Here’s the corrected blog with improved structure, varied sentence beginnings, added subheadings, and better use of transition words: --- If We Could Only Live in a State of Dopamine Imagine a world where no one felt: - Crabby - Sad - Depressed - Anxious What would it take to create such a world? The answer lies in understanding **dopamine**, a powerful neurotransmitter that influences our emotions, motivation, and sense of reward. --- What Exactly IS Dopamine? Dopamine is more than just a “feel-good chemical.” It’s a neurotransmitter—a chemical messenger in the brain—that plays a vital role in how we experience pleasure, motivation, and reward. Additionally, it helps regulate critical functions like mood, attention, learning, and movement. Beyond its role in pleasure, dopamine also contributes to decision-making, memory, and motor control. For this reason, it’s often described as the driver of our goals and the key to achieving satisfaction. --- What Triggers Dopamine? Certain activities and experiences naturally stimulate the release of dopamine. Here are a few examples: - Achievement & Success: Think about how great that promotion felt! - Anticipation of Reward: Who doesn’t love the excitement of opening a gift? - Physical Exercise: Have you ever felt the rush after a Zumba class? - Social Interaction: Nothing beats a fun girls’ night out! - Novelty and Exploration: A hike in a new national park can be exhilarating. - Healthy Risk-Taking: Skydiving, anyone? - Eating Certain Foods: Stan Croissant Donuts, anyone else obsessed? - Music: Songs like “We Are the Champions” by Queen can instantly uplift. - Recognition: A simple “You did a great job!” can make someone’s day. --- How Is This Relevant to Your Career? It’s relevant in every way imaginable. Dopamine not only makes us feel good but also strengthens the connection to the people and experiences that trigger its release. Consequently, being strategic in how you communicate can enhance your relationships with bosses, clients, colleagues, or even interviewers. --- Simple Ways to Trigger Dopamine in Professional Settings Start with dopamine-triggering words—achievement-oriented terms paired with warm, positive language. Examples for Colleagues “Hey, I really appreciate your help. It made a world of difference to the success of the project!” For Direct Reports “You had such a WIN yesterday! Securing that new client was amazing. You’ve truly mastered our company pitch. Thank you!” During an Interview “Thank you for your time—I really appreciate it. It’s clear that you’ve succeeded in creating a winning team here, and I’d love to be a part of it.” Another Option for an Interview “I see that you treasure your employees and aim to create a big impact for your customers.” Using such language not only makes people feel good but also leaves a lasting impression. In turn, these connections become stronger and more meaningful. --- The Power of Achievement and Warm Words Dopamine-inducing words can work wonders in professional communication. Here are some examples to try: Achievement-Oriented Words - Win - Succeed - Master - Achieve - Conquered - Launched - Attained - Impactful - Strategic Warm Words - Supportive - Help - Amicable - Gracious - Nurture - Encourage - Respect - Treasure - Gratitude --- Why It Matters Next time you’re writing an email or preparing for a critical conversation, consider how you can incorporate both dopamine-inducing and warm words into your message. As a result, you may notice stronger connections, enhanced motivation, and even better outcomes. Embrace the power of dopamine in communication, and watch your relationships thrive! --- #Dopamine #CareerSuccess #Motivation #Leadership #Communication #PositiveWorkplace #TeamBuilding #EmotionalIntelligence #ProfessionalDevelopment #Neuroscience

Anyone who’s worked with me knows I almost never send a job description as a recruiting tool. Sure, I’ll provide it for interview prep, but I prefer to tell the story of the role instead. Why? I’m usually talking to professionals who’ve “been there, done that.” They know the job. Sure, there may be a few new elements (hopefully!), but it’s easy for us to quickly determine if they have the technical acumen. So why don’t I just send the job description upfront? Because it’s really just a list of tasks. --- Here’s My Take: - It’s a dry, chronological list of duties. - There’s no mention of priorities. - It doesn’t explain where they’ll spend their time (in % or otherwise). - It lacks details on how things get done. - It’s often full of cryptic, vague language. Some classic examples pulled from JDs: - “Responsible to motivate team.” - “Create process improvements.” - “Assist with projects.” - “Complete other duties