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Join me on Tuesday to learn how to maximise observability with New Relic Logs
Hi MD
It's Liam Hurrell, Lead Customer Training Specialist at New Relic University, here. I'm checking in to invite you to the online workshop I'll host on Tuesday 26 April - a comprehensive introduction to how to maximise observability with New Relic Logs. Logs are a powerful source of data but are they easy to use or access when you need them? You can also claim a set of Jenga "logs" as a thank you for attending.*
This 90-minute virtual workshop will walk you through the different ways to bring log data to New Relic, the fast and easy to use UI, as well as parsing, filtering, or dropping logs to match your needs. With hands-on labs in a sandbox environment, you’ll get to search log data with ease and speed, work with partitions and AI log patterns, troubleshoot errors in applications and trace data, create charts and dashboards to share with teams, and set up alert conditions for problems you want to prevent.
While we recommend attending the hands-on workshop live, you can also register to receive the recording. You can find the full agenda on the registration page.
Hope to see you then,
Liam HurrellLead Customer Training Specialist
New Relic
*You can find the list of countries we can ship swag to on the workshop registration page.
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by "Liam Hurrell, New Relic" <emeamarketing@newrelic.com> - 04:45 - 21 Apr 2022 -
Tax season is behind us. Its racial implications aren’t.
Intersection Subject Line
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DELIVERING ON DIVERSITY, GENDER EQUALITY, AND INCLUSION 
In this issue, we look at how US tax policy disadvantages Black Americans—and how to make the system more equitable. THE VIEW 
“When I think about the deductions, loopholes, and exemptions—they were all made with White Americans in mind. They were all made to advantage White taxpayers.”
— Dorothy A. Brown
What do taxes have to do with racial equity? That’s a question many Americans may not have considered—but Dorothy A. Brown is on a mission to change that. Brown is an incoming professor of law at Georgetown University and a nationally recognized scholar on race, class, and tax policy. She takes on those topics in her latest book, The Whiteness of Wealth: How the Tax System Impoverishes Black Americans—and How We Can Fix It. As Professor Brown explains in this edition of McKinsey’s Author Talks, “Whenever Black Americans engage in the same activity as White Americans, tax policy will advantage how White Americans engage in the activity and disadvantage how Black Americans engage in the activity.” The Whiteness of Wealth sheds light on racial disparities in tax laws that affect Black Americans in many areas of life, from college and jobs to marriage and homeownership. The findings are eye-opening. When the author shared her research with Black families who were interviewed for the book, they were blown away. “They had always known something was wrong, but until then, they didn’t know what it was,” says Brown. Now they are left with a question: “How can we get ahead?” Professor Brown’s solution is “getting rid of the loopholes, exemptions, and deductions and taxing all income at the same rate, with no more preferential treatment for capital gains.” She also proposes giving everyone a living allowance deduction based on their cost of living: “What does it take to thrive in your geographical area? That amount of money you don’t pay tax on—only the amount you earn in excess. What if you earn less than that amount? In that case, you get money from the government.” Last year, the author told Congress that “the racial wealth gap will not be eliminated without a fundamental change in our tax laws.” A wealth tax credit, she explained, could help to reduce the country’s racial wealth gap. 
McKinsey research confirms that most of the current federal tax expenditures—deductions, exclusions, credits, and reduced tax rates—reinforce disparities rather than narrow them. These expenditures amount to well over $1 trillion each year, and thus have a significant effect on the federal budget. The majority of tax breaks are claimed by individuals (not corporations), and they predominantly benefit the highest-earning Americans. Some of the largest tax expenditures benefit Americans with real-estate holdings, employer benefit packages, investment portfolios, and family wealth. In 2019, about half of individual income tax expenditures went to taxpayers in the highest income quintile—the top fifth of American households by income—a segment of the population in which Black Americans are underrepresented. That top quintile of households received 95 percent of the benefits from net preferential rates on capital gains and dividends—and three-quarters of the total benefits from this expenditure went to the top 1 percent of American households. After all, families can’t realize capital gains on assets they don’t have. Only one-third of Black households own stock, for example (whether directly or indirectly); that’s compared with 60 percent of White households. As Professor Brown reminds readers, “Access, trust, and history have all shaped today’s Black and White investment practices.” “The truth is,” she writes, “there’s nothing in this country that race and racism aren’t a part of.” To be sure, “tax policy may not be an obvious way to fight systemic racism.” But it’s long past time, Brown says, “to have a conversation about the racist acts buried deep in our tax returns.” — Edited by Julia Arnous, an editor in McKinsey’s Boston office
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by "McKinsey Intersection" <publishing@email.mckinsey.com> - 01:11 - 21 Apr 2022 -
A higher-quality life is in reach for millions. But first, six shifts are needed.
