Latest news with #managers
Daily Mail
12 hours ago
- Sport
- Daily Mail
Premier League set to broadcast training sessions with managers and players mic'd up and wearing cameras in latest TV coverage innovation
Premier League training sessions – with managers and players mic'd up and wearing cameras – are set to be broadcast this season. Mail Sport understands clubs have agreed to throw open their practice facility doors at least once per campaign, with film crews capturing previously unseen footage from behind-the-scenes. In January, we revealed how clubs were to green light players wearing body cams during warm-ups and walkouts, filming from inside dressing rooms, half-time interviews with a player, manager or coach and chats with players have been substituted. And now, top-flight sides have agreed to go a step further in a move which will allow viewers to see the how the game's top stars and their coaches prepare for matches. Currently, broadcasters are allowed training ground access around once per month, purely just to film footage that can be used to go alongside reporting and coverage. However, under an amendment to Section K of the Premier League rules, each club must now grant the League's production partner access to film a 30-minute 'Enhanced Training Session', with at least one player, plus the manager or a coach, wired up for audio. Clubs must submit a shortlist of five recent starters for the League to pick from, and the player could end up sporting a body cam should they agree to do so. Clubs can choose to shoot the footage themselves but must still meet the League's production brief. Twenty-four hours will be given for them to approve the final edit. The sessions can also double up with clubs' existing obligations for behind-the-scenes content – which may well come as music to the ears of media teams already juggling a mountain of PR duties. League insiders have instead that safeguarding measures will be in place to ensure no sensitive information of footage is disclosed, such as tactical planning and team selection.
Forbes
17 hours ago
- Business
- Forbes
Why Everyday Development Is Crucial To Closing The Skills Gap
The companies that will thrive aren't those with the most sophisticated training catalogs, they are ... More the ones whose managers can turn everyday interactions into accelerated learning experiences. Research by the World Economic Forum suggests that skill gaps are the "biggest barrier to transformation" as new AI and robotics technologies automate the workplace in the next five years—with 59% of workers needing upskilling or reskilling. Leaders face a challenge of cultivating the mindset, skills and organizational culture to support learning. But are their managers equipped to support this development effort? The Development Dilemma Hiding in Plain Sight Managers are expected to drive performance, deliver results and guide their teams toward organizational objectives. But in today's pressure-cooker environment, where deadlines dominate and resources are constrained, employee development can often feel like just another item on an already overcrowded to-do list. Even well-intentioned managers find development work squeezed out of congested schedules and relegated to quarterly reviews, formal training sessions and the occasional feedback conversations. The result? Inefficient and slow skill development that is bad for business and bad for morale. Employees struggle to apply what they've learned, managers become bottlenecks for problem-solving, and organizations fail to build the adaptive capacity they need to thrive. But what if development didn't require separate meetings or additional time blocks? What if the conversations already happening—team check-ins, problem-solving sessions, project debriefs—became powerful learning moments? This is the core insight behind everyday development: transforming routine managerial interactions into opportunities for growth. Rather than adding new responsibilities, it's about bringing developmental intention to existing conversations. The goal isn't more meetings or separate meetings for learning and development; it's making everyday interactions matter more. The Research Behind How People Actually Learn The idea of everyday development aligns with the 70-20-10 model, an observation dating back to the mid-1980s about how humans acquire skills. The model suggests that about 70% of our development comes from what we learn while doing our jobs, 20% through our engagement with peers and only about 10% from formal training. Many organizations focus their development efforts (and budgets) on the 10%—courses and training—while neglecting the 90% where most learning happens. It's not an argument against formal training; it's an argument for reinforcing formal training by incorporating its lessons into the routine of how we work, from putting things into practice, how we interact with others and the feedback we receive naturally as we get things done. The Manager's Critical Role in Learning Transfer Research by Professors Brian Blume, J. Kevin Ford, and Jason Huang confirms what the 70-20-10 model suggests: managers play a crucial role in whether learning translates into improved performance. Their comprehensive review of studies on informal learning found that managers who effectively support employee development typically provide three types of support: Direct Assistance: Managers provide resources and remove obstacles to learning. They can hold casual conversations or formalized reviews where they discuss gaps in skills and help employees develop learning plans. Managers can then create opportunities where these new skills will be used and conduct regular check-ins on how skills are being put into practice. Guidance: Managers offer feedback, help employees reflect on their experiences and provide advice on how and where to apply new learning. They coach employees through the learning process, making room for failure and encouraging experimentation. Managers can boost motivation by discussing how a new skill will benefit the team member and the company. Emotional Support: Managers should foster a safe environment where employees feel valued and motivated to learn. Throughout their discussions with team members, managers should also respect the employee's current abilities and agency. Finally, managers can play a role in boosting employees' confidence as they learn