as assigned.” What does any of that even mean? For analytical minds—think accounting, finance, and tech professionals—those job descriptions don’t cut it. They’ll hone in on what they’re not an “expert” in or stress about whether they can handle certain responsibilities. I always reassure them, “Look, I wouldn’t be talking to you if I wasn’t confident you had the technical skills.” I came across a job description for a Senior Analyst this morning. It started with “You Will” and “You Bring.” Seemed inviting—*it wasn’t*. --- So, Why Aren’t We Doing This Differently? Why aren’t we creating videos of hiring managers explaining the role and posting them on LinkedIn? Imagine the impact of a hiring manager—or even better, an executive—sharing the why behind the company. They could start with the big picture, then pass it off to the hiring manager to discuss the team’s story, exciting upcoming projects, and real priorities of the role. It would paint a clear picture of what a day or month in the role looks like. I get it—*not everyone* is dynamic in front of a camera. But as a leader, you need to be at least somewhat comfortable speaking to groups. That’s part of leadership, even if your “group” is a two-person team. Or, find a team member who’s good at it! All you need is an iPhone! --- If Videos Are a No-Go, Try This: Have the hiring manager write a paragraph for the job description—one that tells the team’s story and the exciting things happening. Not a generic, cookie-cutter paragraph, but a genuine note to potential candidates. Let your personality, leadership style, and passion for the work shine through. Be authentic! We need to stop reducing both people and job descriptions to one-dimensional pieces of paper. Be the change! --- #JobDescriptions #HiringTrends #Leadership #Recruitment #BeTheChange #TalentAcquisition #WorkplaceInnovation #RecruitmentTips #CareerTips

I was brushing up on leadership strategies recently and came across an old friend—not literally, of course, but someone I love learning from: Simon Sinek. You probably know him from his best-selling book, Start with Why. Naturally, this led me down the infamous YouTube rabbit hole (don’t pretend it hasn’t happened to you!), where I stumbled upon a recent interview with Sinek. He made a great point about how much he dislikes the title Chief Executive Officer. According to him, it doesn’t reflect what the leader actually does. Instead, he suggests Chief Vision Officer—which, hopefully, is far more accurate. The CVO's job is to sell the company’s "Why"—its higher purpose, vision, and what it’s trying to accomplish. Sinek often references Apple in his book. Apple’s genius is their ability to make you feel like you're buying into something bigger than just electronics (even if those electronics are lifesaving... most days). Who doesn’t love that moment when you open the sleek, sophisticated iPhone box? I mean, it’s practically the best part of the purchase! Apple has somehow made the packaging part of the buying experience. There’s nothing like opening that box, and I have never come across anything quite like it. Connecting the "Why" to Recruitment Now, let’s tie this back to recruiting. The best interviews, the ones where everything just clicks, happen when the leader—whether it’s the CFO or CEO—sells the vision to the candidate. I have a client who works with me to strategically align our message to the market. We’re completely on the same page, which builds trust with candidates. They leave interviews with the CFO (who is also Co-CEO) totally pumped about the company, saying, “Renee, the interview was exactly as you described!” And that’s because we’re perfectly aligned on the message. People buy into the Why. People stay because of the Why. People are loyal to the Why. Yet, most leaders aren’t great at delivering that message. Below the CFO or CEO level, the vision barely gets mentioned, if at all. That’s a problem. When I use the term “leader,” that is anyone in the organization—you can be a leader in any role. So, whether you are a first-level manager or the CFO, the Why message still needs to be communicated. Shifting the Culture Toward the Why It’s time to change that. If people are loyal to the Why, and they’re the ones responsible for executing that vision (the How), they need to understand it and buy into it. Great cultures are built on the Why, not on what you do. So, think about training your team to lead with the company’s Why in the interview process. If I were a betting woman, I’d wager that your recruiting process will get a whole lot easier. For more insights on recruiting strategies and leadership tips, visit mseedinc.com. Let’s help you build a team that doesn’t just work—they believe.

