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Top Caribbean Destinations For Beach Goers

The word “Beach” itself takes you onto an imaginary cosmos. Rolling waves, unhindered views of the gargantuan ocean, the sun, wind, and a bit of sand between the toes paint a bucolic scene in front of the eyes. There are tons of coastal getaways around the world that are apt for a trip, but for […]

License and Republishing: The views expressed in this article Top Caribbean Destinations For Beach Goers are those of the author Anna Papadopoulos alone and not the CEOWORLD magazine. You can’t reproduce, republish, or reprint it without the express permission of the CEOWORLD magazine.

Report: Mukesh Ambani Is Now Worldҳ Fourth Richest Person

Reliance Industries Limited (RIL) chairman Mukesh Ambani has surpassed Europe’s wealthiest man and Louis Vuitton founder Bernard Arnault to become the world’s 4th-richest person. Ambani’s net worth has surged to $80.6 billion, of which, $22 billion were massed in 2020. India’s richest person, Mukesh Ambani was behind Jeff Bezos (whose net worth was at $187 […]

License and Republishing: The views expressed in this article Report: Mukesh Ambani Is Now World’s Fourth Richest Person are those of the author Alexandra Dimitropoulou alone and not the CEOWORLD magazine. You can’t reproduce, republish, or reprint it without the express permission of the CEOWORLD magazine.

How To Address These Four Employee Concerns In A Post-Covid World

As businesses continue to grapple with repercussions of the Covid19 pandemic and settle into new norms, another contagion is spreading from person to person and threatening to infect entire organizations: anxiety.

Rooted in our evolutionary survival response to fear and stress, anxiety is a social contagion fueled by uncertainty that can spread easily through daily interactions. Health concerns (especially for those returning to an office), financial worries, interruptions to regular routines, and panic about an increasingly unpredictable future not only take a toll on individual mental health and wellbeing, they can also cause entire teams to become highly stressed, distracted and unable to achieve high performance.

Rather than allowing anxiety to spread unchecked throughout your organization, a proactive shift in leadership communication can help take some of the mental burden off of your team to support their continued success. Here’s how to address four key concerns in the postCovid19 workplace to help employees feel more secure, positive and focused on results.

1. Uncertainty

The ultimate antidote to uncertainty is consistency, so provide your team with consistent communication they can trust in a timely and ongoing manner. The worst thing you can do in our current situation is to remain silent, as silence creates uncertainty, which in turn fuels anxiety.

To give employees a little extra peace of mind in an uncertain time, send regular email or video updates, schedule virtual one-on-one and team check-ins and set consistent communication standards and expectations across your organization. If your company is experiencing a particularly stressful or difficult period, consider temporarily increasing communications to get your team over the hurdle, whether through weekly internal emails, newsletters or even short blog posts that keep workers informed.

2. Insecurity

Many Americans are concerned with their financial stability and job security in the struggling economy. While you may not be able to predict the future or make any guarantees as a business leader, you can combat feelings of insecurity by striving to communicate with extreme transparency.

When employees feel like they don’t know what’s going on with the future of their job or the company as a whole, they may begin to feel fearful, alienated and resentful. Even if you don’t have complete information about an evolving situation yet, sharing what you do know versus dancing in circles around a topic (or, even worse, ignoring it completely) can go a long way toward fostering trust and security within your team. How is the company really doing in the current economy? Are there contracts coming down the pipeline? Do you expect to slash budgets, or is it business as usual? Get specific — employees will appreciate the transparency from leadership.

3. Isolation

With many employees working remotely for the first time thanks to the pandemic (a trend that may continue indefinitely), the disruption of daily routines and isolation from co-workers, friends and family can lead to loneliness and increased levels of stress and anxiety. Activities like trivia competitions and virtual happy hours can only go so far to counteract these feelings, so empathetic leadership communication is more important than ever to ensure workers feel included, provide a boost to morale and bring dispersed teams together.

Start by adopting a “humanity first, business second” approach in your everyday interactions. Intentionally frame conversations around what matters most to each employee, not your own agenda. Begin calls and video chats with genuine care and concern — How’s your family? Are you feeling well? How was your weekend? — before launching into the business at hand.

In addition, allow time for personal interactions between team members at the beginning of every virtual meeting to support the camaraderie they would normally experience in the workplace. Encourage personal touches and moments of humanity whenever possible. Give people the space to share the challenges they might be facing. This simple but intentional shift in communication will drive connection and remind remote employees they are valued members of a team.

