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According to recent research by Catalyst, ageism is the most common form of discrimination in Europe. In fact, more than 44% of respondents interviewed in Europe and 64% of those in the United Kingdom reported their concerns about age discrimination. In the United States, 61% of workers at or over 45 have reported witnessing or experiencing ageism in the workplace…

Leaders typically come from a narrow set of backgrounds, i.e. able bodied, cis-gender, heterosexual men from dominant ethnic, religious, social and economic backgrounds with traditional forms of talent. With the international democratisation of education, talented people now come from widely diverse backgrounds. While we have seen a gradual increase in proportions of women in leadership positions and the emergence of leaders from other atypical backgrounds, leadership emergence has not caught up with the stellar demographic changes and diversity in the talent pool. I outline below what organisations could do to release this untapped potential and support the emergence of leaders from atypical and diverse backgrounds…

Perhaps some of us would like to change the current state of the world – 2020 threw everything we’ve known upside down and gave it a good shake. What’s still here? Well, if nothing else, you are. You’re here and you’d still like to be a great leader, in a wildly unpredictable time.

Crises are accelerators. In the case of coronavirus, it has sped the move to remote work and distributed teams from emerging trend to established reality. While the mechanics were forced upon us quickly; the adjustments to leading and managing have proven more difficult to navigate. Managing is about the projects while leading concerns the people. Take care of the people and they will take of the projects.

Leaders typically come from a narrow set of backgrounds, i.e. able bodied, cis-gender, heterosexual men from dominant ethnic, religious, social and economic backgrounds with traditional forms of talent. With the international democratisation of education, talented people now come from widely diverse backgrounds. While we have seen a gradual increase in proportions of women in leadership positions and the emergence of leaders from other atypical backgrounds, leadership emergence has not caught up with the stellar demographic changes and diversity in the talent pool. I outline below what organisations could do to release this untapped potential and support the emergence of leaders from atypical and diverse backgrounds…

Perhaps some of us would like to change the current state of the world – 2020 threw everything we’ve known upside down and gave it a good shake. What’s still here? Well, if nothing else, you are. You’re here and you’d still like to be a great leader, in a wildly unpredictable time.

In this month’s episode of our ‘Tips and Opinions’ series, coach and leadership expert Anahita Moghaddam shares some advice on what it means to be an effective leader and the benefits of mind training and awareness. To watch her video, click just below!

Often considered taboo, yet ever-present in our daily lives, emotions require us to communicate effectively with our mind, body and feelings. Many studies show that it is better to acknowledge emotions than to try and hide them, even in the workplace…

According to recent research by Catalyst, ageism is the most common form of discrimination in Europe. In fact, more than 44% of respondents interviewed in Europe and 64% of those in the United Kingdom reported their concerns about age discrimination. In the United States, 61% of workers at or over 45 have reported witnessing or experiencing ageism in the workplace…

Do crises really draw public attention to professions that have become invisible? Once those crises have passed, do the people who have been brought into the spotlight go back behind the curtain, or does the public stick to its opinion about their value to society? Here is some food for thought.

80% of 18-30 year olds believe that their generation is less sexist than previous generations. The editorial staff at the EVE wemagazine looked into whether young people today do indeed take a more equal approach than their elders…

Nearly half of all S&P 500 employees are women, but they only hold 37% of first or mid-level management positions and less than 6% are CEOs. Although more women are now in senior management roles than ever before, the pipeline to the top is still leaky, meaning that the number of women who get to leadership positions does not reflect the proportion of women further down the ranks.

Perhaps some of us would like to change the current state of the world – 2020 threw everything we’ve known upside down and gave it a good shake. What’s still here? Well, if nothing else, you are. You’re here and you’d still like to be a great leader, in a wildly unpredictable time.

Crises are accelerators. In the case of coronavirus, it has sped the move to remote work and distributed teams from emerging trend to established reality. While the mechanics were forced upon us quickly; the adjustments to leading and managing have proven more difficult to navigate. Managing is about the projects while leading concerns the people. Take care of the people and they will take of the projects.

Even as many of us adapt to working remotely, these constant uncertainties cause stress and anxiety, which make it harder to be creative, motivated, and engaged at work. So what’s a leader to do?

The past several months have been tremendously challenging for women in management positions. Without a clear model for leadership excellence at the workplace…

Let’s take a closer look of the concept of benevolence. Where does the word come from? How can we define it? What’s the theory behind it? How can we put it into practice?

As you read this, millions of high-caliber women around the world are shut out of traditional recruitment processes. These are women who have stepped out of their professional careers for two, five or fifteen years…

Be the change you want to see in the world.” Gandhi’s famous words could be a motto for the movers and shakers of this world, AKA “change makers”. But who really are these people who want to help the world go in the “right” direction? The EVE webmagazine investigates.

We are really glad to organize our Twitter Chat on “Leadership for Meaningful Work”. All lead participants took part and it generated a lively and stimulating discussion

Barbara Lavernos is Executive Vice-President Operations at L’Oréal and a member of the Executive Committee. A year after her noteworthy talk at EVE International 2017, she takes a look back at her career path and gives us a glimpse of her vision of leadership.

In her effort to contribute meaningfully to the African continent, Eyitemi Popo, founder of Ayiba Magazine, has designed a transformative travel experience focused on female empowerment. She shares with us the first trip organised in Ghana.

Each adventure is unique, personal, and relative, but the adventures that allow those who experience them to achieve their full potential, whether at home or further afield, all have a common denominator: taking a step outside your comfort zone.

As an advocate of personal and social well-being, Nadya Saib is challenging traditional gender norms and redefining what is possible for women.

Do crises really draw public attention to professions that have become invisible? Once those crises have passed, do the people who have been brought into the spotlight go back behind the curtain, or does the public stick to its opinion about their value to society? Here is some food for thought.