[vc_row type="in_container" full_screen_row_position="middle" column_margin="default" column_direction="default" column_direction_tablet="default" column_direction_phone="default" scene_position="center" text_color="dark" text_align="left" row_border_radius="none" row_border_radius_applies="bg" overflow="visible" overlay_strength="0.3" gradient_direction="left_to_right" shape_divider_position="bottom" bg_image_animation="none"][vc_column column_padding="no-extra-padding" column_padding_tablet="inherit" column_padding_phone="inherit" column_padding_position="all" column_element_direction_desktop="default" column_element_spacing="default" desktop_text_alignment="default" tablet_text_alignment="default" phone_text_alignment="default" background_color_opacity="1" background_hover_color_opacity="1" column_backdrop_filter="none" column_shadow="none" column_border_radius="none" column_link_target="_self" column_position="default" gradient_direction="left_to_right" overlay_strength="0.3" width="1/1" tablet_width_inherit="default" animation_type="default" bg_image_animation="none" border_type="simple" column_border_width="none" column_border_style="solid"][vc_column_text text_direction="default"] As 2024 rolls on, the world of executive recruitment is having a bit of an identity crisis—and we’re loving every minute of it. At MSeed, we’re right in the thick of things, making sense of the chaos and matching top-tier talent with organizations that are as eager for change as we are. Let’s dive into the trends that are shaking things up this year. 1. The Rise of the Specialist: The Jack of All Trades is So Last Year Gone are the days when being a generalist was all the rage. Now, companies want leaders who don’t just know their stuff—they live, breathe, and can debate it in their sleep. It’s no longer enough to be good at a lot of things; you’ve got to be exceptional at a few, especially when it comes to those tricky, industry-specific challenges. At MSeed, we’re laser-focused on finding those unicorns—leaders with the kind of specialized skills that make them the perfect fit for the niche roles everyone’s scrambling to fill. Because let’s face it, in today’s market, being a jack of all trades just won’t cut it. 2. Cultural Fit: The New Dating Game Remember when interviews were all about what you knew? Well, now it’s all about who you are and how well you’ll play with others. Companies are practically swiping right on leaders who fit their culture, because they know that the wrong match can lead to a whole lot of awkwardness—or worse. At MSeed, we get it. We’re not just looking for brains; we’re looking for chemistry. Our recruitment process digs deep to make sure the leaders we place won’t just survive in their new environments—they’ll thrive. And let’s be honest, a happy leader means a happy company. 3. Tech Takes Over: Recruitment Gets a High-Tech Makeover If you thought executive recruitment was all about handshakes and Rolodexes, think again. AI, automated screening, and data analytics are now the name of the game. These tools are doing everything from matching candidates with roles to predicting who’s got the chops to succeed. It’s a brave new world, and if you’re not keeping up, you’re falling behind. At MSeed, we’re not just keeping up—we’re setting the pace. By weaving advanced tech into our recruitment strategies, we’re able to deliver a process that’s faster, smarter, and frankly, more fun. Because who doesn’t love a good gadget? 4. Talent as a Secret Weapon: The Real Corporate Arms Race These days, the right leaders aren’t just nice to have—they’re your secret weapon in the battle for market dominance. Strategic talent acquisition has become the game-changer for companies looking to innovate, adapt, and outmaneuver the competition. It’s not just about filling a seat; it’s about finding the person who’s going to take your company to the next level. At MSeed, we take this seriously. Our approach is all about long-term strategy and deep industry insights. We’re not just placing leaders; we’re placing the right leaders who will drive your success for years to come. Looking Ahead: Fasten Your Seatbelts As we ride these trends through 2024, MSeed is here to guide you through the twists and turns of executive recruitment. Whether it’s specialized skills, cultural fit, or leveraging the latest tech, we’re making sure our clients have the leaders they need to stay ahead of the curve. Keep an eye on our blog for more insights, and if you’re in the market for top-tier talent—or looking to make your next big move—give us a shout at MSeed. We’ve got your back. [/vc_column_text][/vc_column][/vc_row]

test

