firms are generational conflicts. Law firms have been impacted by the fact that demographics have changed on both the client side and outside counsel side.

We need to prepare for four inevitable demographic/societal migrations. While the other three great migrations are greatly significant, I focus on urbanization led by young people and its implications. That trend also demonstrates the intersectionality of age and the reordering of the influence of minority groups such as the growth of Hispanic population to where it will double the Black population, and the Asian numbers will be larger than the Black population as well.
Read on for details…

There’s a lot of lip-service given to authenticity and “be your true self at work,” but is that truly, widely acceptable? Or is “code-switching” growing in practice too, including as it relates to age/generational diversity as well as race and gender?

Here’s why I am frustrated: Generational/age diversity, inclusion, belonging, deserves a bigger seat at the DEI decision-making table. The intersectionality of all, and I mean all diversities, including diversity of thought, needs to be recognized by both individuals and management.

It’s the time of year for looking backward and forward for trends. Here are some probabilities and their implications to think about.

Almost everyone who enjoys their work wants to leave some sort of legacy—that is, to be remembered for something meaningful to themselves and others.

To read the full article visit;

https://blog.leadercast.com/blog/how-to-start-building-a-workplace-legacy

Use the action steps in You Can’t Google It! -The Compelling Case for Cross-Generational Conversation at Work to increase inclusion and belonging in your organization, and also gift it to students, young alumni, interns and co-workers of different generations to give them an insightful boost to elevate their careers.

Maintaining my role as “the cross-generational voice,” my blog this month continuing the spirit of Thanks-giving is about approaches to have meaningful conversations with anyone you’d like to get to know or presents a difficult situation you’d like to turn around.

Leaders and human resource chiefs say succession planning is a top concern and business imperative. But too little is being done about it. Clients and other external stakeholders are also going through generational transitions, and your firm or organization needs to be in alignment with those relationships. This article focuses on finding, preparing, and gaining confidence in potential successors internally.

Are you physically exercising your voice enough in this time of reduced conversation and distancing? Are you refraining from speaking up about things you believe in and/or want to change? Remember your vote is your voice, in the workplace and in a democracy.

At a time many of us are so enthralled by Ruth Bader Ginsburg and the several legacies she forged, and at a time when we are searching for meaning, rethinking our purpose in life and in our work, and to do good for people around us: Do you ask yourself ”How will I be remembered for my work? Did I make a positive difference?” It’s time!

Change will present challenges as well as opportunities at every level. Accommodating more generations and functions working together to retain valuable talent will require role shifts not contemplated in past decades. Open minds and flexibility can make it work and result in a stronger, happier organization.

Succession and transitioning planning have been made more urgent with the devastation in health and the economy triggered by the pandemic as well as the long-needed focus on changes toward social justice. And with this reality comes a greater need for organizations and individuals to plan for and accept the need for role shifts. Here’s what that means and how to think about it.

What hard changes for higher education institutions and employers of Gen Z and young Millennials are crucial to thrive after crisis? Read on for strategies and action steps suggestions.

Educational institutions and employers are grappling with changing views on the value of college and how best to prepare for major business model revisions as well as the already changed expectations from young employees before the current mind-boggling crisis. Now the need for drastic rethinking is undeniable. What are the factors underlying the prospect of a seismic shift?

These unprecedented times boldly illustrate how dramatically life and work can change on a dime. But even in times we used to consider “normal,” plans can be upset quickly. Organizations and teams need critical thinkers to pivot and stay relevant.

A story in the WSJ, Our Zoom Future, asks if people will stick to communicating solely on their screens with family and friends rather than in person in the “new normal” after the pandemic fades?

The COVID-19 crisis has raised credibility to a new height of importance. It’s time to consider current and future implications and some positive and negative changes we may see. Credibility should be regarded as a key competence.