new skills by showing interest in their development. The researchers say managers are 'a key source of support for employees and assist employees in navigating the opportunities for informal learning that exist in their environment. Managers can inspire and encourage learners to be self-driven in learning the information they need, which fosters curiosity.' Without this support, even the best training programs fail to translate into improved performance. Everyday Development in Practice Managers and leaders constantly give feedback, from notes on an active task to long-term strategic guidance. Sometimes an employee comes to the manager for help. At other times, the manager notices an area for improvement. In both cases, the default is to "fix and tell." This approach can occasionally resolve the immediate issue, but it ensures that when an employee encounters a future problem, they'll return to you to solve it. That takes up your time and takes away an opportunity for growth. Everyday development is as simple as switching a directive to a question. So the next time an employee asks for help, instead of saying "Here's what you should do," you can ask "What are the barriers getting in your way?" or "What do you think we should do next?" That's it! That question becomes an invitation for the employee to share what's really going on—and for the manager to really listen. The difference isn't more training, it's developmental intention in everyday interactions. Building Learning Velocity: Three Core Skills Organizations that master everyday development create the ability to acquire and apply new skills faster than change happens around them. This requires managers to develop three foundational capabilities: 1. Listening to Learn Move beyond listening-to-respond or solve problems. Focus on understanding what's really happening for the other person. Practice asking "What else?" to go deeper into their thinking. 2. Powerful Inquiry Ask questions that expand possibilities rather than narrow them. Replace "Did you follow my suggestion?" with: "What options are you considering?" or "What's your take on this situation?" 3. Practical Empathy Acknowledge the emotional reality of learning something new. Sometimes the observation, "That sounds challenging," provides more value than immediate technical advice. Three Questions That Transform Any Conversation Here are three questions that can turn routine interactions into development opportunities: These questions work because they respect the other person's thinking while creating space for growth. Making It Work: Start with Your Next Conversation The beauty of everyday development is its accessibility. You don't need budget approval or formal programs to begin. You need intention and practice with the three core skills. Feedback is an abundant entry point for everyday development, but there are other routine interactions: The Competitive Advantage Hidden in Plain Sight In a world where AI can automate routine tasks faster than organizations can retrain workers, the companies that will thrive aren't those with the most sophisticated training catalogs, they are the ones whose managers can turn everyday interactions into accelerated learning experiences. This isn't about adding more to managers' plates. It's about being more intentional with conversations they're already having. The 59% of workers who need reskilling won't develop new capabilities through training programs alone. They'll grow through thousands of everyday interactions with managers who understand that development doesn't require special occasions—it requires special attention to ordinary moments. Your next conversation is an opportunity. Will it be just another status update, or will it be a moment that helps someone grow?
Forbes
20 hours ago
- Business
- Forbes
Leaders May Use AI To Exploit, Here's What Employees Should Look For
Leaders can exploit with AI The introduction of AI into workplaces is a new complexity that leaders are trying to navigate. While most leaders will strive to do so responsibly, there is a dark side of leadership to consider when it comes to managing innovations. AI, like any innovation, is not immune to exploitation and misuse. Here are three ethical considerations for leaders who want to lead responsibly and for employees to be aware of when AI is being introduced or increased at work. Surveillance and Data Misuse With advancements in AI technology, there are more and more ways that managers can keep tabs on employees. Through automated surveillance and monitoring, employees can be tracked throughout their workday, whether they are working remotely or in the office or workplace. Data may be collected for reasons other than monitoring, but with so much access to data, there is also an abundance of opportunity to misuse that data and breach employee privacy. AI For Ethical Outsourcing If AI is used in organizational decision making, any poor or harmful outcomes can be blamed on the technology and not the leader. This is a classic example of diffusion of responsibility, where leaders can wriggle out of being held accountable by pointing the finger elsewhere. As more of these decisions get allocated to AI, accountability and stewardship will suffer. AI could also be used in this way to guide employees in a leader's chosen direction, by giving them recommendations and feedback to follow. This could be a deceptive leadership practice, in that the leader's true intentions are masked behind the guidance of AI. Transparency also suffers when employees are no longer sure who to question when decisions are made with AI. Dehumanizing Employees When employees feel monitored and even herded by AI at work, they will likely also feel mistrusted, a lack of trust toward their employer, a lack of control or autonomy to make decisions, and reduced self-efficacy. This violates their human dignity and will lead to feelings of being undervalued. We have a wellbeing issue to consider when introducing new technology into daily work for employees. Integrity Over Exploitation By anticipating these potential dark applications of AI, leaders can practice responsible leadership and continue to lead with integrity in the rapidly evolving world of work we find ourselves in. Employees can also be on the lookout for these dark and controlling behaviors to protect themselves from exploitation and to preserve their human dignity at work.