Hybrid, Remote, 2 days in/2 days out, 3 in/2 out, one month off, 2 elected months remote…. There is a myriad of options that are floating around the market today and it is causing hiring chaos! The dreaded four-letter word, COVID (well close enough!) is still the bane of our existence, at least for recruiters and hiring managers it is. Life is split between pre-covid and post-covid, isn’t it? Listen to daily conversations and it is all around us. It is like a bad break-up that you can’t move on from. The executives of the US companies all have different philosophies of why a job should be remote, why hybrid and why neither. Dare I say it’s like Republican vs. Democrats, each side can justify their own view with good arguments. If attracting good talent, especially in the accounting space wasn’t bad enough, there comes another deal breaker requirement. Typically, the top 3 priorities of job seekers are compensation, commute, and growth in some order. But now, the first question is… is this 100% remote? Is it hybrid? What days? How flexible? If that priority isn’t met, money and growth are overall thrown out the window! Have we all gotten, dare I say, L A Z Y in our sweats and slippers (I am a victim of the wardrobe myself!)? Are we Ok or feel better off with less human interaction? Is this good for our mental health? (no, but darn good for gas and travel expense!) Are we robbing young professionals of the full professional experience? Afterall, proximity is power and networking, let’s face it, is not going to happen via Zoom. You are kidding yourself if you think it is very effective. I spoke to one young person this week and he has been working 100% remote for 2 years. He has heard from his manager 3x in 2023! He said he feels like he doesn’t exist. He just pounds out the work, until the next month comes around. He is yearning for a hybrid role! Here are the latest stats from Forbes, June 2023: • As of 2023, 12.7% of full-time employees work from home, while 28.2% work a hybrid model. • 59.1% still work in-office! • The highest percentage of remote workers are aged 24-35, 39% work remote full time. • 57% of workers would look for a new job if their current company did not allow remote work. • 35% of remote employees feel more productive when working fully remote. • 65% report wanting to work remote all the time. • 71% of remote workers said remote work helps balance their work and personal life. • 69% of remote workers report increased burnout from digital communication tools. • 53% of remote workers say it’s harder to feel connected to their coworkers. • Research shows that employers can save $11,000 per employee when switching to remote work. • 60% of companies use monitoring software to track remote employees. • 73% of executives believe remote workers pose a greater security risk. • 32% of hybrid workers report they would take a pay cut to work remotely full time.   What do these statistics say? Well, I think it is clear, most people want some remote workdays, but it is a personal preference for everyone. The companies that are the most flexible have an easier time hiring, since the working model is the number one priority for people. The problem with moving people back into the office from remote to hybrid to full-time is that Covid lasted long enough for people to adjust to a different lifestyle. People gave birth to new children, childcare changed, education was up in the air, and this lasted a few years. Now, companies want to bring people back into the office and they feel they have lost a benefit. Employers have taken something away from them but given nothing to replace it. That is the psychological dynamics that is happening. Perhaps, hiring managers, you should noodle over this. If we take something from them, what can we give in return?? Get creative—it could be a game changer for your work environment!

I have heard it all when it comes to interview strategy. Interestingly, hiring managers love to tell you how they go about an interview and why. They get excited about sharing, which is great! But what I do not hear are very good strategies. Well, I should say, the process frequently is not strategic. As I have researched, there seems to be little publishing on the business side of interviewing. It is amazing that the human capital line expense of any company is one of the most significant expenses to run an organization, yet little or any thought is used in the process. Everyone has their own opinion, which of course is the best way to go from their perspective. But almost never do I hear anyone speak about the Psychology of the Search, which really is the heart of the strategy. What is the Psychology of Search? It is the process, whereby as a hiring manager, makes a candidate so comfortable in your presence that they disclose unfiltered thoughts. That is right- we do not want the buttoned-up, practiced, mannerly, toe the line experience. We want to get into the nitty gritty, so we know who is going to show up every day. How do you do that? Well, I cannot tell you all my secrets, but what I can share is that if you center the discussions around THEM, make it about them, then the information will reveal itself. What hiring managers tend to do is give all the answers up in the first part of the interview, feeding information, or worse--- talking at them! Sophisticated candidates know how to use that information to their advantage.