4. Health & Safety

Worker health and safety is a pressing concern for employers during the global health crisis, but it’s also a top concern in the minds of employees returning to the workplace. Providing your team with the right information in the right way will help assuage many fears that can lead to reentry anxiety. Though it’s vital to share details about enhanced company safety protocols, don’t stop there. Show employees you truly care by going beyond the context of the workplace to provide resources they can use to protect themselves and their families.

There are several valuable Covid19 resources that will only cost the time it takes to compile and disseminate to your workforce, including protection guidelines from the CDC, the World Health Organization and OSHA. Consider establishing a webpage on the company website that you can update on an ongoing basis, or sending out weekly safety emails with the most up-to-date public health measures and guidelines on the local, state and national level. With so many competing sources of information, synthesizing recommendations into an easily digestible format will ensure everyone in the organization is on the same page.

Stress and worry may be at an all-time high during this crisis, but with a few intentional adjustments to your communication habits, it’s possible to diffuse the key drivers of anxiety before they take hold of your workforce.

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How To Get More Women To The Top

Leadership training for women is a big business representing millions of dollars in corporate programming, generating wide coverage in the media, and bringing together thousands of attendees at annual industry and women’s networking events designed to get more women to the top. There’s no shortage of advice on how to get a seat at the table, negotiate a new title and raise, manage teams, find mentors and sponsors and generally “lean in.”

But a new survey, “Women in 2020: Choosing to Move Up the Career Ladder—Or Not?” reveals that all the leadership “how to” is the cart before the horse. This national survey of women ages 35 to 55 reveals that most are not aiming for top jobs. In fact, the majority of women in the age 35 to 44 age group—the critical pipeline for female senior leaders—say they’ve reached their career goals and do not intend to advance further.

At a time when women are expected to do their part to empower their gender, this data suggests an alarming complacency among the female ranks. But the survey data says otherwise. The preference to “grow in place” is not because women are ambivalent about professional work: despite Covid-19 challenges that pitched women into a quagmire of working and caring for children at the same time, 75% of women are still very committed to professional careers.

The reason most women are content at their current level is a simply a practical matter. Women report that higher titles and compensation are secondary to having more time to care for family and overall work-life balance. Asked hypothetically whether they’d accept a two-year assignment with a bigger title and less time for family, survey respondents were neutral—citing only a 50% chance they would jump at the opportunity to rise.

It’s not surprising that the survey cites pressures at home as the reason women don’t look to take on greater work responsibilities. What is surprising: data sheds light on households that do not appear to have changed much since times when women only had responsibilities at home. Now working women shoulder the greatest responsibility for as many as four big jobs—their professional roles, plus managing households (71% of responsibility), and caring for children (67%) and aging parents/in-laws (71%). Overall, the survey challenges the perception that today’s young men pitch in much more than their fathers did. The youngest women surveyed (ages 35 to 44) includes the tail end of the millennials (now ages 23 to 39) and data suggested no significant difference in the support provided by younger or older male partners.

Though women are stretched thin by responsibilities at home, the survey shows that they put on a good face in the corporate setting. Employers think “no news is good news” because in the workplace women silence their work-life concerns and appear instead to be fully on board with leadership training. A dramatic survey finding is that the majority of women at both mid and senior levels strongly or somewhat believe most women would be more apt to say they weren’t given opportunities to advance than admit they really didn’t want the added responsibility.

The Women in 2020 survey clearly points out that work-life support—not additional leadership training dollars—would give more women the bandwidth to consider moving up the career ladder. Women say they want and need employers to be proactive in providing resources and “safe spaces” for work-life problem-solving and shared best practices. The demand is amplified by added pressures of the Covid-19 crisis—piling on to already deficient employer support before the pandemic sent all workers home:

• Women who have figured out how to take on positions of power haven’t given other women “best practices” for blending work, family and life. Only 57% of those surveyed describe women in power as helpful, and only 42% describe them as compassionate. More than two thirds of total respondents feel resentful that women in power aren’t doing what would be necessary to help other women rise.

• Employers don’t have enough training to help women blend work and life. Only 20% of women surveyed say their companies offer leadership training resources that focus specifically on easing the work-life struggle.