SBS Australia
3 days ago
- Politics
- SBS Australia
'It's about power': How sexual harassment affects those on the margins
Warning: this story contains elements that may distress some people. For many people, reporting sexual harassment at work is not as easy as simply making a complaint. While laws are in place to prevent and eliminate sexual harassment at work, experts and victim survivors say there are still significant gaps between policy and practice. Now, the Australian Human Rights Commission says more needs to be done to support those most vulnerable to harassment at work. Dr Anna Cody is Australia's Sex Discrimination Commissioner. She tells SBS that for real change to occur, leaders have to take action. "What we need to see is leaders stepping up. So that's CEOs, directors of boards, managers, supervisors, but everyone within a workplace to make sure that people are safe and respected at work. And how we can then create a culture where it's not okay to not be respectful within a workplace. We need to ensure that our workplaces are diverse, that there is cultural diversity, people with disability at all levels within an organisation." The Commission's new report, called Speaking From Experience, aims to address gaps in understanding about what workers from diverse backgrounds think needs to change to make workplaces safer. Sexual harassment at work is a complex matter and extends beyond gender discrimination, occurring most often to those who experience various forms of overlapping disadvantage or discrimination. "Harassers definitely do choose who they are harassing though they'll choose the person who's on a temporary visa or who really needs this job and who can't afford to let it go. So they use that vulnerability as a way of protecting themselves. So workplaces and bosses and supervisors need to be conscious of that, particularly where there are systems in place or locations within a workplace. You can create safety within a workplace through systems as well as through the way in which you deal with the person who's experienced workplace sexual harassment." The Australian Human Rights Commission says one in three Australians report being sexually harassed at work. This figure was far higher for some, with almost half [[48%]] of people with a disability experiencing harassment at work and 56 per cent of Aboriginal and Torres Strait Islander people. Those in insecure employment, LGBTIQ+ people, culturally or linguistically diverse people, and people with a disability, are not only more likely to experience sexual harassment, but less likely to feel safe enough to report it. Prabha Nandagopal is an award-winning human rights lawyer and founder of Elevate Consulting Partners, a firm that works with businesses to create safe, respectful and inclusive workplaces. She says leaders must be able to address their own blind spots and centre the voices of those affected. " We know that sexual harassment isn't just about gender, it's about power. And people who do sit at that intersection of racism, sexism, ableism, for example, are often more exposed and less protected. And as a woman of colour, I've seen how these layers of discrimination compound when it comes to leaders, it starts with really listening even when it's uncomfortable. So I'm briefing board directors and leaders and middle management almost every day in my day job, and it's very easy for me to talk about workplace sexual harassment. But the moment you start talking about racism in the workplace, that's when there's a bit of discomfort." While acknowledging changes to the national approach over the past decade and the greater responsibility placed on employers, experts say policy and practice gaps still exist. Drawing from the experience of over 300 victim-survivors of workplace sexual harassment, the report emphasises the need for people to feel safe enough to report. In 2022, a legal obligation called Positive Duty was added to the Sex Discrimination Act. Under the obligation, employers have a duty to eliminate and prevent, as far as possible, unlawful acts of sexual harassment at work. Prabha Nandagopal says she supports recommendations to impose civil penalties for companies failing to comply. "The positive duty regime under the Federal Sex Discrimination Act doesn't have civil penalties attached to it. So if someone doesn't comply with the commission's compliance notice that organization can be taken to the federal court. Where the federal court can make any order it sees fit. But unlike say your work health and safety regime, the commission's enforcement powers