The latest data shows from the US Chamber is that we have 9.5 million job openings in the US, but only 6.5 million unemployed. If everyone unemployed person in the country became employed, we would still have some 3 million open jobs. Additionally, in May 2022 the U.S. Chamber surveyed unemployed workers who lost their jobs during the pandemic to gain more insight on what is keeping them from returning to work. Here are a few of the key findings. • Two thirds (66%) of Americans who lost their full-time job during the pandemic say they are only somewhat active or not very active at all in searching for a new job. • About half (49%) are not willing to take jobs that do not offer the opportunity for remote work. • More than a quarter (26%) say it will never again be essential for them to return to work. • Nearly one in five have altered their livelihood, 17% have retired, 19% have transitioned to homemaker, and 14% are now working part time. • Almost a quarter (24%) say government aid packages during the pandemic have incentivized them to not actively look for work. • Younger respondents, aged 25-34, are prioritizing personal growth over searching for a job right now; 36% say they’re more focused on acquiring new skills, education or training before re-entering the job market. Given this new market condition, how can employers attract and retain top talent? The Factors Work/life balance. In the post-covid condition this equates to hybrid work schedules. We are seeing remote falling by the wayside as leaders want people back in the office. There are some that hold out for that 100% remote situation, but remember you are competing against the entire US market for those roles. Clear path to growth. Professionals seek growth in their careers over time. Growth can be either vertical along the company’s organizational chart or intellectual, where the scope and challenge of the position is expanded. Lack of growth and/or a definite charted course is a top motivator for professionals to look elsewhere for career opportunities. While annual performance reviews originally were intended to carve out a growth plan, too often they fall short. A suggestion is to follow through with a written growth plan, measuring initiatives and achievements over a reasonable timeline, and reviewing quarterly. It’s also strategic when dealing with a potential hire to devise a growth plan coupled with the company’s overall vision. Being part of a succession plan is very appealing to potential hires, and shows long-term corporate planning and commitment. World-class culture. World-class companies have world-class work cultures. Great corporate leaders recognize that their companies exist to satisfy a social need above all else. Profits become a byproduct of meeting the needs of customers and employees. Businesses have a responsibility to give back to their communities, and employees have a need to make meaningful contributions to society through their work. A good corporate culture enables employees to combine their strengths to meet these mutual needs as part of a team. Competitive compensation. When the labor market becomes increasingly competitive, a fair market compensation package is a must. Although compensation is a key factor during the process of any job search, it becomes an even greater focus for a professional who is overworked and under-compensated. The fact that most companies in the last three years have run “leaner” accounting departments makes many professionals more hesitant about changing jobs, especially if they could be facing a 50-plus hour average work week. Also, note that they will be looking for a minimum of a 10-percent salary increase to work an average 45- to 50-hour week. Furthermore, employees are weighing the entire benefits package, including healthcare costs, potential for additional vacation time, work schedule flexibility, as well as fair market compensation.

