How corporate cultures must change to stamp out sexual harassment

How corporate cultures must change to stamp out sexual harassment

As careers crumble in the US film industry and UK politics, we explore the organisational costs of sexual harassment, and how the root causes can be effectively tackled

For anyone with even the faintest interest in the people politics behind the silver screen, the past month has been a grim cavalcade of dismaying revelations. Like boulders rolling down a mountain to become an avalanche, accusations of sexual harassment, serious sexual assault and rape, initially revolving around Hollywood mogul Harvey Weinstein, have now ranged far and wide – mowing down careers not just on America’s west coast, but in the UK’s seat of government, too.

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Why leaders must do so much more to prepare for GDPR

Why leaders must do so much more to prepare for GDPR

Impending GDPR rules mean that organisations will have to radically overhaul their data management efforts – but not enough leaders are facing up to this huge responsibility

As if European companies weren’t facing enough of a storm right now with the urgent need to prepare for Brexit, another thunderhead looming on the horizon requires even earlier attention. Any widespread failure to apply the necessary strategic insight to this problem could cost a huge amount of businesses the very reputations upon which they trade. I am talking here about Europe’s General Data Protection Regulation (GDPR), which comes into force on 25 May next year – and for which the majority of organisations, according to several pieces of research, remain sorely under-prepared.

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What kind of leader makes the best decisions in uncertain times?

What kind of leader makes the best decisions in uncertain times?

New research has highlighted the daunting range of decisions that firms are facing in the run up to Brexit. It will take a special blend of leadership qualities to light the way…

What kind of leader does an organisation need if it is to navigate a choppy sea of variables and arrive at its destination unscathed? What does it take to make decisions amid waves of jarring uncertainty?

Companies in Europe will have to square up to those questions with mounting urgency as the calendar gets ever thinner ahead of the UK’s 1 March 2019 Brexit deadline. Believe me, its pages are already tearing off into history at a dizzying speed: it is now seven months since Prime Minister Theresa May triggered the Article 50 countdown, and so far, not a single concrete agreement has emerged from the ongoing talks between the UK and EU teams. It is a uniquely testing and pressured time for organisational stability.

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How should leaders prevent an Uber-style exodus of top talent?

How should leaders prevent an Uber-style exodus of top talent?

Uber’s freewheeling corporate culture may have sparked rapid growth, but it has also left the firm’s senior leadership talent in tatters. What can other firms learn from this chaos?

Who’d have thought it – now Uber needs a taxi out of town. In a move that has upset commuters, tourists and frequent night-time travellers, Transport for London (TfL) has refused to renew the app-driven cab service’s licence to work in the UK Capital. Meanwhile, behind the scenes, the company founded by the combative Travis Kalanick is suffering from a serious exodus of senior talent… one that, in the summer, even claimed Kalanick himself.

It may seem on the surface that the two developments have little to do with each other – the first being a local difficulty, and the second being a whirlpool of internal politics at the US head office. But in fact, they are intimately linked. To uncover the connection between Uber’s regulatory and commercial nightmare in London and its wave of talent departures back in Silicon Valley, we need only explore the reasons that TfL provided for banishing the firm from such a lucrative market.

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How Tim Cook knocked it out of the park in the empathy league

How Tim Cook knocked it out of the park in the empathy league

With his morale-boosting email to staff affected by Hurricane Harvey, Apple’s CEO masterfully showed how leaders can achieve empathy with their workers

There are few things in life more soothing than the message, “I know how you feel.”

Empathy is a precious commodity – much sought after, but not even half as widely available as it should be. And that’s particularly true within leadership. So we must welcome the intervention of someone with a neon-lit public profile riding into the agenda like a one-man cavalry charge to show us all how it’s done. Someone, for instance, like Apple CEO Tim Cook.

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