are quite limited." Workplace sexual harassment also extends beyond the physical workplace: it's not only harmful psychologically but can isolate individuals. Dr Shih Joo Tan is a professor of criminology at the University of Melbourne and has co-authored a series of reports on the experiences of migrant and refugee women with workplace harassment. She says aside from uncertainty around their rights, people from diverse cultural backgrounds are often dismissed as misunderstanding Australian culture. "For example, some migrant and refugee women might be on an employer-sponsored visa, which would sit very hard for them to even report or think about reporting because they would then have to consider the consequences that it could have on their visa status or which also links to their right to remain in a country. So there's that. And also the other issue that was also mentioned in the report was that a lot of times when they do try to say that this is what happened to me, or this person had said this really horrible thing to me, often the response that they could get is that this is just a joke or this is part of the Australian culture, learn how to, you just need to learn Australian culture in that way. So it was seen as a problem on their part that there was a lack of understanding." Another issue raised in the report was the lack of knowledge around different forms of harassment. Often mistaken as only the most blatant forms of harassment, sexual harassment in the workplace can be covert and is often dismissed as something more lighthearted. Dr Anna Cody says without proper understanding of what sexual harassment is, employers can't properly address it. "There have been significant changes over the last decade coming out of the Me Too movement and a greater understanding of workplace sexual harassment. But we still need to build our understanding of what constitutes workplace sexual harassment. So while many people understand touching, unwanted sexual touching, to be workplace sexual harassment, we need to think about messaging of sexual content or of leering or staring at someone in a sexual way or suggesting sexual acts with that person. All of those things also constitute workplace sexual harassment." The report offers policymakers and organisations eleven key recommendations. All of the recommendations centre around reducing barriers - barriers to information, to safety, to being heard, to accessing support, and to justice and accountability. Dr Tan says while many people never make a formal complaint, there were certain things people say made it easier when they did. "In the very first instance, most of them felt comfortable and secure with their direct supervisors. So there was immediate support from management level. The other thing was also assurance that this would not impact on their visa status or their financial security, or that they would not have to face small talk in the office, which was another thing that women had talked about as impacting on their mental wellbeing and things that they would consider as impacting on their positions. They felt like they were punished on a social level for speaking up or for complaining."]] Ms Nandagopal says employers need to take the time to understand the problems specific to their workplace. "So firstly, it's about really understanding the nature and prevalence of sexual harassment in their workplace by speaking to their workers and consulting, particularly those from marginalised groups, not only about what they're experiencing, but asking what they need to feel safe. Then investing in real quality education and training for leaders and workers. And then ensuring their policies and reporting processes are trauma informed and culturally safe. So going beyond that tick-a-box approach to really investing in quality effective measures to prevent and respond to sexual harassment." Commissioner Anna Cody says the landmark report is a crucial final step in the Commission's Respect at Work agenda. And while there is still a long way to go as the recommendations are considered, she says it's important to appreciate the work of victim survivors in telling their stories. "The people that we heard from, how strong and determined they were in trying to make our workplaces fairer and safer for everyone, that they wanted to share their stories so that we could act on them and ensure that other people didn't have to go through what they had gone through." If you or someone you know wants to talk about sexual harassment, call 1800RESPECT on 1800 737 732 or visit . In an emergency, call 000.