We have all been hearing a lot about tech layoffs and mass reductions in force (RIFs). Luckily, the labor market is tight, and unemployment is low. But even with the assurance that there are a lot of opportunities out there, being pushed out of a job can be difficult and uncertain. Leaving a job with some cushion helps separated employees bridge a gap to new employment, minimizes the stress of unemployment, and engenders good will for an employer in the position of reducing staff. Whether you have been individually terminated or impacted by a mass layoff, if you were offered severance, you may wonder whether it is worth it to negotiate. It Is Always Worth Trying to Negotiate. Negotiating severance when you are part of a larger reduction in force has particular challenges when compared to one-off terminations. Mass reductions are challenging because there is typically (i) a legitimate business reason for the separation; (ii) a wide mix of employees impacted from different backgrounds, ages, and other protected classes, reducing the potential for discrimination claims; and (iii) a formula by which terminations were determined. An individual termination is typically easier to negotiate, assuming that you do not have a history of performance issues or policy violations. Being the sole employee who is getting terminated can make it feel as though you are being improperly targeted. It may even appear to be the case to others who learn of your termination. In an individual termination, more questions can be raised about protected characteristics than in a mass layoff, possibly providing you a better negotiating position. Should You Still Try to Negotiate? Yes. Employers offer severance to gain certainty. They look to close the loop and ensure that liability is minimized. Including a “release of all claims” clause ensures that the signatory will not later bring legal action claiming some sort of discrimination or retaliation. If you ask for more severance, most employers will say no because they want to maintain consistency. Then will not, however, typically reduce the severance offered. They want your signature. Therefore, you have little to lose is asking for more. For What Should You Ask? There are many options for how to best negotiate severance. Different approaches are appropriate in different situations. For example, you could ask for (i) additional weeks or months of severance pay, (ii) a pro-rata bonus at target, (iii) a lump-sum payment for outplacement or coaching support, (iv) additional COBRA coverage or a payment in lieu thereof, (v) forward vesting or a buy-out of equity, or (vi) some other form of compensation specific to your employer. Each severance negotiation should be tailored to your employment situation and particular needs and goals. What Is Your Leverage? When you attempt to negotiate your package, present the ask in a non-confrontational manner that implies leverage. To do so, you must know your leverage. Even in a mass reduction, you may have been targeted because of a protected characteristic or because of a report of improper or illegal conduct. If you don’t have that type of leverage, you may have relational leverage. If you have strong relationships with influential members of the leadership team, that can be a leverage point. Whatever your leverage, plan carefully how to use it in making the ask. How Should You Ask? Serious negotiations are best approached directly. However, your leverage and your ask should influence the mode of your negotiation. If you are using a protected characteristic, a written request will usually be more effective. Relational negotiations work better over the phone (it’s too easy to say “no” to a friend via email). The worst that will happen is that your employer says, “No. Take it or leave it.” In that case, take what you can, negotiate non-monetary terms, and move forward. Or, if you really were targeted, call a lawyer.

On February 21, 2023, the National Labor Relations Board (NLRB) issued a decision in McLaren Macomb holding that confidentiality and non-disparagement provisions in severance agreements were prohibited under the National Labor Relations Act (NLRA). See McLaren Macomb, 372 NLRB No. 58 (2023). The Board found that these terms unlawfully interfered with employees’ rights under Section 7 of the NLRA to publicly discuss working conditions. Who Is Affected? Many people misconstrue the NLRA’s impact to be limited to union employees. In fact, the protections of the NLRA apply to most private sector employees and employers, excluding management and supervisory employees. This means that most employee separation agreements may be affected by this ruling. Even employment agreements and confidentiality agreements that contain non-disparagement terms may need to be revised as a result of the McLaren Macomb decision. The employer in McLaren Macomb offered furloughed employees severance agreements that contained a confidentiality provision preventing the employees from discussing the terms of the agreement. The agreements also included a non-disparagement provision requiring the employees to refrain from disclosing the employer’s confidential information and from disparaging the company to employees or the general public. Section 7 of the NLRA gives broad rights relating to employees’ ability to speak about the employer and the terms and conditions of employment with coworkers and the public. It is a violation of Section 7 for an employer to prohibit or to interfere with employees’ ability to