Organizational Culture

* NEW PAPER * What people get wrong about job automation. In a large-scale study involving over 4,000 participants and 542 jobs, we explore how laypeople perceive automation risk. The findings are striking: while people do consider job tasks (e.g., whether they are routine or manual) when judging automatability, they also heavily rely on job prestige. We often assume that the most prestigious jobs are safest from automation. The problem? Prestige doesn’t protect against automation. In fact, high-prestige jobs are often more exposed to advanced AI tools, particularly generative AI. This mismatch has real consequences. Students and job seekers may make education and career decisions based on outdated stereotypes, potentially preparing for roles that are likely to come under pressure. This research offers both a wake-up call and a roadmap. To prepare society for the changing world of work, we must: - Go beyond expert forecasts and consider public perceptions - Address misconceptions, especially around "safe" white-collar jobs - Rethink how we advise the next generation on career choices See link in comment for the preprint. We made also a companion website where you can freely explore the data (see screenshot below). Link in comment. With a team of friends and former Erasmus colleagues: Almira Abilova, Mirjam Tuk, and Alina Ferecatu The Wharton School / Wharton AI & Analytics Initiative / Wharton Executive Education / Erasmus University Rotterdam / Erasmus Centre for Data Analytics / RSM Erasmus University

When a company deploys an AI transformation, everyone fixates on the technology but here’s what is even more important. It's about the people. Over the years, I've developed a simple but powerful tool to evaluate teams for AI readiness. I call it my Will-Skill Matrix for AI! It’s taking a pre-existing model and customizing it for AI deployments based on 13 years of deployment experience. This framework is copyrighted: © 2025 Sol Rashidi. All rights reserved. 𝗛𝗶𝗴𝗵 𝗦𝗸𝗶𝗹𝗹, 𝗛𝗶𝗴𝗵 𝗪𝗶𝗹𝗹: These are your champions - they have the technical capabilities and the hunger to drive AI adoption forward. 𝗛𝗶𝗴𝗵 𝗦𝗸𝗶𝗹𝗹, 𝗟𝗼𝘄 𝗪𝗶𝗹𝗹: Often your most technically brilliant people who resist change. They've mastered existing systems and see AI as either a threat or unnecessary complexity. 𝗟𝗼𝘄 𝗦𝗸𝗶𝗹𝗹, 𝗛𝗶𝗴𝗵 𝗪𝗶𝗹𝗹: Your enthusiastic learners. They may not understand neural networks, but they're eager to embrace AI-driven solutions. 𝗟𝗼𝘄 𝗦𝗸𝗶𝗹𝗹, 𝗟𝗼𝘄 𝗪𝗶𝗹𝗹: These team members neither understand AI nor want to adapt to it. They're comfortable in their current roles and see no reason to change. Here's the counterintuitive insight most leaders miss: The "Low Skill, High Will" group is your hidden treasure in AI transformation. I discovered this at one of my employers during a massive data overhaul. My most valuable contributors weren't always the data scientists with impressive credentials. Often, they were business analysts who couldn't code complex algorithms but brought boundless curiosity and deep business knowledge and a will to figure it out. Why does this matter? Because AI implementation isn't just a technical challenge - it's fundamentally a human change management project. In one particularly tough transformation, I spent months trying to convince resistant technical experts to embrace new methods. Meanwhile, I overlooked enthusiastic business teams eager to learn and adapt. The breakthrough came when I finally shifted focus. By empowering the "High Will" groups and pairing them with technical mentors, our implementation timeline was shortened by nearly 40%. This completely changed my approach to building AI teams. The most successful AI implementations don't just depend on having the best algorithms or the most data engineers. They depend on having people throughout your organization who are willing to reimagine what's possible - and who bring others along with them.