• Employers don’t provide enough opportunities for women to help other women manage time-consuming work-life situations. Only 15% of those surveyed have an internal women’s networking group, and only 6% have a parenting employee resource group.

Human resources professionals know that managing just a professional job requires many tools, tips and strategies to help employees progress toward senior-level roles. When women layer on three more jobs—for children, aging parents and households—the need for resources multiplies. Employers don’t want to be in the business of managing the personal lives of employees, but most do acknowledge that reducing worry about non-work issues (through, for example, the many corporate-sponsored financial management and health/wellness programs) means greater work productivity and commitment. The Women in 2020 survey points out that encouraging discussion on strategies for eldercare, household management, time management, tutoring, summer programs, the college application process—all the work-life demands that distract and overwhelm high-potential employees—are the necessary first step and foundation to get more women to buy in and set their sights for the top.

On-Line Survey Methodology

The Women in 2020 survey was conducted April 29 to May 4, 2020 by Decision Analyst, a research and analytical consulting firm serving major corporations, advertising agencies and marketing consultancies in the Americas, Europe, Asia, the Middle East and Africa. The firm consistently ranks among the top 5 research agencies in the U.S.

The 15-minute, online survey used the American Consumer Opinion panel and affiliates sample source, and reflects input from 307 respondents within a national representation of the United States. The sample included women in the 35 to 55 age demographic (with a breakdown of 49% aged 35 to 44 and 51% aged 45 to 55) who are college graduates and are employed full-time (87%) or part-time (13%). The majority of respondents (59%) are at the mid-professional level, and 41% are at the upper level.

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Rebalancing Your Supply Chain In A Post-Pandemic World

As companies begin the slow process of opening back up, assessing the damage and preparing for a massive reassessment of how business is done in the post-pandemic environment, many are saying to themselves, “I thought our supply chain was a whole lot better than it really is.”

The pandemic has caught many companies off guard. It has brought to light the hidden vulnerabilities that exist within an otherwise efficient global supply chain, reinforcing the need for digitization, optionality, better visibility and an improved balance between local, regional and global sourcing. Companies will continue to struggle. Consumer behavior has changed, perhaps permanently. Some suppliers continue to fall behind in meeting production and delivery schedules while still others have shut their doors for good, and the disruption to the supply chain is likely to last longer than the pandemic itself.

What will happen to supply chains after the pandemic is over? In a white paper published by Michigan State University and Maine Pointe titled “Is today’s supply chain dead? Have you got its replacement ready?” the authors argue that the pandemic has become a catalyst for rethinking the supply chain from the ground up. There is no “on” switch that will instantly return business to its pre-pandemic levels of productivity. Organizations will instead need follow a three-step roadmap of stabilize, recover and rebalance; a process which many have already begun.

Returning to what we used to think of as normality is not an easy process—and it really begins with a fresh look at what “normal” actually means. The question should not be how to return to pre-pandemic conditions but whether those conditions were really serving the company well in the first place. As businesses move forward from the first step (stabilization) and recovery gets underway, some suppliers get back on line and resume production, and demand starts to filter back in, companies will find themselves with new realities. The global supply chain, which delivered advantages of scale, volume and price, will have to be re-evaluated. Companies will need to reconsider the risk they take by relying heavily on a single region, such as China, one that was felt deeply as the Chinese supply chain was disrupted, ocean shipping halted, and supplies, parts and raw materials became unavailable.

Going forward, businesses will need to de-risk by rebalancing the supply chain with a more strategic mix of local, regional and global so if anything happens in any one of those sources, it will be easier to adapt and fulfill the need with the other. This requires the supply chain to be built with a new level of optionality. It also requires a new way of thinking and a completely different perspective on how to build a supply chain.

Building the resilient, digitally enabled, agile supply chain and operations of the future

The global supply chain perspective traditionally sought efficiencies of scale and cost, often through high order volumes, labor arbitrage and locating factories or contracting with suppliers in lower-wage countries. There are two limitations with this supply chain perspective. First of all, it brings on risks inherent in single-region or single-source contracting, which became clearly evident when much of China became unavailable during the height of the pandemic. Second, and more importantly, it carries with it an assumption that diversifying into a local/regional/global supply chain perspective would result in costs going up.

