Your company culture is what employees say and do every day, how they work together (or don’t), what leaders reinforce (or don’t), and all the habits, practices, processes, and customs of the workplace.
Author: Jessica Miller
Kitchen tables, make-shift computer trays on car consoles, scribbling notes on the back of napkins… Working arrangements in 2020 looked a lot different due to the pandemic’s impact. We toughed it out one video call at a time, but all the while our mindset of what was “normal” was shifting and evolving, and so was the mindset of the global workforce. We truly are in a work-from-anywhere world now and like many of you, ALULA was curious about the impacts of that dramatic shift.
Author: J.P. Martinez
The flames are mesmerizing, the noise overwhelming, and the sheer power is remarkable. These words do not come close to illustrating the brilliance of a rocket launched on its way into space. And while truly incredible, the awe-inspiring physical representation of achieving escape velocity in some ways distracts from the true accomplishment; consider what is necessary for a successful launch. All the people, all the parts, and all the conditions must line up together, in just the right way, at the right time.
ALULA interviewed four women leaders who provided their unique perspectives into the past, present, and future of women in the workplace and some positive outcomes the pandemic has provided.
While we all see light at the end of this pandemic tunnel, one thing that will not end anytime soon is managing and engaging a remote work force.
We’ve come a long way, ladies! We haven’t quite reached the end of our journey to close the gender gap or achieve broader inclusivity overall, but we have made—and are still making—progress.
The phrase transition plans, change in control, new leaders at the top, assimilation, and onboarding have dominated the media since January, as changes in governments’, corporations’ and other organizations’ leadership occurred.
A new year brings the opportunity to apply learnings from the previous year and plan for areas where you want to improve. One thing I’ve seen over my years of coaching are leaders who go through their days bouncing from place-to-place and task-to-task, at the end of the day, feel as though they’ve not accomplished any of the work they planned.
Leaders have long been encouraged to empower and engage the people around them. But usually it’s talked about as a one-way approach – the leader as the provider and the employee as the recipient. What if there was a reciprocal strategy on the part of the employee to further capitalize on the empowering approach the leader provides? In other words, what’s the analogous work-smarter-not-harder response for the employee in this situation?
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