Leaders know that they’re supposed to say they value input from anyone, anywhere in the organization. Often, though, their behavior suggests differently. Jim asks a provocative question for leaders: in the last week has someone challenged you? If not, he suggests, perhaps you've built a team of team of fearful sycophants not a constructive "team of rivals."

The word "leader" implies inspiring and motivating types of behavior, whereas "manager" evokes attending to budgets, hiring, and supervising. In this brief description of a multi-study research stream, Jim and fellow researchers Kevin Kniffin and Hannes Leroy explain how our love of leadership can come at the cost of neglecting important management behaviors and skilled managers, and what might be done to enhance consciousness about the decision-making biases these words can lead to.0

If an organization wants to attract new business and promote revenue growth, whom should it promote? These decisions are pivotal to the success of a company but are prone to implicit bias as illustrated in the real example Jim shares.

Raising issues about racial injustice at work takes courage and brings risk for anyone — but especially for Black employees. Jim and co-author Laura Morgan Roberts show that you can speak up more effectively, and offer five strategies to mitigate those risks.