speak about working conditions. The Board has issued rulings in the past related to employees’ social media posts and employment policies in employers’ handbooks. What Did the NLRB Say? In McLaren Macomb, the Board found that the employer’s offer of severance agreements containing these terms violated the NLRA. The Board held that the provisions on their face restricted employees from publicly discussing their terms and conditions of employment and otherwise exercising rights under the NLRA. Whether the employees signed the agreements was irrelevant because it was the act of proffering the agreements that violated the NLRA. The Board stated that “[a] severance agreement is unlawful if it precludes an employee from assisting coworkers with workplace issues concerning their employer, and from communicating with others, including a union, and the Board, about his employment.” In particular, the Board did not like that the agreements’ non-disparagement provision could be read to prohibit employees from asserting that their employer had violated the NLRA in any way. It could also dissuade employees from participating in NLRB investigations into a company’s actions. Similarly, the Board found that the confidentiality clause disincentivized employees from disclosing any of their employer’s potential violations of the NLRA, filing an unfair labor practice complaint, or aiding the NLRB in an investigation. Further, the promise of confidentiality forbade employees from discussing their severance offers with past employees who had already signed the agreements or with others in the workplace interested in organizing. This holding is an expansion of prior decisions that limited the protections of Section 7 to current employees. By restricting the terms of severance agreements, the Board is espousing a right of employees to discuss the terms of severance agreements with coworkers, whether or not such coworkers are offered similar severance terms. What Should Employers Do? This NLRB decision has created concern about previously executed severance agreements. The decision implied that certain carve-out language may be available to employers, meaning that non-disparagement and confidentiality provisions might still be valid under the NLRA as long as they allow for some exceptions, such as talking with other employees about the terms of the agreement. The Board, however, did not offer any specific guidance to ensure employers avoid an unintended violation of employees’ rights. While the McLaren Macomb decision remains subject to appeal and could be vacated in the future, for now, employers must sift through the uncertainty and cautiously review their standard severance language. It would be wise to work with employment counsel familiar with employment agreements to ensure that employers are remaining compliant as this area of law is rapidly evolving.

If you don’t ask, you probably won’t get it. Wouldn’t it be great if hard work was always rewarded? If your employer recognized your efforts? If your boss kept a list of all your accomplishments and knew how big of a raise you really deserved? If your supervisor told you exactly what was necessary for you to get promoted? While that world may sound ideal, the reality is often different. Your accomplishments may go unseen. Your effort may not achieve impact. Performance reviews are often subjective. And obscure promotion requirements give supervisors latitude to promote—or not to. Over the years in my work, I’ve noticed more women than men get skittish about asking for what they want. They don’t want to be seen as aggressive, greedy, bitchy, or demanding. They think they might be asking for too much, even when it might actually not be enough. Asking is exhausting. The judgment is painful. The answer is “no” anyway. Just last week, I advised a client to ask for better compensation metrics in her agreement. “Isn’t that a bit greedy?” she responded. Another woman asked me if I thought it would be fair to ask for more severance. “Fair” is in the eyes of the beholder. Would her male colleagues be so hesitant? As the mother of two daughters, I’ve been cringing this year as my daughters unabashedly asked for every present they can think of for Christmas. My youngest lists off a litany of varied toys. A ukulele, American Girl dolls, a blender, a cash register, a squishmallow (yes, it’s a thing). My oldest tells everyone about the different types of spyware she would like to receive. My response is predictable: “That’s rude.” “Don’t ask for so much.” “Don’t say you want all of that.” They have no shame in asking for what they want. I’m sure I had no shame in asking for what I wanted as a child. But somewhere along the way I learned that wanting and asking are frowned upon. Being labeled demanding or aggressive is not usually looked at as a compliment, especially for a woman. But most of us don’t work with or around mind-reading bosses or colleagues. Asking for what we want is a simple and clear way to set expectations. Asking does not guarantee getting. But not asking nearly always guarantees not getting. Wishing and hoping that your work will be recognized, or your efforts appreciated, rarely works. Start thinking about what you want in the coming year, what you are willing to accept, and how you can get more of what you want. It will almost always start with an ask. Don’t let the fear of someone else’s perception stand in the way of you achieving your goals. Highlight what you have accomplished. And ask for what you want.