The assumption that costs will go up as a direct result of moving away from single-source contracting is faulty. Not only will rebalancing and diversifying the supply base result in less risk and greater optionality, in most cases, companies will find the transformation does not necessarily result in higher overall cost. In fact, in many cases overall costs are likely to go down over time in either case, particularly as the need for labor arbitrage and low-wage factories comes to an end due to an increased focus on automation and a digital production model.

The move to automation has been coming for some time, and the pandemic has accelerated the need for it. More plants, both foreign and domestic, will be moving to greater automation, factory head counts will decrease and productivity will increase, the net result of which will be lower costs.

Moving to greater automation will require short-term capital investment, although this does offer a depreciation lever to offset it. The rebalancing phase, and shift towards optionality in the supply chain at its heart, requires a change in thinking and behavior, moving away from the assumption that ordering larger volumes from a smaller number of suppliers will always lead to lower cost.

Supply chain organizations responding to the pandemic often create a “war room” to grapple with the fallout and plan a response, but the war room as control center fails without the right end-to-end visibility. That visibility allows business leaders to make better decisions around which SKUs they can manufacture or optimize to the current situation, reduce inventory and conserve cash, re-examine capital investments and better optimize and rebalance the supply chain for the future.

According to the MSU/Maine Pointe white paper, every executive will need to re-evaluate their supply chain, and rebalance it to manage supply chain and operations risk and uncertainty, while still driving EBITDA, cash and growth. That response and war-room visibility will help companies not only deal with the current situation, but also to re-evaluate their entire business model and be better prepared for the sea change that is taking place.

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Top 15 Highest Paying Engineering Jobs, 2020 Rankings

If we talk about one of the most rewarding and fun careers in the world, engineering takes the first seat. The hugely popular field is not just a course but a way of life for students. As the world, today keeps on innovating, the requirement for engineers is also growing. What makes engineering different from […]

License and Republishing: The views expressed in this article Top 15 Highest Paying Engineering Jobs, 2020 Rankings are those of the author Sophie Ireland alone and not the CEOWORLD magazine. You can’t reproduce, republish, or reprint it without the express permission of the CEOWORLD magazine.

Beyond the Numbers: 5 Ways CFOs Can Shape Success

True or false: The CFO is the “numbers” leader in the C-Suite. If you said true, you are correct – but only partially. Today’s CFOs play a broader role in organizations than ever before. That’s good for them – and for the organizations they serve. In a recent global Accenture survey of CFOs, 81 percent see […]

License and Republishing: The views expressed in this article Beyond the Numbers: 5 Ways CFOs Can Shape Success are those of the author Christine T. Komola alone and not the CEOWORLD magazine. You can’t reproduce, republish, or reprint it without the express permission of the CEOWORLD magazine.

Helping CEOs Weather the Storms: Psychologist Coaches Wear 4 Hats

CEOs need help. Today’s business leaders have to contend with industry competition, changing consumer behavior, new technology, and fears of an impending recession. With the sands beneath their feet shifting, there’s never been a more uncertain time to be a CEO. CEO turnover increased by 12.9% in 2019 over 2018, according to a survey by […]

License and Republishing: The views expressed in this article Helping CEOs Weather the Storms: Psychologist Coaches Wear 4 Hats are those of the author William H. Berman, PhD alone and not the CEOWORLD magazine. You can’t reproduce, republish, or reprint it without the express permission of the CEOWORLD magazine.

How Will Covid-19 Affect The Tech Industry?

Covid 19 has changed everything in business. In recent weeks, I’ve been spending a lot of time with my portfolio companies as we think through the impact of the pandemic on their prospects and how they should respond. Honestly, the answers are very clear for some but for others, it’s too early to tell. For […]

License and Republishing: The views expressed in this article How Will Covid-19 Affect The Tech Industry? are those of the author Ryan Floyd alone and not the CEOWORLD magazine. You can’t reproduce, republish, or reprint it without the express permission of the CEOWORLD magazine.

How To Cope With Share Market Turbulence

The coronavirus pandemic is just one example of how events beyond our control can impact share markets. The Australian market (ASX200) fell from a post GFC high (February 20), by 37% in just over a month- one of the fastest sell offs since the 1987 crash; then rallied over 20% in April, 2020. Events such […]

License and Republishing: The views expressed in this article How To Cope With Share Market Turbulence are those of the author Danielle Ecuyer alone and not the CEOWORLD magazine. You can’t reproduce, republish, or reprint it without the express permission of the CEOWORLD magazine.

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