You can be excellent and still be MISUNDERSTOOD, and it can cost you. You can be visible and unclear to people around you. Perception doesn’t always begin with your work. It begins in the smallest rooms, long before performance is ever discussed. Here’s where it starts: • Someone says you’re hard to read and asks someone else what you’re like (I hate this one so much) • You skip small talk, and people assume you’re uninterested in building a connection • You ask clarifying questions, and it’s taken as pushback or doubt • You keep your personal life private, and people think you’re not invested • You don’t speak first, so they think you don’t have a point of view To be clear, none of these examples are personality flaws, but the unfortunate reality is that these human patterns can get misread in high-stakes environments. Now here’s how to shift that: • State how you work best before people assume it for you • Offer one personal detail that builds warmth without feeling performative • Lead your questions by naming your intent clearly and respectfully • Share something meaningful, even if small, to invite connection over time • Speak early when you have something to contribute, not once it’s safe You don't need to change who you are to make yourself "easier to see." As much as we may not like it, there are some things in the corporate world that are akin to pageantry. Here's how I recommend sharing more about yourself in layers: (progressive trust) Level One: Presence Communicate how you operate. Be explicit about your rhythm, preferences, and style. Level Two: Personality Share what keeps you motivated, curious, or proud. Let people see your drivers. Level Three: Perspective Reveal your beliefs and worldview through earned trust and shared experience. The way people "feel" about you is their business. (This will always be true) But it's your business to ensure that how they "feel" or "perceive" you does not stop opportunities for you. Even if that means not changing how they feel, but ensuring their views about you are isolated, which in turn shifts the power from you to them, being a misread. (chess, not checkers) The moment you spot a vague assumption, nip it.

𝐃𝐄𝐈 𝐚𝐧𝐝 𝐭𝐡𝐞 "𝐚𝐝𝐯𝐚𝐧𝐭𝐚𝐠𝐞" 𝐦𝐲𝐭𝐡: I saw a post that said, "𝘞𝘩𝘦𝘯 𝘺𝘰𝘶 𝘰𝘧𝘧𝘦𝘳 𝘢𝘯 𝘢𝘥𝘷𝘢𝘯𝘵𝘢𝘨𝘦 𝘵𝘰 𝘰𝘯𝘦 𝘨𝘳𝘰𝘶𝘱 𝘸𝘪𝘵𝘩𝘰𝘶𝘵 𝘢𝘯 𝘩𝘰𝘯𝘦𝘴𝘵 𝘤𝘰𝘯𝘷𝘦𝘳𝘴𝘢𝘵𝘪𝘰𝘯 𝘸𝘪𝘵𝘩 𝘵𝘩𝘰𝘴𝘦 𝘸𝘩𝘰 𝘧𝘦𝘦𝘭 𝘦𝘹𝘤𝘭𝘶𝘥𝘦𝘥, 𝘳𝘦𝘴𝘪𝘴𝘵𝘢𝘯𝘤𝘦 𝘪𝘴 𝘪𝘯𝘦𝘷𝘪𝘵𝘢𝘣𝘭𝘦." Doesn't this miss the mark? Prioritizing Diversity, Equity, and Inclusion isn’t about handing out unfair perks. It addresses the fact that for centuries, certain people were systematically excluded. Research shows that women, non-white people, LGBTQ+ folks, and older professionals have experienced unchecked bias and discrimination. They faced barriers that perpetuate inequity. DEI looks to level the playing field so everyone has a fair shot, regardless of demographic. It doesn't give an unfair advantage; it's on a mission to fix broken practices. In client spaces these are the conversations I am facilitating. 𝐋𝐢𝐤𝐞 𝐛𝐞𝐢𝐧𝐠 𝐢𝐧 𝐚 𝐫𝐚𝐜𝐞 Consider that you’re running a race, and some people start 10 yards behind the starting line because of systemic discrimination. Equity means ensuring everyone begins from the same starting point. Not slowing others down, and definitely not driving the disadvantaged three miles further to start ahead of the pack. 𝐖𝐡𝐲 𝐭𝐡𝐞 𝐩𝐮𝐬𝐡𝐛𝐚𝐜𝐤? Resistance often stems from a misconception: that DEI takes something from one group to give to another, as the comment I led with suggested. In reality Diversity Equity and Inclusion benefits everyone. When workplaces embrace equity and inclusion: Teams perform better. Innovation skyrockets. People feel valued and engaged. It's far from a zero-sum game; it’s a win-win. Studies show that companies with fair leadership standards are more successful. Inclusive cultures reduce turnover and boost productivity. And employees report feeling like they truly belong. 𝐓𝐡𝐞 𝐤𝐞𝐲: 𝐜𝐚𝐧𝐝𝐢𝐝 𝐜𝐨𝐧𝐯𝐞𝐫𝐬𝐚𝐭𝐢𝐨𝐧𝐬 People need clarity. If you're rolling out DEI initiatives without explaining what they're about, using victimization framing, or don't address fears and misconceptions? You'll face resistance. Employees will be persuaded by misinformation when you don't embrace transparency and honest conversations. People who understand that DEI is about fairness, not taking sides, are more likely to support it. 𝐀𝐝𝐝𝐫𝐞𝐬𝐬𝐢𝐧𝐠 𝐡𝐢𝐝𝐝𝐞𝐧 𝐛𝐢𝐚𝐬𝐞𝐬 𝘞𝘦 𝘢𝘭𝘭 𝘩𝘢𝘷𝘦 𝘣𝘪𝘢𝘴𝘦𝘴. It's part of how our brains work...we categorize information to make sense of the world. But left unchecked, biases can unintentionally perpetuate inequity. That's why that quote image hits home Think of a small step you can take today to challenge your assumptions and create a more inclusive environment. Feel free to share your ideas below! 👇🏿