Employers who use arbitration agreements for their employees now face a new challenge: claims of sexual assault and sexual harassment can no longer be subject to mandatory arbitration. President Biden signed a new law amending the Federal Arbitration Act with this provision on March 3, 2022. Arbitration is a confidential process for dispute resolution. Litigants can opt to use an arbiter, who is often a practicing attorney, instead of going to court. Employers usually believe that arbitration holds numerous benefits, but employees are not always so sure. Most arbiters of employment law claims have spent the majority of their careers representing employers. It is difficult not to develop some implicit biases after years of perceiving employment claims primarily from one perspective. One can understand that employers and workers might view arbitration differently. Arbitration has mainly been favored by employers for its supposed time and cost efficiencies. Proponents of arbitration argue that discovery (the exchange of documents and information that will be used as evidence in a claim) is the principal expense of litigation, and the usually more limited scope of discovery in arbitration makes the private forum more attractive than a court room. It is true that discovery is the costliest aspect of litigation, but questionable how effective arbitration is at limiting the associated cost. Like most aspects of the legal world, much of the cost of discovery is related to the lawyers and the litigants in a matter. The confidential nature of arbitration can also appeal to employers, enabling them to avoid the critical eye of the media and any associated reputational harm. But employees have felt that arbitration essentially allows employers to hide their misdeeds, especially when they are repeated. Nowhere has this concern been more prominent than in the #MeToo movement and its aftermath. #MeToo revealed how confidentiality and arbitration agreements helped mask pervasive issues, particularly sexual assault and sexual harassment in the workplace. Time and time again, arbitration clauses were used to keep workplace misconduct claims quiet, enabling bad behaviors in the workplace to continue unabated. According to employee advocates, if harassment or assault in a workplace had become known, more could have been done to stop it earlier, thereby avoiding subsequent victims. After all, bad behavior thrives when it’s hidden. Removing mandatory arbitration allows for misconduct claims to be made public. This exposure can be very impactful in terms of pressuring companies to reach a resolution with an individual. The public eye can also lead companies to course-correct and adequately address ongoing toxic workplace cultures. Further, the arbitration ban can incentivize businesses to prevent workplace misconduct before it even starts, leading to healthier workplace environments. The new law does not enact a total ban on the use of arbitration in sexual harassment and assault cases; it merely prohibits an employer from making it mandatory. That means an employee may still opt for arbitration. Employees may have their own reasons for keeping a claim confidential, and the amended law permits them to choose this option if they desire. Regardless of whether arbitration is an effective litigation forum for employees, the new law gives employees greater control over where a sexual assault or sexual harassment is litigated. And that control will likely impact other claims because most employee claims of sexual assault are often tied to claims of discrimination, retaliation, or other federal, state, or local claims. An employer with a mandatory arbitration clause can decide to force some claims to arbitration while allowing others to proceed in court, but then the purported cost savings go out the window. Going forward, employers need to consider their motivations for using mandatory arbitration carefully. And, if they decide arbitration still meets their goals even with the new law, they need to make certain that their mandatory arbitration contract terms comply with the new law. Prohibiting mandatory arbitration of sexual assault and sexual harassment claims doesn’t mean bad behaviors won’t happen, but with sexual harassment training and a true commitment to a positive workplace culture, employers can minimize bad behaviors that lead to big risk exposure.

I’m really sick of reading how women need to change our tone or our style or our language, or anything for that matter, in negotiations. In honor of International Women’s Day earlier this week, I want to call out a bogus stereotype, that women are bad negotiators. Some of the best negotiators I know are women. And, I would bet that almost any man who is married to a woman would agree. Growing up, my mom could always get want she wanted when negotiating with my dad. Often times, he was unaware that the negotiation was even happening. Generally speaking, women negotiate differently than men, but we still know how to hold our ground. Here are my top three reasons why women are really the best negotiators: Women are the primary drivers of the consumer economy. Women know where to get what they need in the most efficient manner. Time is truly the most valuable asset and knowing how to get what you need, when you need it, is critical to a winning negotiation. Women are caregivers. Anyone who has ever negotiated with a toddler knows what it means to negotiate with terrorists. Women are out there doing it every day. And, while there are many men who have taken up caregiving responsibilities, women have been doing it a LOT longer. It’s pretty engrained. Women talk to their friends and show vulnerability. Knowledge is power in any negotiation. It’s pretty hard to really understand your negotiating position if you’re too proud to look a little naïve in front of your friends. While, as a culture, we seem to be slowly moving towards allowing men to show vulnerability, this is another area where women have been excelling for years. Let’s stop pretending women aren’t good negotiators. And, let’s start pushing each other to bring all of that power to work. Every day.