The shrinking jobs across the tech industry have left many U.S. business insiders anxious that other industries may end prematurely in the post-pandemic hiring spree.LinkedIn Workforce Confidence Indexto be released by the end of 2022, collects data on nearly 900 million members to establish a baseline of existing workforce to account for the impact of corporate fluctuations.
More than 30 percent of respondents expressed anxiety about their job situation, fearing that impending budget cuts in their respective departments could increase the number of layoffs. However, contrary to the decision of the top management, women in the workplace use choice as a lever for future decision-making.
McKinsey working women The report (2022) found that 29% of women had considered taking a less demanding role or leaving their current employer altogether in the past year.
The confluence of occupational, long-term and substantive occupational certainty continues to be affected by the opportunity index, or lack thereof. According to the McKinsey report, the “broken ladder” has not changed in the past eight years. Compounding pressures between home and work for working women continue to be negatively impacted by career shifts that impede upward mobility. Entry-level promotions to managerial positions continue to favor male candidates while limiting women’s attainment. For every 100 men, only 87 women advance from entry-level positions to managers.
The trickle-down effect finds that far more men than women would otherwise qualify for senior leadership positions, creating a decline in pipeline demand across the talent spectrum.
The report goes on to find that “female leaders are leaving their companies at the highest rate in years, and the turnover gap between female and male leaders is the largest we have ever seen. Putting the magnitude of the problem in perspective: For every Two of the executive-level women who moved up to the next level chose to leave their companies.”
The variability of responsibility in light and reflection of the global pandemic has many across the globe seeking alternative principles to guide professional pursuits.
Influencing a Changing Mindset
With the clock ticking and a new normal made up of semi-transparent and increasingly precarious job prospects, some see spirituality as a panacea for their current challenges.
According to a report last year, people have become more spiritual after the pandemic. Seventy-five percent of Americans describe themselves as spiritual, and 28 percent of them say the pandemic has led to a deepening of their faith.
The report’s authors noted, “People are spiritual but have been reluctant to bring that part of themselves to work. Leaders now have the opportunity to build a rare culture—one that encourages people to bring their hearts to work, and leaders are Glad they did.”
Spiritual pursuits across cultural and professional domains appear to hold promise for translation into corporate settings through conscious leadership approaches.
Jeffrey Deckman received the International Business Awards’ 2021 Innovator and Thought Leader of the Year for his work on conscious leadership, which he credits with Social unrest is necessary. “Being a conscious healer in action requires a unique form of detachment that combines empathy and compassion with professionalism and discipline. It requires us to act in the best interest of the entire organization while ‘seeing to the man of men’.”
An example of a professional consciously approaching business from life lessons to bring culture into a client’s practice.
Robin Rivera spent several years studying women’s leadership, focusing on social welfare at UC Berkeley. A Mexican-American and a 2012 George Miller Scholar, Rivera believes that conscious leadership is still in its relative infancy.
“Conscious leadership seems to be the buzzword of the moment, but few people really understand what it means. Through powerful divine leadership and multidimensional transformation, we are at the forefront of accelerating human consciousness,” Rivera said.
After earning a master’s degree in awareness and transformative learning, Rivera focused on mindful leadership training for flex employees.
“During these urgent times, we are witnessing the rapid globalization of the digital marketplace and increased demand for alternative teaching, healing modalities and energy work,” Rivera said.
Like Rivera, change strategist Albana Vrioni believes awareness needs to be raised to support volatile markets. “Conscious leadership is not altruistic or forgiving—it is inclusive and wise. The opposite of conscious leadership is divisive, judgmental, critical, and demeaning. Small-minded, rigid, short-sighted, arrogant, and A narcissistic leader is the opposite of a conscious leader.”
Rivera’s personal story of homelessness and surviving on food stamps overlaps with her need for compassion in both professional and personal situational awareness of others.
“I came from humble beginnings, which precluded vigorous dreams of jobs that might be meaningful in the future,” Rivera shared. “I have been fortunate to have educators who recognized my gift for writing and guided me on a path to UC Berkeley. These experiences have driven me to focus on what it means to work, to serve, and to culture. It is essentially a meaningful Conscious leadership, I am honored to serve in a way that gives my clients the same, if not more, satisfaction that they receive.”
The challenges of Rivera’s background underscore how many professionals are grappling with the chaos of the post-pandemic world of work. “Client demand continues to grow for understanding leadership from a new personal leadership perspective,” Rivera added.
Endgame doesn’t aim to be perfect, Vrioni added. “Conscious leadership is not about perfection. No leader is perfect. In Conscious Leadership, we explore the extent to which we must be aware of our ecosystems in order to make decisions that include the environment in which we work .”
As leaders in all areas of business continue to grapple with talent gaps, the demands of work-life balance, and instability in financial markets, many are turning to new leadership styles to meet current demands. Rivera, the recipient of more than 37 awards for her leadership, advocacy and community service, sees opportunity amidst the instability in every department.
“Conscious leadership embraces us all, providing avenues for understanding and compassion in an unstable world.”
The interview has been edited and condensed for clarity.