7 Myths About Productivity (That are Secretly Slowing you down) Hard work doesn’t guarantee results. The most productive people don’t just do more. They understand what doesn’t work and avoid it. Here are 7 productivity myths that might be holding you back: 1. Multitasking Helps You Get More Done → Splitting your focus makes you slower, not faster. Deep work beats scattered effort every time. 2. The Longer You Work, the More You Achieve → More hours don’t mean more results. Efficiency beats exhaustion. 3. You Need to Wake Up Early to Be Productive → Productivity isn’t about the clock. It’s about when you work best. 4. Checking Off More Tasks Means You Were Productive → Being busy is not the same as being effective. Real productivity comes from focusing on what moves the needle. 5. The Right Tools Will Solve Your Productivity Problems → No app or software can fix bad habits. Systems don’t work unless you do. 6. Motivation Drives Productivity → Motivation fades. Discipline and routines keep you moving forward. 7. The Most Productive People Say Yes to Every Opportunity → High performers protect their time. Saying no to distractions is what makes space for real progress. The most productive people work differently. They don’t just do more. They do what matters. Which of these myths have you believed before? Let’s discuss 👇 ♻️ Follow César Solís and reshare to help others. 📌 Save this post for future reflection!

Every manager has a secret they're afraid to share: They want YOU to manage THEM. But most people reject this idea. I've heard all of the excuses: "I don't want to bother them." "Why should I manage up? That's their job." "If they were a good manager, they'd know what I need." It feels backward, unfair, even insulting. But here's what you're missing: Your manager is drowning. Even more than you. They're juggling:  - endless meetings - 8-12 direct reports - pressure from above  - fires they didn't start They don't have time to manage you perfectly. And you're waiting for them to read your mind. This is why careers stall. But there's one subtle shift that changes everything: Stop waiting to be managed well.  Start managing them strategically. This isn't about kissing up or playing politics.  It's about creating the conditions for mutual success. When you manage up effectively: • You get clearer direction and faster decisions • You build trust that opens more doors • You reduce frustration on both sides • You accelerate your career growth Your manager's success directly impacts your success.  When they look good, you look good.  When they win, you win. Managing up is really managing your own career trajectory. In my latest infographic, I break down 5 foolproof strategies: ✓ The communication formula that builds instant credibility ✓ A trick to go from problem-raiser to problem-solver ✓ Systems that highlight your strategic thinking ✓ Why saying "no" makes you invaluable ✓ How to invert your check-ins These strategies work with any manager: • the absentee • the micromanager  • the newly overwhelmed Because you're not trying to change them.  You're changing how you show up. Which approach will you try first? ♻️ Share to help others grab control of their career  🔔 Follow Dave Kline for more career and leadership insights

Resume gaps = Where life happens Career gaps aren't flaws. They are often chapters of resilience. Here's why resume gaps can be a sign of strength: 1. Caring for a family member ↳ Family comes first ↳ Shows responsibility and compassion 2. Mental health break ↳ Taking care of your mind is crucial ↳ Shows self-awareness and resilience 3. Pursuing education ↳ Investing in learning is valuable ↳ Shows commitment to growth 4. Traveling ↳ Broadens horizons and perspectives ↳ Shows adaptability and cultural awareness 5. Freelance or side projects ↳ Gaining diverse experience ↳ Shows initiative and versatility 6. Personal development ↳ Working on skills or hobbies ↳ Shows dedication to self-improvement 7. Health Recovery ↳ Overcoming illness or injury ↳ Shows strength and determination 8. Started a business ↳ Entrepreneurial ventures take time/might not work out ↳ Shows ambition and risk-taking 9. Job market conditions ↳ Sometimes it's out of your control ↳ People in these situations show a lot of patience and persistence In my experience, I’ve found a resume gap can speak volumes. If you’re in a position to hire people… Are you listening?

A supportive workplace isn't a luxury. It's the foundation of a thriving career. Everyone thinks securing a job is the ultimate goal. But I believe the workplace culture is just as important. Here's why: Early in my career, I focused solely on landing a job. I didn't consider the workplace environment. One day, I found myself in a toxic workplace. It drained me mentally and emotionally. That's when I realized the value of a supportive work culture. Now when I look for a job, I focus on the company culture. 3 things I look for: 1. Respect and Trust - Is there mutual respect among colleagues? - Do they foster a trustworthy environment? - Are ideas and concerns openly shared? 2. Opportunities for Growth - Do they offer training programs? - Are there mentorship opportunities? - Can you see a clear path for advancement? 3. Mental Well-being - Do they support mental health initiatives? - Is there a good work-life balance? - Do they provide resources for stress management? Reflect on your core values. Align your career choices with supportive environments. You're not just seeking a job; you're seeking a culture. A nurturing workplace accelerates your career and enriches your life. A toxic workplace can have the opposite effect. Choose wisely. ♻️ Repost to help others find a healthy workplace culture. 👋 I write posts like this every day at 9:30am EST. Follow me (Dr. Chris Mullen) so you don't miss the next one.

Equal Pay Day moved BACKWARD in 2025 to March 25th, revealing a harsh truth: transparency without enforcement doesn't create equality. 60% of job postings now include salary information—up from just 18% in 2020—yet women still earn just 85 cents to a man's dollar. Even more disturbing? The gap is widening. Of 98 countries with equal pay laws, only 35 have implemented any accountability mechanisms. We're seeing the illusion of progress without the substance. True salary transparency requires action at every level: For individuals: - Share your salary information with "trusted" colleagues - Explicitly ask for pay ranges before interviews - Document salary discussions and decisions - Normalize compensation conversations in your workplace - Research industry standards using sites like Glassdoor and Payscale For managers: - Conduct regular pay equity audits in your teams - Establish clear compensation criteria based on skills and responsibilities - Remove salary history questions from your hiring process - Advocate for transparent promotion pathways For organizations: - Implement formal pay bands with clear progression criteria - Regularly publish company-wide gender and racial pay gap data - Create accountability mechanisms for addressing inequities - Train managers on recognizing and addressing unconscious bias in compensation decisions The data is clear: companies with meaningful transparency see pay gaps narrow significantly in the first year alone. But posting a salary range isn't enough if there's no accountability behind it. Let's move beyond performative transparency toward meaningful equity. Please share this post if you think salary transparency should come with real action. Joshua Miller #SalaryTransparency #PayEquity #Workplace

If you see someone who has been "open to work" for a 6+ months and they still show up with a positive attitude, you're missing out on great talent. Those longer work gaps are historically seen as "red flags" but in 2024, they have become the norm for many in corporate/tech with the average job search taking 6+ months (if you weren't aware of this, please internalize this fact!) People's livelihood is on the line. They could lose their homes and retirement as a result of extended unemployment, but they still manage to give grace to those around them, provide encouragement to others, share job opportunities with others, build new skills, etc. When you get into an interview with them, you're probably going to ask them about obstacles they've overcome or challenges they've encountered, and they'll give some example of the time a shipment didn't come in time, or there was some change in SEO and their website tanked. And that's all well and good. But also take a look at the fact that they showed up to that interview ready to go, have done everything right in the application process, and they've been doing this day in and day out for months on end and still have a smile on their face and are putting their best foot forward for you. Your company is probably going through a lot of change, you're probably expecting your people to navigate those changes and build new skills quickly, and stay positive amidst re-orgs. You're looking for people who will come up with new ideas and new plans to overcome those challenges. For too long, those resume gaps have been viewed as red flags around someone's candidacy, and respectfully, that's pretty darn ignorant. Those gaps are signals that someone is adaptable and ready to tackle whatever you through at them. Anyone who has navigated this job market for 6 or 12 or 18 months, and keeps showing up every day ready to try something new is going to bring that same energy to your work place. How silly to miss out on someone great who has every qualification you're looking for simply because you saw a big gap in their resume and thought "there must be something wrong with them" instead of "wow, they could be fantastic, let me learn more about them".