McKinsey&Company
Health is wealth In the news • How low can it go? Due to the COVID-19 pandemic, life expectancy in the United States dropped by almost two years in 2020—which is more than in 19 other wealthy nations, according to new analysis by three public-health experts. Researchers are now surprised and disturbed to discover that life expectancy in the US continued declining in 2021, even as it improved for all but three of the peer countries analyzed. The drop in 2021 was largely due to continued declines in the life spans of White Americans. [WaPo] • Labor leak. Around the world, about 100 million people suffer from long COVID-19—defined as symptoms lasting for at least 12 weeks. Many are unable to go back to their jobs, leading to the suspicion that long COVID could be contributing to the difficulty many employers have in finding workers. One study in January surmised that 15% of the vacant jobs in America could likely be due to long COVID. Businesses should consider developing new policies to help long-COVID sufferers. [FT] It’s time to set a new goal for human health—one that yields more time with loved ones, more accomplishments, and more time free from impairment. On McKinsey.com • Longer but not (yet) better. Between 1800 and 2017, average global life expectancy more than doubled to 73 years. Since 1900 in the United States, infant mortality has fallen by 90% and maternal mortality has decreased by 99%. But we still spend the same share of our lives suffering from poor health. On average, people spend about half of their lives in less-than-good health, including 12% in poor health. The best available data suggest that this ratio has not changed much in the past 50 years. • Quality time. The McKinsey Health Institute believes that over the next decade, humanity could add roughly six years of high-quality life per person on average, and substantially more in some countries and populations. To make it happen, we propose embracing a broader definition of health that recognizes the importance of how people integrate meaning in their lives, including how connected they feel to others. Learn the six shifts needed to achieve full potential for human health. — Edited by Katy McLaughlin Embrace healthy change Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:25 - 21 Apr 2022 -
How diversity pledges can work
Re:think
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AFTER GEORGE FLOYD
Making diversity pledges matter
Shelley Stewart IIIAfter the murder of George Floyd, big US companies pledged well over $50 billion toward diversity and racial-equity efforts of all kinds. Many of the pledges were made with an incomplete understanding of what it would take to actually meet the commitments. People needed to come out in the moment and make a commitment. They would focus on the “how” later. Recently, I’ve been talking to many of the leaders at those companies. They are anxious to follow through on those commitments. They are ready to get it right. And, as I’ll explain later, this is a propitious moment.
This work of turning pledges into operations that truly make a difference is in its infancy. But we’re seeing signs of progress in three key areas: capital, connectivity, and technical assistance and support.
With capital, financial institutions have pledged an influx of capital into community banks and minority depository institutions. And banks have all stepped up and said they would expand their lending. But time and again, Black loan applicants are getting turned down at higher rates than other racial groups.
So the question is, “How are you thinking of creative ways to leverage data and analytics to determine creditworthiness?” We’re not saying that anyone should extend credit where it is not warranted. But they should look beyond conventional metrics. For example, in some markets applicants are getting credit for paying rent. That’s not a traditional piece of your credit score, but it’s the most meaningful monthly expense for many families.
By thinking creatively about their balance sheet and commercial terms, companies can facilitate the growth of small companies they work with and help them bridge some of the problems they have accessing capital. Let’s say that you’re a company that makes home security equipment, and you contract with smaller companies to install your equipment in homes and offices. Could you lend some money to a small minority company to help them scale up the workforce that’s required to meet the contractual commitments you’ve agreed to? You’re on both sides of that transaction, but you have privileged information.
