Mental well-being is critical for individuals, communities, and organizations, yet despite the lifting of taboos around mental health in society, employees are feeling less cared for than ever. So why are we still reluctant to talk openly about our mental well-being at work?
Leaders can play a critical role in facilitating these conversations by speaking up about their own experiences and encouraging others to do the same.
Read MoreSpeaking up — and being heard — in organizations is critical, but failed attempts to speak up happen often at work and can lead people to silence themselves and others in the long run. Instead, leaders and team members should frame such situations as opportunities to learn.
Read MoreGenerative AI has the fastest take-up of any technology to date. Now, as AI applications are becoming immersed in workplace culture and power, we’re beginning to see how GenAI tools will impact our conversational habits, which direct what we say and who we hear.
Read MoreStaff at Boeing are still reluctant to speak up about safety problems, even after a door panel on one of its jets recently blew out mid-flight and hundreds of lives were lost in two earlier planes crashes, according to an experts’ report commissioned by the US Federal Aviation Administration.
Read MoreHave you ever considered the conversations going on in your workplace? What is said but overlooked? Who gets to talk to whom? What counts as a valuable conversation?
Read MoreWorking at the intersection of leadership, change, dialogue and mindfulness, Reitz’s research focuses on how we meet, see, hear, speak, learn with and encounter one another in organisational systems and how we might encourage dialogue which is more humane and which enables us, our colleagues and our society to flourish. Current focus is on the rise of ‘employee activism’.
Read MoreReitz, M. (2022). How Leaders Can Respond to Increasing Employee Activism MIT Sloan
Read MoreReitz, M., Higgins, (2022). Leading in an Age of Employee Activism MIT Sloan
Read MoreReitz, M., Higgins, J. (2021). Don’t Ban Politics at Work Harvard Business Review
Read MoreReitz, M., Higgins, J. and Day-Duro, E. (2021). The Wrong Way to Respond to Employee Activism. Harvard Business Review.
Read MoreReitz, M. and Higgins, J. (2020). Speaking Truth to Power: Why Leaders Cannot Hear What They Need To Hear. British Medical Journal Leader.
Read MoreReitz, M., Waller, L., Chaskalson, M., Olivier, S. and Rupprecht, S. (2020). Developing Leaders Through Mindfulness Practice. Journal of Management Development.
Read MoreReitz, M. and Higgins, J. (2019). Do you realise how scary you are? The European Business Review
Read MoreReitz, M. and Chaskalson, M. (2020). Why Your Team Should Practice Collective Mindfulness. Harvard Business Review.
Read MoreHiggins, J. and Reitz, M. (2019). If whistleblowing is the answer, find a better question. Journal of Royal Society Medicine.
Read MoreReitz, M. and Bolton, M. (2020). Is Menopause Taboo in your Organisation? Harvard Business Review.
Read MoreReitz, M., Higgins, J. (2018) Speaking Truth to Power. The European Business Review
Read MoreReitz, M. and Higgins, J. (2019). Managers you’re more intimidating than you think. Harvard Business Review.
Read MoreFuchs, B., Reitz, M. and Higgins, J. (2018). Do You Have Advantage Blindness? Harvard Business Review
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