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Managers often struggle to motivate their teams, but that could be because they’re looking in the wrong place. �鶹��Ƶ School of Business professor Shora Moteabbed believes that how employees relate to one another on a one-to-one basis is key to understanding—and influencing—workplace behavior.

On the morning of Wednesday, October 26th, �鶹��Ƶ professor Suzanne C. de Janasz conducted her first-ever negotiations workshop for female high school students at McLean High School in Northern Virginia. An enthusiastic audience of about 100 young women came to hear de Janasz explain why negotiation is important for women of all ages and walks of life, and how to build negotiating skills for the future. De Janasz, an organizational researcher who holds a joint appointment in the School of Business and the Carter School for Peace and Conflict Resolution, says there is a pervasive cultural bias against women who ask for what they deserve. The negative labelling begins in childhood, with terms such as “bossy” being applied to more assertive girls.

It’s 9 am. Do you know where your team members are? Before Covid, the answer was simple: They were – or were expected to be – in the office. The pandemic erased that certainty and accelerated the pace toward work-place flexibility. As we move forward in our post-covid work environment, employees are strongly indicating their preference for flexibility and self-determination regarding their working environment. A portion of the workforce will desire to stay at home with high flexibility, whereas others will return to the office by choice.

Today's workforce might best be described in terms of tumult: Great Resignation, Great Retirement, Great Reshuffle, etc. In this "new normal," managers must learn to navigate a state of continual transition in their teams and organizations, while keeping up with day-to-day demands. Likewise, �鶹��Ƶ School of Business Management Professors Sarah Wittman and Kevin Rockmann believe that it is time for scholars to change the way they think about role transitions to better align their theories with our increasingly uncertain world.

We’ve all become familiar with the pandemic-related reasons behind the upheaval in the labor market, as well as the standard-issue solutions like trying to infuse work with purpose or offering employees remote working. While these are practical suggestions, they have not restored stability to the workforce. It is our contention that any broad-brush advice for retaining employees in the current environment will be insufficient. Whether managers like it or not, employees will demand sensitivity and adjustment to their psychological needs as individuals.