That’s the creativity we need. I’m not saying every party should become a bank, but how can we get creative?“When you think about how important access is to your own company’s way of doing business, why not help your suppliers who don’t have the same access?”
Then there’s connectivity. What can corporations do to help bridge what I’ll call the professional- and social-network gap? This is all about access to relationships. How can you connect suppliers and business partners to one another within a given ecosystem? Industry groups do this in a convening way, so, in a way, big companies are already funding these kinds of connections. But if companies committed some more of their resources—not necessarily money—to this, there could be huge benefits. When you think about how important this is to your own company’s way of doing business, why not help your suppliers who don’t have the same access?
This is connected to the third point, technical assistance. You see this a lot in the manufacturing side of supplier development programs, where companies have created internal infrastructures to help build out the capabilities, the resiliency, and the scale of their suppliers. They’ve got experienced professionals spending real time helping to build the capabilities of these suppliers so they can scale to meet the needs of their company, and other companies. And, of course, the big companies have to make business opportunities for these small businesses. They’re not helping them upscale just for the sake of upscaling.
In essence, these programs are about helping companies understand what it takes to go from mom and pop to middle market, or middle market to billion-dollar enterprise. Since minority-owned businesses skew smaller, they can benefit disproportionately from these programs. But this is just a good business practice, particularly in the context of all the challenges facing global supply chains now.
The supply chain reset we’re seeing could be a significant moment for minority-owned businesses. It’s a great opportunity for companies wanting to deliver on those well-intended diversity and racial-equity pledges. As companies look at trends such as nearshoring, they could redevelop their supply base with an eye toward increased participation from minority businesses. There are plenty of road maps for how to do this. Yes, it will take some investment, but it will pay off in the medium and long term. People are just starting to understand this connection between supply chains and their diversity commitments. We’re in the very early days.ABOUT THE AUTHOR
Shelley Stewart III is a senior partner in McKinsey’s New Jersey office.
MORE FROM THIS AUTHOR
Black consumers: Where to invest for equity (a preview)
Effectively pursuing broad racial-equity goals can help consumer-facing companies better serve Black consumers.
Building supportive ecosystems for Black-owned US businesses
The right business ecosystems can mitigate or negate the effects of structural obstacles to business building for Black business owners—and add $290 billion in business equity.
IN TWO WEEKSJennifer Schmidt on retail supply chains
Amidst the pandemic-driven disruption to supply chains, some companies find success with truly novel approaches.
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 07:53 - 20 Apr 2022 -
The great American demographic shift
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Minority groups could soon collectively account for over half of the US population. What’s important in navigating this majority-minority demographic shift? According to George Mason University associate professor Justin Gest, it’s about building bridges and making sure everyone feels a sense of belonging. “I think we need to begin the process of getting in touch with each other because that’s where progress is made: listening, sharing stories, and getting to better understand the other—whatever the social boundary is that needs to be crossed.” See how we can prepare for the future and strive for full inclusion—while also recognizing the power of identifying distinction—in the latest edition of Author Talks. — Katherine Tam, digital editor, New York 
Author Talks: The great American demographic shift Positive trends in immigration and fertility mean Black, Latinx, and other minority groups are on track to collectively account for more than 50 percent of the country’s population. Understand the changes 
Quote of the Day —Rawi Abdelal, Professor of International Management at Harvard Business School in "In conversation: The CFO’s role in talent development"
Chart of the Day 
See today’s chart
Also New 
The CFO’s critical role in innovation By embracing discipline and well-defined processes, innovation teams can make finance leaders their biggest allies. Understand the shifts 
The new CFO mandate How finance leaders can reconcile and fulfill their growing portfolios of responsibilities. Understand changing responsibilities
Navigating inflation: A new playbook for CEOs Few chief executives have faced the challenge of leading a company through an inflationary spike like today’s. Lessons from strong leaders and bold action can help CEOs make the decisions that only they can make. Make smart moves
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:42 - 20 Apr 2022 -
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by "Online Events APAC" <onlineevents-apac@zohocorp.com> - 01:06 - 20 Apr 2022 -
How will the future of space affect life down on Earth?
McKinsey&Company
A space odyssey to 2030 In the news • Space spending. The US spent nearly $200 billion on space in 2019, creating upward of 350,000 jobs. Many sectors are reaping double-digit growth from increasing investments in space-related activities. Yet despite being a burgeoning industry, space remains a small fraction of the overall economy. “We only spend half a percent of the economy on space and look what we have from it,” says one economist. Opportunities for innovation abound as manufacturing advances, technologies improve, and more companies build rockets and satellites. [Quartz] • Back to Earth. The number of satellites in space has increased astronomically in recent years. The images they provide are crucial to how we understand the climate crisis. Nearly 50 years’ worth of satellite data provide the long-term view, and newer satellites have sharper imaging capabilities that allow researchers to monitor the world’s changing atmosphere all the way down to the community level. These enhanced tools can help identify early indicators for extreme weather events and improve environmental monitoring. [Space.com] “Almost every week, it seems, a new space concept or flight is announced. About 70,000 satellites could soon enter orbit if proposed plans come to fruition.” On McKinsey.com • Complications in the cosmos. As companies and governments continue to explore the cosmos, people on Earth are likely to benefit. Someday, you might be able to connect to the internet from anywhere or travel on a rocket from New York to Paris in 30 minutes. However, these exciting advances also come with challenges. With costs decreasing for rocket launches, tens of thousands of new satellites could soon be sent into space. Satellites that aren’t deorbited could remain in orbit for centuries, leading to more space debris and potential collisions. • Tomorrow’s space economy. The space industry has come a long way, but where is it going in the next ten to 15 years? This edition of The Next Normal explores the space economy’s next decade through the perspectives of three McKinsey aerospace experts and four leading aerospace-industry executives. It also collates other takes on the sector, including topics such as R&D funding, space tourism, and commercial satellites. In the words of one expert, “If you don’t think you’re going fast enough, you’re not.” — Edited by Dana Sand Shoot for the moon Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:54 - 20 Apr 2022 -
The war in Ukraine and its impact on global food systems
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
The war in Ukraine continues to have devastating consequences—particularly for vulnerable populations, both within the conflict zone and beyond. Now, the war is converging with other disruptions—supply-chain strains, inflation, the pandemic—to pose a looming threat to our global food supply. The Ukraine–Russia region plays a vital role not only as an exporter of primary staples like wheat, but also as one of the major suppliers of fertilizer worldwide. As a result, caloric intake for tens of millions of people—potentially 60 million to 150 million, by 2023—is at stake. What does this mean for populations at risk and for the global food system as a whole? A new episode of The McKinsey Podcast delves into what might happen and what can be done to help. Be sure to check it out. — Joyce Yoo, digital editor, New York 
The rising risk of a global food crisis The war in Ukraine poses a looming threat to the worldwide food supply. Here’s what’s at stake—and what might be done to help. Understand the issues
Quote of the Day “Diverse team members may need information presented in different ways, or they may ask different questions. Respecting those diverse needs allows the group to then see the subject from all angles—a hallmark of better decision making.” —Hiltrud Werner on how diversity affects resilience in “How Volkswagen board member Hiltrud Werner finds resilience”
Chart of the Day 
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Also New 
Tech talent tectonics: Ten new realities for finding, keeping, and developing talent Large incumbents can compete successfully for tech talent—but only if they’re ready to completely rethink their entire HR approach. Tech talent think and act differently. Don’t miss out
How industrial and aerospace and defense OEMs can win the obsolescence challenge Complex equipment can last for decades, but internal components such as semiconductors have much shorter life cycles. Navigating that disparity requires a systematic approach. Increase durability
Viewing change as opportunity: An interview with Western Digital’s David Goeckeler David Goeckeler took the reins at Western Digital days before COVID-19 was declared a pandemic—and helped the company rekindle its innovation road map in the face of massive change. Navigating difficulty
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:50 - 19 Apr 2022 -
Let’s build with the NR1 CLI
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Check out this developer guide on our developer portal to learn how to build a simple “Hello, world” app.
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by "Max from New Relic" <max.francisco@newrelic.com> - 12:02 - 19 Apr 2022 -
Nurture Data-Driven Decision Making With Augmented Analytics | See you tomorrow
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by "Online Events APAC" <onlineevents-apac@zohocorp.com> - 02:38 - 19 Apr 2022 -
The $1.5 trillion wellness industry is growing fast. Here’s what to know.
McKinsey&Company
Wellness matters In the news • Return-to-work jitters. Now that companies are asking remote workers to return to the office, therapists say that their clients are frequently worried about what to say and how to behave around colleagues. Social anxiety can cause feelings of dread, an elevated heart rate, and shortness of breath. Some actions can help: for example, meeting with coworkers before you’re expected back at the office can ease jittery feelings. Similarly, bringing a memento from home (like a favorite picture) can make your work space feel more comfortable. [WaPo] • Clear out ‘emotional clutter.’ After more than two years of living with the COVID-19 pandemic, many of us may need to take stock of where we’ve been and where we’re going. The welcoming of spring makes this an ideal time to revitalize our lives and reconnect with our purpose, mental-health experts say. Writing in a journal can help people track goals, improve focus, and strengthen well-being. In addition, reaching out to long-lost friends to reestablish a connection can provide the social support we all need. [NYT] The wellness market is booming. Consumers intend to keep spending more on products that improve their health, fitness, nutrition, appearance, sleep, and mindfulness. On McKinsey.com • A bossy refrigerator. Each year, consumers spend around $1.5 trillion on wellness. As the industry continues to grow, consumers are likely to seek more control and personalization from wellness products and services. For instance, right now, people who want a better night’s rest can put sensors under the mattress that track how much they’re moving around. In the future, imagine your refrigerator making suggestions based on your sleep data (for instance, saying “don’t make coffee” after a certain time of day). • A ‘sea change’ in eating. How we eat is changing fast, says McKinsey senior partner Jessica Moulton. People are scrutinizing food labels and want to eat more sustainably. About 35% of consumers in Germany, the UK, and the US are drinking plant-based milk, and half of them started fairly recently, says Moulton. “That’s quite a sea change—much faster than we usually see—in the way we eat, and we think it’s going to continue,” adds Moulton. Explore our collection page on the future of wellness. — Edited by Belinda Yu See what’s next in wellness Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:16 - 19 Apr 2022 -
อัพเดทโปรไฟล์วันนี้ รับฟรี Grab Food! จาก ชไนเดอร์ อิเล็คทริค
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อัพเดทโปรไฟล์วันนี้ รับฟรี Grab Food!ชไนเดอร์ อิเล็คทริค พร้อมสร้างประสบการณ์ที่ดีขึ้นให้กับลูกค้าของเรา พบกับข้อมูลข่าวสารที่เป็นประโยชน์สำหรับธุรกิจและการทำงานของคุณ
เฉพาะ 30 ท่านแรกที่อัพเดทโปรไฟล์ครบถ้วน รับบัตรกำนัล Grab Food มูลค่า 300 บาทเลย!
ระยะเวลาในการร่วมกิจกรรม 1 เมษายน ถึง 30 เมษายน 2565
ผู้ได้รับรางวัลจะได้รับการแจ้งกลับทางอีเมลภายในวันที่ 31 พฤษภาคม 2565
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by "Schneider Electric" <reply@se.com> - 10:02 - 18 Apr 2022 -
Tech talent tectonics: Ten new realities for finding, keeping, and developing talent
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
Are you feeling the heat when it comes to hiring for tech talent? You’re not alone—61 percent of HR professionals view hiring developers as their biggest challenge, according to a McKinsey survey. Indeed, the Great Attrition and remote work have made it even harder for companies to hire and retain for technical roles. So what can companies do to address this reality? Stay ahead of the competition by checking out a new article that outlines the ten things to keep in mind to find, retain, and grow tech talent. — Joyce Yoo, digital editor, New York 
Tech talent tectonics: Ten new realities for finding, keeping, and developing talent Large incumbents can compete successfully for tech talent—but only if they’re ready to completely rethink their entire HR approach. Tech talent think and act differently. Don't miss out
Quote of the Day “As we work with the population who are poor and move them forward, we have to not lean into meritocracy. We have to lean into the individuals themselves.” —Tom Vozzo, CEO of Homeboy Industries, on the concept of merit-driven culture in a recent episode of Author Talks
Chart of the Day 
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Also New 
How advanced analytics can address agricultural supply chain shocks Building automated supply chain planning systems to address global shocks could lead to significant cost savings for agricultural organizations. Brace for impact
Navigating inflation: A new playbook for CEOs Few chief executives have faced the challenge of leading a company through an inflationary spike like today’s. Lessons from strong leaders and bold action can help CEOs make the decisions that only they can make. Make smart moves
How Volkswagen board member Hiltrud Werner finds resilience Resilience is top of mind for Hiltrud Werner in her role as a member of Volkswagen’s board of management as COVID-19, new regulations, and the energy transition test the automaker’s mettle. Keep driving forward
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Daily Read newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:19 - 18 Apr 2022 -
Navigating inflation: A new playbook for CEOs
McKinsey&Company
Share this email New from McKinsey Quarterly Navigating inflation: A new playbook for CEOs Few chief executives have faced the challenge of leading a company through an inflationary spike like today’s. Lessons from strong leaders and bold action can help CEOs make the decisions that only they can make. Make smart moves Related Reading 
Leadership lessons from the world’s best CEOs 
Five ways to ADAPT pricing to inflation Follow our thinking McKinsey Insights - Get our latest
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by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 10:46 - 18 Apr 2022 -
A leader’s guide to enhanced team development
Leading Off
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ESSENTIALS FOR LEADERS AND THOSE THEY LEAD
Throughout the pandemic and certainly in its early days, leaders and their teams operated mostly in crisis mode. Now, as the business environment begins to normalize, it may be a good time to pull back and take the pulse of your team. Do your team members wish to take on new challenges? Is your current team structure still working, or should you try something different? As companies organize for the future, leaders are tasked with building flexible, dynamic teams that can tackle fast-moving disruptions. This week, let’s explore ways to ensure that your team is up to the task. Read on to learn the strategies of top executives—as well as those of renowned rock musicians. AN IDEA 
Prepare your team for the information revolution Many of us are familiar with the cautionary fairy tale of Rip Van Winkle, who falls asleep for 20 years and misses the American Revolution, waking up to a world he doesn’t recognize. Employees who are resistant to change risk being left behind as today’s workplace revolution advances. A top priority for leaders is to ensure that their teams are aware of and adapt to four macro trends that organizations can expect to encounter in the future. Practical ways to do this include helping your team switch from a static performance mindset to a learning mode, promoting connectivity and engagement at all levels, and creating an environment that supports curiosity and innovation.
A BIG NUMBER 4 That’s the number of important areas in which teams need to develop knowledge, skills, and behaviors. It is no longer enough to focus solely on building job-level skills; instead, educate your team on four key quadrants that drive good performance at most organizations—how the business makes money, how it is managed, the value that individuals add, and effective day-to-day behaviors. For example, one company asked its top 100 leaders to fill out a one-page form to describe the initiatives within their units, how they aligned with the organizational agenda, and the expectations for success. Leaders then used the one-pagers to communicate this information to their teams during team meetings.
A QUOTE “What good can come from employees spending valuable work time chatting about a major sporting event or blockbuster film?” Plenty, says Ron Friedman, author of this Harvard Business Review article on the five things that high-performing teams do differently. Friedman points out that the best teams spend 25 percent more time discussing nonwork matters with their colleagues, forging deep relationships and connections—essential to succeeding as a team. Noting that the desire to feel connected to others “has always been the trickiest for organizations to cultivate,” he adds that even during the pandemic, the top teams found ways to keep social connections going. To develop and maintain a strong team, McKinsey’s Leta Applegate, who leads a high-performing legal team, recommends showing an interest in colleagues and connecting as a group and individually.
A SPOTLIGHT INTERVIEW 
A powerful tactic to nurture individual and team development is to apply the S-curve of learning, according to Whitney Johnson, CEO of the growth-focused human capital consultancy Disruption Advisors. In this McKinsey Author Talks interview, Johnson describes the S-curve as a path to personal and career growth. Leaders can plot team members along the curve—whether they are at the launch point, have reached the “sweet spot” of high performance, or have achieved mastery and want to move on to something else. “In general, you want to optimize your team with about 60 percent of your people in the sweet spot—this is the standard bell curve distribution—20 percent of your people at the launch point, and 20 percent of your people in mastery,” Johnson says.
ROCK AROUND THE CLOCK 
It’s not every day that business leaders get advice from rock bands, but who better to provide tips on teamwork and collaboration? In this McKinsey article, leading rock stars share their insights on figuring out band members’ strengths and weaknesses, setting manageable objectives, communicating honestly, and cultivating humility. “In a band, you’ve got different people with different attitudes and skills coming together to achieve a common goal,” says Oracle cofounder and guitarist Ed Oates. “When it works, the outcome is greater than the sum of the parts.” Lead by developing your teams. — Edited by Rama Ramaswami, a senior editor in McKinsey’s Stamford office
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the Leading Off newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 03:15 - 18 Apr 2022 -
Toxic work culture is a leading cause of attrition. How can employers win back their workers?
McKinsey&Company
Culture shock In the news • What’s in a name? Call it what you will—the “Great Resignation” or “Great Disruption”—the fact remains that nearly 69 million people in the US quit their jobs in 2021. A common misconception: better compensation stops worker flight. While pay and benefits are important, two-thirds of employees left their jobs in 2021 for reasons related to engagement and well-being. That means the majority of US workers are quitting because they aren’t happy with their bosses, work cultures, or work–life balance, according to Gallup’s research. [Fast Company] • Don’t you know that you’re toxic? For employers still wondering about the potential root cause of this exodus, a recent study provides one clear answer: toxic workplace culture. Researchers found that toxic culture is more than ten times likelier than compensation to predict attrition. Work toxicity encompasses a range of issues, including disrespect, dishonesty, and cutthroat competition. Employers need to figure out how toxicity shows up in their companies—and then take steps to fix it. [Market Watch] “People need to feel valued and supported, even when they’re not entirely sure why they’re feeling so fragile.” On McKinsey.com • Why it matters. Employers can seize this moment to rethink their relationships with their employees and how to win back and retain them. Part of that response involves acknowledging that employees have gone through a traumatic period and empowering them to find a way forward. One problem is that employers and workers aren’t on the same page about what’s important. While employers think that many workers quit because of inadequate pay, McKinsey research shows that workers most often say they left because they didn’t feel valued. • What’s next? Other steps employers could take to engage their workforce include restructuring compensation and adding benefits that help create better work–life balance. They can also seek talent among nontraditional sources like students or contract workers. Now, more than ever, it’s time to listen to your workers, address employee concerns, and foster a supportive culture. Check out the latest edition of McKinsey Quarterly’s Five Fifty for a five-minute briefing—or a fifty-minute deeper dive—on winning back your workers. — Edited by Kanika Punwani Win back workers Was this forwarded to you? Sign up here. Or send us feedback — we’d love to hear from you. Follow our thinking This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to the On Point newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey On Point" <publishing@email.mckinsey.com> - 11:35 - 17 Apr 2022 -
The week in charts
the Daily read
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ALL THE WEEK’S DATA THAT'S FIT TO VISUALIZE
Our Charting the path to the next normal series offers a daily chart that helps explain a changing world—during the pandemic and beyond. In case you missed them, this week’s graphics explored how ICE-component suppliers can maximize value over the next decade, how cross-border e-commerce could reach $2 trillion in merchandise value, what types of projects the Bipartisan Infrastructure Law will fund, the focus areas of M&A outperformers, and the important role of tech leaders at top-performing IT organizations. FEATURED CHART Growth engine no more? 
See more
This week’s other select charts Signed, sealed, and delivered A new funding stream Big deal? Focus on revenue growth Follow the tech leaders
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Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here.This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to The Week in Charts newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:40 - 16 Apr 2022 -
Four principles of effective storytelling on social media
McKinsey&Company
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McKinsey Classics | April 2022 
Four principles of effective storytelling on social media Scott Harrison was a successful nightclub and fashion promoter in New York, but he felt spiritually bankrupt. Leaving his business behind, he decided to serve as a photojournalist on a floating hospital that provided free medical care in poor countries. On the ship he documented the struggles of people with debilitating conditions, such as enormous tumors, cleft lips and palates, and flesh eaten by bacteria from waterborne diseases, and the work of the people who treated them. After eight months he returned to the city, but not to his former life. Harrison had learned that the absence of clean drinking water causes many medical problems, so he created a nonprofit to finance water projects in poor countries. This organization—charity: water—relies on fundraising, and Harrison’s story plays an important role in it: by using media interviews and YouTube videos to explain why he started the group, he made people “fall in love with him and his cause.” Such stories help build organizations and lead them through times of change. To learn the four principles that make these narratives effective, read our 2011 classic “The power of storytelling: What nonprofits can teach the private sector about social media.” — Roger Draper, editor, New York Learn how to tell stories on social media
Related Reading 
The data-driven future of storytelling: MIT’s Deb Roy on the message and the medium
AI in storytelling: Machines as cocreators
Telling a good innovation story
Did You Miss Our Previous McKinsey Classics? 
The future of global economic growth Will the world economy realize the opportunities to raise productivity? That depends on the ingenuity of managers and engineers and on the willingness of policy makers to make reforms. Read “A productivity perspective on the future of growth.” Understand productivity’s importance
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This email contains information about McKinsey’s research, insights, services, or events. By opening our emails or clicking on links, you agree to our use of cookies and web tracking technology. For more information on how we use and protect your information, please review our privacy policy. You received this email because you subscribed to our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007
by "McKinsey Classics" <publishing@email.mckinsey.com> - 11:47 - 16 Apr 2022 -
Capitalizing on green growth opportunities
the Daily read
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AN ARTICLE A DAY, PICKED BY OUR EDITORS
As more institutions step up in their commitments to achieve net-zero emissions of greenhouse gases, new business opportunities are emerging. In a net-zero future, there will be more demand for climate-friendly goods and services, and companies will tilt away from investing in high-emission assets. Explore how decarbonization is transforming portfolios, operations, supply chains, and the economy at large in a new article from McKinsey Quarterly. See why now is the time for companies to take bold action and embrace green growth opportunities. Be sure to check it out. — Joyce Yoo, digital editor, New York 
Playing offense to create value in the net-zero transition Decarbonization will reshape the economy, opening new markets and imperiling others. Now is the moment for companies to spot green growth opportunities and move boldly to take advantage. Shift to green
Quote of the Day “In the years ahead, more customers will be willing to pay for sustainability, particularly if airlines can engage them with interesting approaches, such as gamification in frequent flyer programs, opt-out rather than opt-in offsets, 'green fast lanes' for check-ins and security control, and customized emission-reduction offers.” —See what the future holds for the aviation industry in "Opportunities for industry leaders as new travelers take to the skies"
Chart of the Day 
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Also New 
The path to sustainable and inclusive growth Can collaboration between business, government, and society spur economic growth that benefits everyone without destroying the planet? Focus on the future
Mastering off-price fashion in an omnichannel world The diversity of off-price channels and the emergence of online players requires fashion brands to develop clear strategies that protect their brands while reaching new consumers. Understand the trend
The McKinsey Crossword: Thank You, Uncle Sam | No. 71 57 across: Thing that can save you money around now ... and the theme of this puzzle. Can you solve it? Play now
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by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:49 - 15 Apr 2022 -
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by "Max from New Relic" <max.francisco@newrelic.com> - 12:01 - 15 Apr 2022
