Shared Links (weekly) Feb. 9, 2025
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If you watched the NFL Draft on Thursday night, you may have caught Gatorade’s commercial tribute to Peyton Manning. If you didn’t, you can see it here: As I watched it, the one thing that jumped out at me was that all of these people who had handwritten notes from Peyton that they had…
Last week, in the second rule, I talked about how, when management is pushing for you to account for every minute of those 40 hours a week, it’s tempting to give them exactly that, and nothing more. The third rule could also be called, why you shouldn’t do that! No matter what your employer does,…
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What Sherri talks about in regards to the security industry is something I’m seeing over and over again when reading about diversity. The child care question.
Let me share another resource on the topic with you. In December, there was an episode of People I Mostly Admire with Claudia Goldin, where she talked about the concept of “Greedy work”.
The topic she was chatting about was the gender pay gap and how much child care contributes to it, and one of the reasons we have a gender pay cap, aside from the percentage that is actually discrimination, is that greedy work doesn’t account for child care, but it pays more. So in many families, they have to make a choice between less pay and the flexibility to equally share the child care. The economics of that don’t usually make sense, so one parent takes on the greedy work to maximize the family income while the other steps back to a more flexible role in order to provide the majority of child care. With social norms being what they are, and the other issues that contribute to a gender pay gap, that most often means the man in a heterosexual couple, and here we are with women being vastly underrepresented in these types of positions.
As I read about various companies and hear stories from a variety of peers, it becomes obvious that there might be two mindsets when it comes to managing people. One says these are human beings and should be treated as such. The other says these are labor costs and anything I can do to get more productivity from these “tools” for less money is good for my business.
Those might seem like extremes, and they are. I’ll have more to say about these extremes in a later blog post, but if you fall on the side of seeing your people as people, take a look at the suggestions. I truly believe that even in a company that does want to recognize the importance of mental health and support employees, it is still really difficult to talk about. It shouldn’t be that difficult. Consider how we can make it more acceptable and comfortable for everyone to prioritize their mental health.
This is really the big question many of us have, and rightfully so. Hopefully, your workplace is smart enough to encourage you to disconnect during off hours, or take care of your mental health needs, and speak up if you’re feeling burned out. But, what do we do if that same employer also rewards the folks who don’t do any of that? How does an employee keep up healthy boundaries and not get left behind in their career when they watch the peers who work all hours of the day/night, never disconnect, and work in an absolutely non-sustainable way are praised for their “grit and commitment”, and maybe even promoted over folks who work harder at maintaining a sustainable work-life balance?