Feeling comfortable enough to speak up and share your ideas and opinions at work is usually a good thing – that’s the environment most organizations should want to encourage. But some managers who solicit input might not give employees who do so enough credit, finds new research from Maryland Smith’s Subra Tangirala.
From the earliest weeks of the pandemic, Maryland Smith’s Nicole Coomber was noticing a worrying trend. Upwardly mobile professionals across her social media networks were opting to step back from their careers, overwhelmed by the new demands of their work lives and home lives.
Students in the Robert H. Smith School of Business's Global Consulting Fellows program "traveled" virtually to Italy recently to connect with their corporate clients – Garmont, a recreational footwear company; D.B. Group, a freight forwarding company, and Fantic Motor, a motorcycle, e-bike and e-scooter company.
When a team experiences any big disruption, having an environment where people feel welcome to speak up can help everyone to process shocks and to recover, finds new research.
New employees bring fresh perspectives but whether they speak up with ideas and feedback often depends on the manager they are paired with, finds new research.
Managers want employees to share thoughts and concerns in one-on-one settings – not public meetings – because they want to save face, finds new research.
It’s challenging to steer an organization through a crisis. And when several crises converge at once the challenge is even greater. 2020 has been a year, marked by unprecedented turmoil. Business leaders have grappled with a deadly pandemic, a sharp economic contraction, a dismantling of business norms, and a social reckoning stirred by the police killing of George Floyd.