'If you intervene smartly as close to the origin of the conflict as you can, you’re more likely to stem its long-term consequences and improve team outcomes' Randall S Peterson hbr.org/2024/05/4-comm… Harvard Business Review PCMA

We all know people who (quietly) support gender equality, but here's the reality, silence isn't enough. This movement needs vocal male allies who are willing to step up and be counted, even if it means facing some resistance.

Don't underestimate the power of your steadfast beliefs. The right companies are actively seeking leaders who are lifelong champions of equality. Stay true to your values, and your dedication will pave the way for a leadership position where you can create positive change.

True allyship is about empowering women's voice not inserting ourselves as leaders. Actively seek feedback from women. This isn't about empty compliments. Ask direct questions. “Is this helpful?” “How can I create space for your perspectives?” Listen intently to their responses.

Imagine this, someone makes an insensitive remark about gender roles. Instead of reacting with anger, we see it as a teachable moment. By assuming people can learn and grow (even after missteps!), we open the door to constructive dialogue.

Men have a critical responsibility to serve as allies, amplifying the voices of women leaders and actively advocating for inclusive practices and significantly accelerate progress toward a more balanced leadership landscape.

Research consistently demonstrates that organizations with high employee engagement outperform their peers in key metrics like productivity and retention. When employees understand how their contributions align with the organization's mission, they are more likely to be engaged

Supporting employees' natural interest in healthy behaviors demonstrates the commitment to being facilitators of holistic well-being, not simply enforcers of specific actions. This fosters a more engaged and productive workforce, where employees are driven by a sense of purpose.

Disagreements are inevitable, but what if they could actually strengthen your bond? This video helps you understand the WHY behind the fights in relationships, build a foundation for lasting solutions AND a stronger bond.
youtu.be/U9EQRPI1onw

'Remember when in a #leadership role, you are not as funny as you think you are. People laugh because you are the boss' - LBS’s Randall S Peterson talks to Business Insider about his research into the downside of bosses making jokes.

ow.ly/GmHA50QS5vI

Effective chairs need to be strong leaders especially in times of change

Diverse perspectives can inevitably lead to heated exchanges. But, if well-managed, a board can draw from the richness of perspectives that diversity brings.

Diversity of thought is becoming a widely-recognised creative catalyst, helping boards solve complex problems and organisations gain a competitive edge

Even if you don’t think you are dealing with diversity, you are. When we used to think of diversity, we thought of race and gender, but there is so much more to consider: generational, age, sexual orientation, personality and even functional diversity.

“Being a successful leader comes down to managing and not contributing to conflict. Most importantly, do not ignore it,” advises LBS Professor Randall S Peterson, speaking to Fast Company about the management styles that contribute to office conflict. ow.ly/WRys50QxStb

LBS’ Randall S Peterson speaks to FORTUNE about the need for the Tesla board to find some kind of accommodation that keeps Elon Musk in the atmosphere but takes him out of day-to-day management of the rest of #Tesla .
ow.ly/Pujk50QyMkv

Why there’s never been a better time to be agreeable. acc. to research by Randall S Peterson london.edu/think/how-to-k… via London Business School

Being a successful leader comes down to managing and not contributing to #conflict . Most importantly, do not ignore it, says LBS’ Randall S Peterson speaking to Fast Company about the best ways to manage workplace #conflict .
ow.ly/nxjw50QyMhg

Building credibility within a diverse team won’t happen overnight. Integration and inclusion take time. In some of my research on boards, for example, I’ve found it may take as long as three to five years. Over this time, leaders must work to foster trusting relationships.

Men should seek out and ally themselves with others who are also supporting an egalitarian agenda. Let’s call this role being a manbassador and recruiting other manbassadors to the cause.