Forbes
4 days ago
- Business
- Forbes
To Manage Workplace Disruptions, Start Before Change Hits
Research shows that managers can help employees deal with workplace disruption by understanding ... More their unmet needs. Radical workplace changes are as ubiquitous as they are challenging. Whether due to digitalization, geopolitical shifts, climate change or organizational restructuring, such disruptions fundamentally reshape our work. Big workplace changes takes their toll. A 12-year study of over 53,000 employees found that nearly all had experienced a major change, leading to a decline in their wellbeing. Another two-year study tracking reactions to a workplace language switch showed that anxiety and frustration not only emerged but worsened over time. But are these reactions caused by the disruption itself — or by unmet needs that were already in place before the change? Our research drawing on repeated interviews with professionals before and after the COVID-19 pandemic suggests the latter. Employees' pre-existing unmet needs shaped how they interpreted and responded to disruptive change. This means that to support employees effectively, managers must understand what needs were already unfulfilled before the disruption occurred. Our research points to three types of unmet needs: People have a fundamental need to connect. Yet, work often makes this difficult — especially for geographically distributed or culturally diverse teams. For example, we interviewed an IT professional who even before the disruption grappled with addressing communication problems and misunderstandings in her distributed team. In another case, an HR executive in Europe frequently traveled to her company's Japanese headquarters but still felt disconnected. Her usual way of building relationships didn't resonate with her Japanese colleagues, leaving her feeling isolated. People want to feel good about themselves and their work. But work can produce ambivalence — especially when there's a mismatch between self-perception and how others perceive one's role. A fundraising professional felt passionate about her organization's mission yet discouraged by others' negative views of asking for money. Similarly, an entrepreneur juggling a cosmetics startup and a consulting firm struggled with identity conflict because others still viewed her solely as a consultant. Where and how we work matters. Several professionals we interviewed before the disruption wanted more mobility — such as international assignments or more travel — but found themselves stuck. One consultant, frustrated by serving only domestic clients, hoped to move abroad. Others wanted greater flexibility in where they worked. All faced a gap between their aspirations and their actual work conditions. How, then, can managers effectively support employees through radical change — especially when the roots of their struggles may lie not just in the change itself, but in deeper, pre-existing unmet needs? Here is our four-step process for turning potentially threatening change into an opportunity for deeper engagement: 1. Assess the change impact Start by mapping employees' unmet needs. Are they craving stronger connections? More meaningful work? Greater flexibility? Use one-on-one conversations or anonymous surveys to uncover these needs in advance. By identifying these needs beforehand, you'll learn whether a change is likely to be perceived positively or negatively. In our study, those with unmet relational needs often viewed the pandemic positively — as a shared experience that helped strengthen relationships. The previously isolated HR executive found that remote work brought her closer to colleagues. Virtual check-ins created common ground that deepened connection more effectively than her previous in-person visits had. But for employees with unmet physical needs, the disruption felt threatening. The consultant who wanted to work internationally felt increasingly trapped when travel halted. This contrast shows how the same event can feel empowering to one person and limiting to another. 2. Reframe the change Once you understand what employees need, help them see how the change might fulfill those needs. For instance, encourage employees to share experiences and support one another, which also addresses their relational needs. Managers can also help meet psychological needs. Through coaching or job redesign, professionals may come to see how their work positively impacts others. The fundraiser whose job had previously felt undervalued experienced a shift during the pandemic: her role became vital in securing resources, transforming how both she and others viewed her work. 3. Adjust and personalize the change Where possible, shape the change around employees' needs. Many professionals in our study found renewed work meaning when given time for reflection during the disruption. This helped them view the experience as an opportunity rather than a threat. The entrepreneur who had felt torn between her cosmetics company and her consultancy gained clarity after the disruption. She realized that consulting allowed her to serve others, which gave her work new meaning and resolved her identity conflict. Managers can support this process by slowing the pace of change or giving employees opportunities to connect with new beneficiaries of their work. Managers can also address employees' physical needs during change implementation. For example, job rotations and cross-functional projects can help employees see the value in new roles or structures. 4. Explain with candor and compassion Sometimes, a change simply can't satisfy pre-existing needs. In that case, explain candidly and compassionately why change adoption is necessary while listening to employees' concerns. For example, when a company decided to change its working language from Spanish to English, it hired three language specialists and scheduled weekly lessons. The language specialists observed meetings and conducted workshops. While they were hired to support language learning, the specialists emerged as catalysts for converting negative emotions into positive behavioral change. They offered a compassionate ear and gave employees a safe space to process their concerns. Yet, their constant presence helped maintain urgency of the change process. Especially when the change is temporary or its outcomes unpredictable, having honest conversations with your employees can help them suspend negative judgements and avoid adverse workplace behaviors. Managers could also work with employees to find alternative ways to meet their needs as the change is implemented. Workplace disruptions are here to stay. But if managers recognize and respond to the unmet needs that exist before change hits, they can transform change management from a defensive reaction into a proactive opportunity — for both engagement and resilience. By B. Sebastian Reiche and Maïlys M. George of the Managing People in Organizations Department of IESE Business School.
