Corporate culture

In the work environment, unexpected misunderstandings often arise as a result of cultural differences in leadership styles. Americans, for example, see themselves as egalitarian and think of the Japanese as hierarchical. But American leadership seems to be unclear. This is mainly because American bosses are outwardly egalitarian—relating with subordinates on a first name basis and encouraging them to participate in meetings—they can be extremely top-down in the way they make decisions.

How diverse is your workplace? And how inclusive is it? While many organizations may feel prepared to answer the first question, the second often causes a bit of confusion. Isn’t it just the same question rephrased?

Rita Mitjans, ADP’s chief diversity and social responsibility officer, explains.

According to the Harvard Business Review, asking for a promotion can be nerve-wracking. How do you prepare for that conversation with your boss? What information should you have at the ready? And how exactly do you make your case?

According to the Harvard Business Review, the higher leaders rise in the ranks, the more they are at risk of getting an inflated ego. The bigger their ego grows, the more they are at risk of ending up in an insulated bubble, losing touch with their colleagues, the culture and ultimately their clients.

Once upon a time, the American dream was built on the ideal that hard work leads to success. But today, with the rise of technology, the message has become: work all the time or you will fail, Melinda Gates argued in her first column on LinkedIn. 

This workaholic culture is particularly harmful to women, Gates writes, because women are still being told by society that home care and child care is up to them as well. She explained: