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• Why it’s time for companies to reframe the tech talent search

  Harmony Internal - McKinsey

  Be confident ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Emily Adeyanju   Digital Editor, Charlotte As more companies look to build their digital capabilities, the competition for tech talent has become a big barrier. While demand is growing for skills such as software engineering, data management, and cybersecurity, there’s a shortage of candidates that meet the long lists of criteria often attached to these positions. And attracting seasoned talent is even harder for those outside of the tech sector itself. So what’s an employer to do: hold out for the unicorn, or hire someone with potential who can add technical skills? Reframing the notion of the “ideal candidate” may be a game changer. Check out a new article from McKinsey partners Davis Carlin, Anu Madgavkar, Angelika Reich, and senior partner Dana Maor for insight on how to attract, retain, and develop tech talent.  Overcoming the fear factor in hiring tech talent Providing the kind of experience and skill building that augments human capital can open up a much broader pool of candidates. Revamp your strategy Quote of the day “By reducing the need for multiple excavations, a dig-once policy can promote better use of public resources, and potentially help mitigate property damage, service outages, traffic disruptions and accidents, and other potential hazards to public safety.” —Get insight on the benefits of a 'dig once' approach in infrastructure projects in "'Dig once’ could help states manage material and worker shortages"  Chart of the day See today’s chart   ALSO NEW Countering inflation: How US P&C insurers can build resilience As property and casualty insurers in the United States struggle to maintain profitability, executives will need to direct a coordinated response across pricing, underwriting, claims, and other functions. Boost operational resilience   McKinsey Technology Trends Outlook 2022 Which technology trends matter most for companies in 2022? New analysis by the McKinsey Technology Council highlights the development, possible uses, and industry effects of advanced technologies. Make the most of them   Can e-commerce help customs agencies fix old problems? Transformations that aim to unlock more opportunities from e-commerce could also help customs agencies tackle issues they’ve long wrestled with, including revenue leakage and illicit goods flows. Overcome the hurdles   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. 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

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:14 - 1 Sep 2022

• The food system requires exquisite balance. War and climate change are shaking it.

  On Point

  Food security risks surge ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katy McLaughlin   Senior Editor, Southern California Global food security at risk The news • Having a dry spell. A heat wave in parts of China is the worst since the start of record keeping in 1961. Drought in Southern Europe is the worst in 500 years. But that’s nothing compared with the drought in the American West—the worst in 1,200 years. Summer droughts are intensifying pressure on the world’s energy and food systems, which are already strained from the war in Ukraine. Expect the cotton harvest in the US to decline by at least 40% and European olive oil yields to drop by as much as 33% if the hot and dry spell persists. [WSJ] • A shortage smorgasbord. There’s a long list of reasons specific food items have either disappeared from shelves or shot up in price in different countries. Americans hankering for the kick of hot sauce can blame drought for chili pepper shortages, while a dearth of foreign dairy workers has Britons paying more to butter their bread. Meanwhile, Pakistanis are being urged to drink less tea due to low foreign-currency reserves. Grain shortages, provoked by the war in Ukraine, mean less bread and grain in Lebanon and Somalia. [WaPo] Depending on the duration and severity of the war, the caloric requirements of 250 million people could be lacking from the global supply. Our insights • A breadbasket at war. Direct effects of the war in Ukraine may reduce the world’s grain supply by 18 million to 22 million metric tons this year. Next year could be even worse. The combined effect of challenges in farming (such as reduced farmland due to land mines and ongoing military action) and complications with exports logistics could erase up to 44 million metric tons from Ukraine’s typical export volumes. High harvests and increased exports from various parts of the world may mitigate these reductions, but only slightly. • Complex consequences. More than 1.4 billion people live in countries that rely heavily on grain imports, have limited stocks, and have low purchasing power. As food supplies constrict, these nations will face elevated inflation, which will exacerbate budgetary stress. Malnutrition levels could also rise. Previous food crises have led to periods of political instability and violence; the risks could be even higher in this crisis. See our analysis of current food security risks, how next year could unfold, and how to mitigate the current crisis. Understand food risks 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:16 - 1 Sep 2022

• Strategic courage in an age of volatility

  Harmony Internal - McKinsey

  Focus now ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Joyce Yoo   Digital Editor, New York We are living through volatile times—the war in Ukraine, inflation, the pandemic, and supply chain disruptions have all contributed to a challenging environment in recent years. So what can be done to weather the storm and thrive amidst uncertainty? The most effective leaders and companies play both offense and defense, and are “prudent about managing the downside while aggressively pursuing the upside,” according to a new article from McKinsey’s Michael Birshan, Ishaan Seth, and Bob Sternfels. See how honing an edge on insights, commitment, and execution can help leaders make bold strategic choices. Strategic courage in an age of volatility Today’s challenging environment requires business leaders to hone their edge in three critical areas: insights, commitment, and execution. Focus now   Quote of the day “Even top-tier tech companies tend to focus on either transformative selling or digital, product-led growth—but not both. In the future, it will be difficult to win in one without getting the other right.” —Get updated on the four critical pivots in enterprise tech go-to market in "The digital reinvention of enterprise tech go-to-market" Chart of the day See today’s chart   ALSO NEW Creating a technology risk and cyber risk appetite framework Here’s how to build a comprehensive, measurable, and objective end-to-end risk appetite framework as a foundation for managing technology risk and cyber risk. Support communication   Author Talks: Into the unknown Nathan Furr and Susannah Harmon Furr provide a tool kit for navigating the growing uncertainty we face in our lives. Be capable   Delivering the US manufacturing renaissance The stage is set for a manufacturing resurgence in the United States. Can the country’s producers make it happen? Embrace the change   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. 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

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:45 - 31 Aug 2022

• Top 5 from the McKinsey Quarterly

  Harmony Internal - McKinsey

  At #1: The Great Attrition is making hiring harder. Are you searching the right talent pools? ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Top 5 from the McKinsey Quarterly In case you missed these top McKinsey Quarterly articles, we’ve bundled them up here for another chance to check them out. We hope you enjoy them as much as other readers have—and that you share them with colleagues and friends who might also be interested. The Great Attrition is making hiring harder. Are you searching the right talent pools? People keep quitting at record levels, yet companies are still trying to attract and retain them the same old ways. New research identifies five types of workers that employers can reach to fill jobs. Reassess now  Gone for now, or gone for good? How to play the new talent game and win back workers Nearly half of the employees who voluntarily left the workforce during the pandemic aren’t coming back on their own. Employers must go and get them. Here’s how to start. Understand employee priorities  A military veteran knows why your employees are leaving She also knows what you can—and can’t—do about it. Here are three surprising lessons from a veteran of the wars in Iraq and Afghanistan. Understand the Great Resignation  ‘Find the smartest technologist in the company and make them CEO’ In the first episode of the new The Quarterly Interview: Provocations to Ponder series, Silicon Valley’s Marc Andreessen tackles tech trends like artificial intelligence, crypto, and Web3—and why incumbents still have a tough time competing with digital start-ups. Join the conversation  Marketing in the metaverse: An opportunity for innovation and experimentation Although widespread adoption of the metaverse may take some time, leading brands are already rewriting the rules of marketing. Understand digital strategies  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. Was this issue forwarded to you? Sign up for it and sample our 40+ other free email subscriptions here. McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. 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 Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey & Company" <publishing@email.mckinsey.com> - 04:39 - 31 Aug 2022

• US consumers are feeling gloomy about the economy. What’s their biggest concern?

  On Point

  Our latest Consumer Pulse Survey ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Belinda Yu   Editor, Atlanta Catching up with US consumers The news • Still spending. For all of their worrying about the economy, American consumers—though anxious—are still opening up their wallets. In June 2022, one index of consumer sentiment fell to its lowest point since 1952, implying that consumers today are more downbeat than they’ve been throughout the entire COVID-19 pandemic. But while US consumers report being very gloomy, major retailers aren’t seeing that pessimism reflected in their earnings, and some are even recording record sales. For now, low morale has not yet dented spending. [FT] • Stable sales. Despite rising prices, US consumers are continuing to tackle home improvement projects, update furnishings, and buy personal-care products—all categories that have seen increasing sales. Overall retail sales remained flat between June and July 2022, but one gauge of spending that leaves out gas and car sales increased 0.7% over the same period. One big-box store says that shoppers are still spending, but they’re feeling the pinch of inflation more and more. Some are coping by buying cheaper groceries such as beans instead of beef. [WSJ] With the exception of Gen Z, higher-income consumers of all ages say that their spending will continue to grow whether or not they’re buying necessities or discretionary goods. Our insights • Feeling glum. With inflation surging to record highs, US consumer confidence has in turn dipped to a new low, find McKinsey senior partner Kelsey Robinson and colleagues. According to our latest Consumer Pulse Survey, 30% of respondents are feeling downbeat about the economy, doubling the amount who were feeling glum throughout the entire COVID-19 pandemic. Americans are overwhelmingly concerned about inflation, and along with it, rising prices. Nearly two-thirds of survey respondents cited inflation as their top worry. • Strong savings. Consumer confidence is low overall, but there are still signs of hope. US consumers have twice as much saved in cash as they did before the pandemic. In addition, although real spending is slowing down, some categories and channels are still growing. Cosmetics, grocery stores, and pet supplies are all experiencing double-digit sales growth. Credit and debit sales at wholesale clubs and discount stores are also going strong. See four areas companies can focus on as they grapple with shifts in sentiment and spending. Understand US consumers 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:42 - 31 Aug 2022

• How to monetize your audience

  How to monetize your audience

  What's new with WooCommerce this month

   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌

  You worked hard to build a devoted blog audience. Now, how do you turn that into revenue? An online store might be the solution for you. Elina is here to explain how bloggers can monetize through merchandise, tips, paid newsletters, and more.

  Monetize your audience

  New in our Marketplace Stand out with clean, eye-catching design Fashion meets function in Basti, our new minimalist theme that makes customization simple. Create a beautiful, mobile-first site in minutes with four distinct premade layouts – then adjust each element directly from the page editor. Build a minimalist store Automate your customer support tickets Offer users a remarkable support experience with WSDesk. Every customer message is automatically converted into a ticket that is tagged, assigned, and tracked within the extension, so you’ll never miss a support request. Keep your customers happy

  Bite-sized updates We're happy to welcome Sellerdeck as the newest member of the WooExpert Program! WooExperts are vetted and certified agencies ready to help you build the store of your dreams – say hi today. On September 20, join WooCommerce CRO Craig Cohen for a chat with TrustPilot’s Five Star Sessions. You'll get tips on converting sales and driving eCommerce success, straight from an industry expert. Get your questions ready and register now. Dreaming of starting a t-shirt company? It’s within your reach – bring your creative vision to life in eight key steps. Can an eCommerce store be a powerful sales tool for B2B companies? Shoppers seem to think so. Here's how to choose the eCommerce platform that's right for your B2B business. Try before you buy: You can now test run select WooCommerce extensions free for 30 days using a personal test site. Check out the available extensions and how to get your free 30-day trial.

  Get the WooCommerce Mobile App

  6.8.2 Current WooCommerce version 67 Core translation locales You're receiving this email because you signed up for updates when creating an account or purchasing a product subscription on WooCommerce.com No longer wish to receive marketing and promotional emails from WooCommerce? Feel free to unsubscribe or update your profile. Please note: You will continue to receive WooCommerce.com account-related emails. WooCommerce, Inc. is located at 60 29th St #343, San Francisco, CA 94110, U.S.A.

  © 2022 WooCommerce, Inc. – an Automattic company

  

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  by "WooCommerce" <noreply@woocommerce.com> - 10:15 - 30 Aug 2022

• Delivering the US manufacturing renaissance

  Harmony Internal - McKinsey

  Embrace the change ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Joyce Yoo   Digital Editor, New York Did you know that manufacturing accounts for $2.3 trillion in GDP and employs 12 million people in the United States? While growth in manufacturing has fallen in the US in recent decades, some recent trends show the potential for a resurgence. An effective transformation of the US manufacturing economy could add up to 1.5 million jobs and boost the US GDP by $275 billion, according to analysis by the McKinsey Global Institute. So what will it take to reinvent the sector and unlock opportunities? Eric Chewning, Mike Doheny, Anu Madgavkar, Asutosh Padhi, and their coauthors explore the changing landscape of manufacturing and how US companies can successfully overhaul their position in the market in a new article. And for more insights on the future of the American economy, be sure to check out the upcoming book, The Titanium Economy by McKinsey authors Asutosh Padhi, Gaurav Batra, and Nick Santhanam. Delivering the US manufacturing renaissance The stage is set for a manufacturing resurgence in the United States. Can the country’s producers make it happen? Embrace the change   Quote of the day “To manage technology risk and cyber risk effectively, organizations must lay out an objective risk appetite framework that supports business decisions on risk and uses objective metrics and reporting to achieve alignment with the risk appetite.” —Understand the importance of managing risks in "Creating a technology risk and cyber risk appetite framework" Chart of the day See today’s chart   ALSO NEW Taking the pulse of shifting supply chains Our latest survey shows global supply chains on the move. Read more  Clean skies for tomorrow: Delivering on the global power-to-liquid ambition As aviation shifts from fossil to sustainable fuels, power-to-liquid fuel could emerge as a critical pathway, with reductions in greenhouse gas emissions of up to 100 percent. Fly high   ‘Dig once’ could help states manage material and worker shortages Multiple excavations for infrastructure improvements can be disruptive to the public. Coordinating projects could minimize negative impacts and help states manage supply chain and labor shortages. Plan early   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. 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

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:13 - 30 Aug 2022

• [August Update] All the tools you need 🔨 to master global hiring 

  [August Update] All the tools you need 🔨 to master global hiring 

  New tools from Remote to plan headcount budget across international borders, prevent burnout for your team, and grow your company!

  Hi MD, It's easy to feel overwhelmed when you manage a distributed team — but have no fear! Remote is here with a host of helpful tools, great new guides, and time-saving integrations. Whether you want to help your team avoid burnout or run the numbers for a new international hire (or several of them), we have just the thing. Effectively budget for global hires Remote's free cost calculator shows you the cost to hire an employee in a new country so you can more effectively budget for your global team! To use our employee cost calculator, simply enter your new employee’s location, title, and salary. We’ll then calculate the cost to hire in that country based on that employee’s salary. Compare across multiple countries and job titles to plan ahead! Read more PARTNERSHIP NEWS Streamline your HR program with our new HiBob integration We love making things easier for our customers. ❤️ Now, Remote customers can connect their Remote and HiBob accounts to automatically sync employee data across platforms for even faster onboarding. Less time spent on duplicate data entry means more focus on helping new employees and contractors reach top productivity faster. 🚀 Check it out Have you visited the Partner Marketplace? Building globally distributed teams demands a world of help. Discover trusted partners to help solve your biggest business challenges. Plus, Remote customers get special discounts from our partners through the marketplace.  Browse the marketplace new resources How to improve the life-work balance of your employees How can you prevent burnout in remote teams? Global HR experts from Greenhouse and Remote share practical advice to help you support and improve the life-work balance of your distributed team. Download our newest guide to better motivate, support, and retain your team. Download your copy Where to Hire Report We teamed up with Kamsa to create a powerful, live database of the best places to hire based on cost, roles, talent availability, and more. Compare the costs of hiring and finding talent across 16 countries, then sort by benefits requirements and timezones! Get access now NEW EVENTS Remote hits the road! Remote is excited to announce that we will be hitting the road this September as we participate and sponsor a number of exciting events. Whether you are based in Europe or North America or are in the Legal, HR, or Financial sectors, this will be your opportunity to meet the Remote team!   Remote's VP of People, Nadia Vatalidis, will take the stage at Zukunft Personal Europe discussing "Remote-first vs. remote-forced: how to make remote work the core of the company." While Sam Ross, Remote's General Counsel, will discuss "Global hiring—opportunities and risks" in New York. Or catch our VP of Finance, Pedro Barros, in a panel discussion with MultiChoice Group and General Mills on "Tomorrow’s treasurers today: finding, retaining and retraining staff."   Where we will be: Zukunft Personal Europe, Cologne, on September 13-15 Economist: General Counsel US, New York, on September 15 EuroFinance, Vienna, on September 21-23 Internal Communications Conference, London, on September 22 Check our events page for more information on all the upcoming events or click here to submit a meeting request.   Check out our events page from the blog Workato trusts Remote for stress-free compliant hiring in new countries When Workato wanted to expand its team, its leaders needed a rock-solid guarantee they would be compliant when hiring in new countries. See how Remote gave Workato’s leaders the confidence they needed to hire abroad. Read their story The future of digital jobs: Which skills will be the most important to businesses? If you’re considering a new role, just starting out in your career, or looking to improve on your skill set within digital industries, you need an understanding of which skills are the most important. Read the blog on-demand webinar On-Demand Webinar: The Practical Approach to Growing Remote Teams Missed the live event? We've got you covered. Watch as Remote's VP of People Nadia Vatalidis joins experts from Loom to share real-world strategies that have helped maximize productivity and promote great culture within their remote work environments. Watch here FEEL CLOSER, GROW FURTHER REQUEST A DEMO You received this email because you are subscribed to News & Offers from Remote Technology, Inc. Update your email preferences to choose the types of emails you receive. Unsubscribe from all future emails Remote Technology, Inc. 18 Bartol St. #1163 San Francisco California Copyright © 2022 Remote Technology, Inc. All rights reserved.

  

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  by "Remote" <hello@remote-comms.com> - 11:02 - 30 Aug 2022

• Discover 11 ways you can use modern observability to drive results across your business

  Observability is becoming mission-critical but what have we learned about how the industry uses observability? In our infographic, “2022 O11y Trends Report at a Glance” we looked at what we have learned about observability this year. We found out that: 90% of IT leaders thought it was essential to them in 2022 72% of people have to toggle between 2 tools and 13% used more than 10 tools to monitor the health of their systems Observability cultivates collaboration among engineering teams Download the Infographic   FOLLOW US: New Relic, Inc.  31-36 Golden Ln, Dublin 8, D08 A5RV, Ireland | +353 (01) 687 6808 Unsubscribe or Change Your Email Address and preferences at any time. For information about our privacy practices, see our Privacy Policy. © 2022 New Relic, Inc. All rights reserved. New Relic logo are trademarks of New Relic, In  View this online

  

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  by "New Relic" <emeamarketing@newrelic.com> - 05:36 - 30 Aug 2022

• The dearth of automotive chips drags on. Can the auto industry get creative?

  On Point

  Three ways to manage the shortage ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Sarah Thuerk   Copy Editor, Atlanta Semiconductor scarcity The news • Auto opt out. The one-two punch of inflation and strained supply chains is putting a dent in the demand for autos in Europe. European passenger-vehicle sales in June were 15.4% lower than the year before, with consumers snapping up fewer than 900,000 cars. That marks the worst month of auto sales for the region in more than 25 years. Supply chain problems arising from a worldwide shortage of computer chips are largely responsible for the dip, but rising inflation also has consumers holding off on making big purchases. [Fortune] • Motor-less City. The longtime heart of the US auto industry is idling. Global shortages of semiconductors—essential components of vehicles’ electrical systems—are stalling sales all over the country, including in a famed hub of car manufacturing. Some dealerships receive new cars with missing components that rely on computer chips. One dealer refers to these as “build shy,” since the cars are almost ready to sell but still shy of parts. Inflation has put the cost of new and used cars alike out of reach of the factory workers who build them. [WaPo] The auto industry has quickly moved to deal with the chip shortage, but even more decisive action is necessary, especially since the situation is likely to persist far into 2023. Our insights • When the chips are down. Automakers are in a tenuous position as the gap between computer chip supply and demand widens. Many OEMs and suppliers that order car parts close to production decreased their chip orders when car sales fell in 2020. This left them low in inventory when demand for cars increased, according to McKinsey senior partner Ondrej Burkacky and colleagues. The auto sector is stockpiling chips, but producing them can take at least four months, and often longer. Overordering is also part of the problem. • Looking long term. There aren’t short-term solutions for the current chip crisis, but companies can ensure their continued resiliency by developing longer-term strategies. OEMs and auto suppliers often have “control rooms” composed of procurement, sales, and supply chain staff who solve immediate chip needs. But these teams may lack the needed tools, skills, or capacity to develop lasting, strategic solutions. Explore three crucial ways to manage the semiconductor shortage in the immediate future and beyond. Build a technology road map 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:51 - 30 Aug 2022

• Uncertainty can be an opportunity

  Harmony Internal - McKinsey

  Be capable ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   AN ARTICLE A DAY, PICKED BY OUR EDITORS   Edited by Joyce Yoo   Digital Editor, New York Whenever we embark on something new, we are faced with uncertainty. Instead of stressing about things that cannot be controlled, fully embracing uncertainty can be an opportunity for positive change and possibility, according to authors Nathan Furr and Susannah Harmon Furr. In a new Author Talks interview, they lay out tools to help navigate unchartered waters and turn unpredictable, often difficult situations into opportunities for growth, innovation, and creativity. Check it out and see how letting go can help activate and unlock our potential. And for more insights on managing amidst uncertainty, tune into this episode of the Inside the Strategy Room podcast with McKinsey’s Sean Brown, Patrick Finn, Mihir Mysore, and Ophelia Usher.  Author Talks: Into the unknown Nathan Furr and Susannah Harmon Furr provide a tool kit for navigating the growing uncertainty we face in our lives. Be capable   Quote of the day “What the metaverse is really all about is community. The value of belonging to this community. The role you can play as a user in this community so that you feel like a stakeholder and not as a ‘user.’” —Brian Solis, global innovation evangelist at Salesforce, on how businesses should approach the metaverse in "Building the next big experiences" as part of McKinsey's Metaverse Talks series  Chart of the day See today’s chart   ALSO NEW The digital reinvention of enterprise tech go-to-market As customers demand both transformational expertise and simplified, self-serve experiences, the traditional enterprise sales playbook is being disrupted from the top down and bottom up. Personalize at scale   Freelance, side hustles, and gigs: Many more Americans have become independent workers Independent work is booming, the American Opportunity Survey shows. For these workers and society, the upsides and drawbacks are all part of the gig. Understand the shift   Perspectives on model risk management of cybersecurity solutions in banking The sooner banks start their journey and establish an effective approach to model risk management of cybersecurity solutions, the quicker they will be able to manage risk and establish controls. Build your capabilities   Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. 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

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 06:35 - 29 Aug 2022

• In case you missed it: A military veteran knows why your employees are leaving

  Harmony Internal - McKinsey

  Understand the Great Attrition ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   New from McKinsey Quarterly A military veteran knows why your employees are leaving She also knows what you can—and can’t—do about it. Here are three surprising lessons from a veteran of the wars in Iraq and Afghanistan. Understand the Great Resignation Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this email? Forward it to colleagues and friends so they can subscribe too. Was this alert 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 our McKinsey Quarterly alert list. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Quarterly" <publishing@email.mckinsey.com> - 04:58 - 29 Aug 2022

• Most popular recent issues—and a brief pause

  Harmony Internal - McKinsey

  Leading Off is taking a break ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   Thanks for your continued interest in Leading Off—and for joining tens of thousands of other subscribers to make it one of our fastest-growing newsletters. Because leaders need a break too, Leading Off will be taking a brief, two-week pause, but we’ll be back in your inbox on September 12. In the meantime, you can always browse through past issues here, and below are three of our favorite recent issues featuring some of our most-read articles. Take a look in case you missed them the first time around. And if you have friends or colleagues you think might enjoy Leading Off when it’s back, we hope you’ll consider forwarding this email or sharing it on LinkedIn, Twitter, or Facebook. If they want to get future issues in their inbox—or to see our 40+ other free email products—they can sign up at mckinsey.com/subscriptions. (You might want to check it out, too, to revisit your subscriptions or find out about new publications.) A leader’s guide to personal development What really motivates people to grow and change? A leader’s guide A leader’s guide to solving even the toughest problems Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. 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

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  by "McKinsey Leading Off" <publishing@email.mckinsey.com> - 02:59 - 29 Aug 2022

• What makes you go into the office? Learn how today’s workplaces are changing.

  On Point

  Five priorities for the modern office ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Katherine Tam   Project Manager, New York The future workplace The news • Data-driven design. A growing number of companies are carefully tracking employee data (such as in-office attendance and office-usage records) and using the information to make decisions about office design and work-from-home guidelines. Many employers are getting a better sense of how workers use different spaces. Through tools such as asset sensors, companies can detect when desks and workspaces are in use. Employers seek to foster more collaboration and engagement among workers, hoping to inspire more frequent office visits. [Fortune] • Friday I’m at home. Fridays have long been considered a lower-effort day, but now workers aren’t even bothering to show up at the office. Only 30% of workers swiped into the office each Friday in June 2022, according to a company that manages security for 2,600 buildings. With so many workers staying home on Fridays, employers are adjusting to a new reality. Some are offering perks such as food trucks to entice workers back to the office, while others are embracing—and even sanctioning—an early clock-out. [WaPo] The future office must be configured in new ways to support diverse, flexible, and tech-enabled workforces. Our insights • A seismic shift. The COVID-19 pandemic triggered a seismic shift in how people work, and this has profound implications for companies, workers, and office buildings. To help leaders understand how the workplace is changing and how their organizations can best prepare, McKinsey’s experts in real estate, people and organizational performance, and operations are collaborating to offer their insights and analysis. For instance, many employees are embracing remote work, and we have seen flexibility emerge as a top motivator for staying on the job. • Finding new purpose. With the Great Attrition turning into the Great Renegotiation, organizations must strive to better understand employees. Today’s workers are largely reconsidering their jobs and priorities, expecting their work to provide a sense of purpose and direction. The modern workplace needs a new purpose, too. Companies that can clearly define the reason their offices exist can gain advantage over competitors in the hybrid-work era. Explore our collection of articles on the Future of the Workplace. See five workplace priorities 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:55 - 29 Aug 2022

• The week in charts

  The Week in Charts

  Space junk, green steel, and more ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   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—as we strive toward sustainable and inclusive growth. In case you missed them, this week’s graphics explored integrated business planning, space junk, green steel, the Black beauty industry, and supply chains. FEATURED CHART School yourself on space junk See more This week’s other select charts Next-level planning  Getting to greener steel VC funding and the Black beauty industry Sustainable supply chains Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. 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 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

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  by "McKinsey Week in Charts" <publishing@email.mckinsey.com> - 03:58 - 27 Aug 2022

• Summer’s almost over—which of our book picks did you read?

  Readers & Leaders

  We've got you covered ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   THIS MONTH'S PAGE-TURNERS ON BUSINESS AND BEYOND With more than 100 selections on our 2022 summer reading guide, it would be too difficult to pick favorites—thankfully, we didn’t have to. Among books on workplace culture, public health, and more, a few recurring recommendations united our contributors’ bookshelves (great minds, and all that). In a year of global challenge, leaders in business and media layered new wisdom on politics and management with the timeless comfort of classic and contemporary literature. See the most popular books and genres, and find out which publishing house dominated this year’s guide. You can also find out what McKinsey global managing partner Bob Sternfels, and senior partners Tracy Francis, Sven Smit, Gautam Kumra, and others had on their reading lists. Plus, catch a roundup of this month’s Author Talks on entrepreneurship in refugee camps, design thinking for the future, and workplace culture in the remote age. Itching for more good reads? Head to McKinsey on Books for this month’s bestselling business books, prepared exclusively for McKinsey by NPD BookScan, plus more of the latest. To get Readers & Leaders in your inbox monthly, click here to subscribe. WHO MADE THE TOP 5? WHO MADE THE TOP FIVE? Which books, publishers, and genres were most popular on our 2022 summer reading list? Make your guesses and check out the rankings below. Books (in alphabetical order after first place): 1. Liberalism and Its Discontents by Francis Fukuyama (May 2022). Recommended by Mina Al-Oraibi, editor in chief of the National; Azeem Azhar, creator of Exponential View newsletter; and David Vélez, cofounder and CEO of Nubank. 2. Citizens: Why the Key to Fixing Everything Is All of Us by Jon Alexander (March 2022). Recommended by Lisa Witter, CEO of the Apolitical Foundation; and Katherine Garrett-Cox, CEO of Gulf International Bank (UK). 3. How to Avoid a Climate Disaster: The Solutions We Have and the Breakthroughs We Need by Bill Gates (August 2022). Recommended by Noel Quinn, CEO of HSBC; and Magnus Tyreman, senior partner at McKinsey. 4. Leadership: Six Studies in World Strategy by Henry Kissinger (July 2022). Recommended by Laxman Narasimhan, CEO of Reckitt Benckiser; and Anjhula Mya Singh Bais, international board chair of Amnesty International. 5. Think Again: The Power of Knowing What You Don’t Know by Adam Grant (February 2021). Recommended by Børge Brende, president of the World Economic Forum; and Gautam Kumra, senior partner at McKinsey. Publishers: 1. Penguin Random House – 47 books 2. Hachette Book Group – 18 books 3. Simon & Schuster – 14 books 4. HarperCollins Publishers – 9 books 5. TIE: Macmillan and W. W. Norton & Company – 8 books Genres: 1. History – 23 books 2. Biography & memoir – 22 books 3. Fiction, poetry & essays – 21 books 4. Business & economics – 15 books 5. Politics & government – 16 books IN CASE YOU MISSED IT Melissa Daimler defines the formula for strong company culture: “Why are we in business? Why are we here? Why does it matter? Identifying that is important because we’re dealing with the Great Resignation and the Great Reset. A lot of this is because employees aren’t finding meaning in their jobs—they’re not finding an opportunity to grow. I often hear leaders say, ‘It doesn’t matter, that’s just the soft stuff,’ about culture—but it does.” Watch the full interview.  Andrew Leon Hanna shares a lucrative opportunity for purpose-based investors: “Refugees contribute about $63 billion in fiscal surplus to the US government. From an economic point of view, from a moral point of view, and really just from a cultural spirit and joy point of view, we’re missing out on quite a bit. Now is a better time than ever to reassess and say, ‘What are we doing to solve these issues?’” Watch the full interview. Christian Bason and Jens Martin Skibsted aim to future-proof design thinking: “Building stuff for the near future for humans is what got us into this mess in the first point. And so, even though we’re not taking a big bash at design thinking, we are suggesting that we’re at a time now when we really need to go beyond the success of design thinking.” Watch the full interview. BUSINESS BESTSELLERS TOP 8 It’s still not too late to squeeze in some summer reading. For more inspiration beyond our 2022 summer reading guide, check out this month’s selection of the top business bestsellers in eight categories, prepared exclusively for McKinsey by NPD BookScan. Explore the full lists on McKinsey on Books.  BUSINESS OVERALL Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) BUSINESS HARDCOVER Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) DECISION MAKING Blink: The Power of Thinking Without Thinking by Malcolm Gladwell (Hachette Book Group) ECONOMICS Freakonomics: A Rogue Economist Explores the Hidden Side of Everything by Steven D. Levitt (HarperCollins Publishers) ORGANIZATIONAL BEHAVIOR Atomic Habits: An Easy & Proven Way To Build Good Habits & Break Bad Ones by James Clear (Penguin Group USA) WORKPLACE CULTURE Who Moved My Cheese?: An Amazing Way to Deal with Change in Your Work and in Your Life by Spencer Johnson (Penguin Group USA) DIVERSITY & INCLUSION Caste (Oprah’s Book Club): The Origins of Our Discontents by Isabel Wilkerson (Random House) SUSTAINABILITY Net Positive: How Courageous Companies Thrive by Giving More than They Take by Paul Polman (Harvard Business Review Press) BOOKMARK THIS 2022 summer reading guide McKinsey’s annual book list from leaders, authors, and editors is back—with something for everyone. Explore the list The Titanium Economy: How Industrial Technology Can Create a Better, Faster, Stronger America McKinsey’s new #TitaniumEconomyBook explores industrial tech and reveals this underappreciated and undervalued sector for what it really is: a reliable source of high-paying, domestic jobs and soaring stock prices. Preorder your copy now  Deliberate Calm: How to Learn and Lead in a Volatile World Drawing from psychology, neuroscience, consciousness practices, and a combined 50-plus years of international board room experience, a trio of McKinsey veterans offers a unique approach to learning and leading with awareness and intentional choice, even amid the most challenging circumstances. Preorder your copy now  CEO Excellence Three McKinsey senior partners reveal the six mindsets common among extraordinary leaders and share practices you can adopt no matter where you sit in your organization, based on more than 20 years’ worth of data on 7,800 CEOs Order now McKinsey Download Hub Download McKinsey’s signature reports and special collections on the management issues that matter, from leading through the COVID-19 crisis to managing risk and digitizing operations. Get smart If you’d like to propose a book or author for #McKAuthorTalks, please email us at Author_Talks@Mckinsey.com. Due to the high volume of requests, we will respond only to those being considered. —Edited by Molly Liebergall, a digial editor in McKinsey’s New York office Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. 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 Readers & Leaders newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Readers & Leaders" <publishing@email.mckinsey.com> - 11:44 - 27 Aug 2022

• Keeping customers happy in hard times

  Harmony Internal - McKinsey

  Rigorously test what customers want ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   McKinsey Classics | August 2022 Keeping customers happy in hard times Some executives think it’s necessary to cope with challenging times by slashing customer service, and many of them did just that during the recession of 2008. They were clearly deluded, however, as e-commerce was making customer satisfaction even more important. Yet hard times call for creative solutions. How can companies maintain or improve their service levels while managing costs? A 2008 McKinsey article suggested that they should rigorously test their ideas about what makes customers satisfied. In doing so, many find that their long-held ideas are simply wrong. Consider time-to-answer, a metric used to calculate employment in call centers. Unfortunately, a 10 percent improvement requires much more than a 10 percent increase in staff. Some companies have carefully measured their customers’ attitudes on this subject. A wireless telecom provider found that answering phones immediately produced delight among customers and that leaving them on hold for a specific number of seconds—the patience threshold—produced strong dissatisfaction. Customers didn’t care about times in between these poles. The company relaxed its service levels but carefully avoided crossing the patience threshold. Customer satisfaction dropped negligibly, but the significant savings in staff costs were reinvested to raise it by making problems easier to resolve. This isn’t an isolated example. Read our classic article “Maintaining the customer experience.” — Roger Draper, editor, New York Learn what’s really important to customers Related Reading CX without design only gets you halfway  Adapting customer experience in the time of coronavirus  Six customer experience pitfalls to avoid  Did You Miss Our Previous McKinsey Classics? How the best organizations manage talent Of the practices that influence an organization’s productivity, talent management is often the one most in need of improvement. Read our 2011 classic “How the best organizations manage talent.” Improve your teams’ productivity  Follow our thinking McKinsey Insights - Get our latest thinking on your iPhone, iPad or Android. Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. 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 our McKinsey Classics newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

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  by "McKinsey Classics" <publishing@email.mckinsey.com> - 09:28 - 27 Aug 2022

• The metaverse, health system supply chains, and more big reads for the weekend

  Harmony Internal - McKinsey

  Dive into this week’s essential reads ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   CURATED PICKS FOR YOUR DOWNTIME, FROM OUR EDITORS   Joyce Yoo   Digital Editor, New York As we head into the final weekend in August, take the time to catch up on some of this week's big reads including the metaverse, technology and cyber risk, supply chains in health systems and more. The pandemic has forced health system supply chains to become more resilient. William Weinstein and his coauthors explore how to improve the function's performance and strategic value. Move forward McKinsey's new Metaverse Talks series includes interviews with leading executives about navigating the future of the virtual world. Check out the Q&As James Kaplan and his coauthors explain the importance of developing an end-to-end risk appetite framework for tech risk and cyber risk. Reap the benefits Our weekly briefing note on sustainable and inclusive growth explores sustainable production of commodities and more. Get the latest update Quote of the day “You project a word or person in whichever direction you want to go, rather than conducting an analysis where you break things apart. You ideate, you come up with something, and you iterate and iterate. You have to start over many times. At the end, you can get to a result you’re happy with.” —Jens Martin Skibsted, a global partner at Manyone, on design thinking in a recent Author Talks interview Chart of the day See today’s chart ready to unwind? ‘Dig once’ could help states manage material and worker shortages Multiple excavations for infrastructure improvements can be disruptive to the public. Coordinating projects could minimize negative impacts and help states manage supply chain and labor shortages. Plan early   Building resilience: The history and future of US crisis management The crisis management community has made great progress on building resilience in the past two decades, but much work remains to prepare for a future of more frequent and damaging disasters. Be prepared  65-Across: Legislation from 50 years ago that strove for gender parity ... or how 1-, 25-, 35-, and 48-Across could be described? Know the answer? Test yourself with the latest McKinsey Crossword, Gender Parity | No. 90. Promote equality  Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. 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

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  by "McKinsey Daily Read" <publishing@email.mckinsey.com> - 05:06 - 26 Aug 2022

• You’re busy all day long. But are you getting anything done?

  The Shortlist

  Collaboration beats interaction ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  Share this email Share this email on LinkedIn   Share this email on Twitter   Share this email on Facebook   OUR BEST IDEAS, QUICK AND CURATED | AUGUST 26, 2022 View in browser   Edited by Barbara Tierney   Senior Editor, New York This week, how to un-master the art of being pointlessly busy. Plus, how CFOs can rebrand themselves as innovation allies, and Tech for Execs on paying down technical debt. Busy bodies. The slow season is coming to a close for many of us, and that means the busy season is about to begin. And being busy is good—unless it’s not. One article that senior partner Aaron De Smet and colleagues published back in January that continues to resonate with McKinsey readers poses a simple question: “If we’re all so busy, why isn’t anything getting done?” Energy drain. In our efforts to connect across our organizations, we’re drowning in real-time virtual-interaction technology, from Zoom to Slack to Teams, plus group texting, WeChat, WhatsApp, and everything in between. But while interacting is easy, value-creating collaboration is not. Every minute spent on low-quality engagement takes away from more important activities that create forward momentum, however you define it. Telling versus delegating. Many organizations struggle to find ways to identify and pursue solutions. Bureaucracies and micromanagement (often part of “busy work”) slow down a company’s response to the market and to customers, preventing leaders from focusing on strategic priorities. They also make employees unaccountable and lacking in responsibility, leading not just to inefficiencies but also to workers feeling undervalued and disengaged. McKinsey research suggests that empowering employees and spending more time on high-quality coaching interactions are the way to go. The empowerment mindset. To instill this dynamism in a culture, leaders can role-model mindsets and behavior that promote empowerment; managers can role-model, communicate, and build the coaching skills they want to see. In particular, managers and employees will need significant support to get comfortable with failure. To accommodate and even celebrate setbacks as a necessary step on the way to success, organizations can focus on reworking performance-management, investment, and training processes and structures. Decision-making responsibilities, too, are obviously crucial, but they’re different from empowerment. Many organizations don’t delineate who gives input and who ultimately makes the decisions. Role clarity allows employees to navigate their jobs more easily, speeds up decision making, and can lead teams to be more customer focused, for example. To make this shift, leaders have to ensure that everyone is crystal clear about who has a voice and who has the actual power to vote or veto. This is harder than it sounds, but there is life after death by committee. Mind melds. You have built a great team of skilled people who trust one another. They feel empowered. You have clarified roles. Yet meetings are still often unfocused and unproductive. To turn this workhorse of the modern organization into something you look forward to, not dread, ask these three questions: Should we even be meeting at all? What is this meeting for, anyway? And what is everyone’s role? These questions offer the meeting-challenged—from the C-suite to the smallest sales office—a way to help ensure that the session produces better business decisions. OFF THE CHARTS A promising source of decarbonization: heat pumps Reducing power sector emissions is key to most decarbonization pathways. On a grid that is primarily powered by fossil fuels, carbon emissions can be at their highest during peak load times, when fossil-fuel-powered auxiliary stations come online to meet sharp increases in demand. Our analysis shows that, for a typical North American grid, heat pumps powered by renewables could produce significantly lower emissions than those from other common heating methods. Check out our chart of the day here. PODCAST The office gets a whole new (floor) plan Where do companies stand with return-to-office mandates? Can companies even issue them successfully, given the resistance by many employees? In this episode of the McKinsey Talks Talent podcast, McKinsey experts discuss the office space of the future—including what workers want, what employers need, and how workplaces will need to change accordingly. “Some work needs to be done together, but not a spurious mandate—not a ‘We’re back in charge now’ orientation,” says Bill Schaninger, a senior partner and talent leader. “I think that’s a fool’s errand and will continue to destroy your value proposition.” More on McKinsey.com How CFOs can rebrand themselves as innovation allies | When it comes to the innovation process, research shows that many business unit leaders view the CFO and the finance team as obstacles, not allies. To change that perception, CFOs can take these five actions. The strong job market isn’t benefiting all Americans | Many respondents to McKinsey’s latest American Opportunity Survey say that limited opportunities and a lack of skills are keeping them on the sidelines of the tightest labor market in 50 years. Digging into global food security challenges | Geopolitical and climatic events are affecting the food system’s resilience. Here’s what happened this year, what may come next year, potential consequences, and considerations that may mitigate the impact. TecH for execs It’s time to pay down your tech debt Our experts serve up a periodic look at the technology concepts leaders need to understand to help their organizations grow and thrive in the digital age. What it is. Technical debt is the price your business pays—literally—for writing bad code, deferring maintenance, or increasing the complexity of your IT systems through trade-offs, lack of investment, or a focus on short-term solutions. Each of these actions makes developing any future technology products or services more time consuming and expensive. It’s as if you were to take your car to a mechanic who did the bare minimum to keep your car running each time and ignored the more fundamental issues with your car. Then every time you bring your car in for servicing, it becomes more and more expensive because of all the issues that were ignored earlier. Why it’s important. For any business that relies on technology to compete, technical debt is a silent stifler of innovation and progress. The bigger your technical debt, the more it acts as an anchor slowing down your technical advances. According to almost a third of the chief information officers we have surveyed, 20 percent of their technology budgets that are ostensibly dedicated to new products are diverted to resolving issues related to tech debt. They also estimate that tech debt amounts to 20 to 40 percent of the value of their entire technology estate (before depreciation). For larger organizations, this translates into hundreds of millions of dollars of unpaid debt, and it’s not getting any better; tech debt continues to rise in most of the organizations we examined. Paying down your tech debt frees up tech dollars to go to business priorities, and has some big upsides for your people, too. We have found that actively managing tech debt can free up engineers to spend as much as 50 percent more of their time on work that directly supports business goals. Less maintenance, more productivity. Where does technical debt live? That’s a good question, and one that many tech leaders have difficulty answering because the tech debt that lurks in systems is obvious only once work on it is needed. But some telltale signs include rising costs and numbers of people focused on doing maintenance work (often on legacy systems) and increasing delays and costs in developing new technology products and solutions. What you can do about it. One of the reasons technical debt is so debilitating is that few companies know the extent of it or what parts of their IT stack are causing it. So a good place to start is to identify where your tech debt lives and measure its size, though get ready for a potential shock. One large North American bank learned that its more than 1,000 systems and applications together generated over $2 billion in tech-debt costs. Other successful actions we’ve seen include putting a cash value on the tech debt generated by each application (or providing discounts when tech debt is removed) so everyone understands the true cost of the decision, or reserving fixed team capacity to tackle tech debt. These actions create real incentives for teams to focus on the big technology picture and help make tech debt an integral part of decision making on tech. What technology concepts would you like us to help explain next? Let us know. Share this Tech for Execs BACKTALK Have feedback or other ideas? We’d love to hear from you. Tell us what you think Follow our thinking Share these insights Did you enjoy this newsletter? Forward it to colleagues and friends so they can subscribe too. 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 Shortlist newsletter. Manage subscriptions | Unsubscribe Copyright © 2022 | McKinsey & Company, 3 World Trade Center, 175 Greenwich Street, New York, NY 10007

  

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  by "McKinsey Shortlist" <publishing@email.mckinsey.com> - 02:36 - 26 Aug 2022

• The ‘wounded masculine’ is dominating the workplace. What’s the antidote?

  On Point

  Why effective leaders need empathy  ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌   ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ ‌ 

  TODAY’S NEWS. TOMORROW’S INSIGHTS. A daily newsletter from McKinsey & Company   Edited by Gwyn Herbein   Assistant Managing Editor, Atlanta Lead like a girl The news • Hit me in the feels. Empathy—showing genuine concern for employees’ lives—is becoming one of the trendiest skills in management. As companies try to help workers counteract the stress and burnout of the past two years, empathetic leadership is gaining traction in management training programs. Some senior leaders think that acknowledging workers’ perspectives and struggles leads to higher engagement and productivity. Others worry that an outsize focus on feelings may inhibit constructive feedback and growth. [WSJ] • The power of emojis. Workplace hierarchies aren’t as visible in remote work settings, so today’s managers can’t exercise authority solely on the basis of their formal roles. Emojis and GIFs can serve a higher purpose in the hybrid environment. Workers who use collaborative tech platforms to make emotional connections can acquire relational power, allowing them to influence others regardless of job title. Managers might consider using technology platforms to show off their personalities and share more casual information with teams. [MITSloan] “In the midst of the Great Resignation crisis, it’s actually more feminine traits—like intuition and empathy—that are becoming critical.” Our insights • The ‘wounded masculine.’ Workplaces are collapsing to the “wounded masculine—a world of competition over collaboration and power over people,” says former Procter & Gamble marketing executive Dalia Feldheim. Disengaged workers cost companies $7 trillion in lost productivity worldwide. But combining positive masculine traits, like thinking strategically, with positive feminine traits, like passion, empathy, and teamwork, can help managers combat workplace unhappiness, Feldheim suggests. • Embracing ‘feminine’ leadership. At a time of widespread attrition and burnout, it’s more important than ever for leaders to embrace conventionally feminine traits, shares Feldheim, author of Dare to Lead like a Girl: How to Survive and Thrive in the Corporate Jungle. Research shows that women and men are equally effective as leaders, yet women occupy fewer leadership roles. Learn five leadership areas that women excel at, and see how Feldheim’s “5P” leadership model can increase the effectiveness of all leaders, regardless of gender. Explore a new leadership model 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

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  by "McKinsey On Point" <publishing@email.mckinsey.com> - 12:39 - 26 Aug 2022