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Teamwork in the workplace is what increase productivity.

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It's widely accepted that teamwork is a Good Thing. You'll hear few sensible people saying, "Teamwork? Pah! What a waste of time!" But what is it about teamwork that makes promoting it a key priority for HR, and for organisations generally?

Knowing the value of teamwork can help HR make a strong case to management on various policy issues, from learning and development to workplace culture. So here are the key reasons teamwork is so important in the workplace.

1. Teamwork is efficient work

A key pillar of the industrial revolution, a foundation of modern civilisation, was the division of labour. And that's just another way to say teamwork.

Employee teamwork enables your workforce to:

Split difficult tasks into simpler ones, then work together to complete them faster

Develop specialised skills, so that the best person for each task can do it better and faster

In a nutshell, teams make work more efficient. That can lead to better productivity, reduced costs, greater profitability, and many other benefits.

2. Teams self-monitor

When one person does a task alone, they have total autonomy - but if that person starts to work slowly or ineffectively, who will set them straight? Nobody, that's who.

In teamwork, many people have responsibility for the same goal. Most significantly, teammates observe and depend on the quality of each other's work. When one team member's performance dips, the others have the knowledge and motivation to help them improve. Without management intervention, effective teams can often regulate their own performance.

3. Teams innovate faster

For any task or problem, there are usually countless solutions. When one employee tackles a project, they might be able to think of a few different ideas given time. But when a team tackles a problem, the project benefits from multiple perspectives, skillsets, and experiences all at once.

A team approach can therefore lead to faster, deeper innovation.

4. Teammates learn from each other

Imagine you have a workforce of 10 designers all working in separate rooms. Each designer works to their own strengths and suffers from their own weaknesses, with nobody to teach or learn from.

Now put them all in the same room, on the same project. Working together, they'll soon learn each other's strengths and correct each other's mistakes. And everyone's performance will improve.

5. Teamwork can create healthy competition

But what happens to that same team of 10 designers a year down the line, when they've learnt all they can from each other? They'll soon start to compete with one another, to prove their ability and chase promotion or other incentives within your organisation.

Provided the right challenge and rewards are in place to promote competition, team performance can keep improving.

6. Teamwork promotes strong working relationships

Finally, when employees work together and succeed as a team, they form bonds that can turn into trust and friendship. It's human nature. And it's great for your organisation, since employees who like and trust each other are more likely to:

Communicate well with each other

Support and motivate each other

Work cooperatively

It's little wonder successful organisations value teamwork so highly.

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The Importance of Teamwork in the Workplace | BrightHR

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It's widely accepted that teamwork is a Good Thing. You'll hear few sensible people saying, "Teamwork? Pah! What a waste of time!" But what is it about teamwork that makes promoting it a key priority for HR, and for organisations generally?

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The greatest did not make it to the top by themselves. They had a strong team behind them, a group of people who helped them become better. Forbes identify and explain what it means to have a team behind them.

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Working effectively as part of a team is incredibly important for output quality, morale, and retention. My professional experience involving teamwork has primarily been within software engineering, but most of the takeaway lessons aren't limited to engineering.

From the perspective of efficiency, a traditional argument against staffing large teams comes from Frederick Brooks's The Mythical Man-Month. A man-month or person-month refers to the unit of work that one person can accomplish in one month. The basic premise that Brooks argues against is the notion that a software project that takes one person a year to complete (twelve person-months) can have its timeline shortened to a single month simply by staffing the project with a dozen engineers. Upon seeing projects falling behind, many managers want to put schedules back on track by simply adding more engineers to the project.

The problem with this logic -- and the reason it's a myth -- is that each additional engineer added to a project incurs both communication and coordination overhead with everyone else on the team, and so the time to complete a project doesn't actually decrease linearly with increased staffing. This leads to what is commonly known as Brooks's Law, that "adding manpower to a late software project makes it later." [1]

Because of this line of reasoning, managers or technical leads sometimes over-correct and attempt to maximize efficiency by staffing single-person projects to reduce the communication overhead down to zero. Some companies, like Google, even emphasize in their promotion processes that an engineer has to demonstrate ownership in a project, which incentivizes engineers to define and prioritize individual projects so that they can be the indisputable owners of those projects and increase their chances for a promotion.

The reality is that there are a number of downsides and risks to working alone that affect output quality and morale:

Working alone makes it harder to get early and continual design feedback, thereby decreasing output quality. A tight feedback cycle is critical to achieving a productive state of flow [2], and the earlier that you can get feedback, the less likely that you'll waste time going down the wrong path and earlier you'll know to correct your course. In practice, one place where this shows up in software development is that it's significantly easier for someone to review your code and to give good feedback if they actually work on the same team as you and share the same project context as you; it's much harder to for someone on a different project to give you code. Brian Fitzpatrick and Ben Collins-Sussman capture this notion well in one of their taglines in "software development is a team sport." [3]

Working alone reduces learning. One part of this is related to the first point, where there are fewer people with a shared context to challenge your ideas. Another is that because the project takes much longer to complete, each individual working along works on fewer projects over time.

Working on a team increases the bus factor for a project. The bus factor [4] of a project refers to the number of team members that can be hit by a bus (or gets sick, leaves the company, goes on maternity leave, etc.) before a project comes to a complete halt; a higher bus factor reduces risk on a project. It also helps prevent obscure and undocumented shortcuts taken by a single individual and forces team members to spread knowledge and to do things in a way that other people on the team can pick up if necessary.

Working on a team increases accountability. Peer pressure is a powerful force. Particularly if you're working with people whom you respect and don't want to let down, the motivation to help your team succeed can override the dips in motivation that you encounter on days when you're not at your best.

Slower project momentum from working alone reduces morale. Project estimation is hard, and projects tend to slip behind schedule. [5, 6] In single-person projects, a single stall can put the project to a halt, just like how in a grocery store with only one checkout line, one problematic customer or one item that needs a price check can put all sales to a temporary halt. With at least one additional person on the project, there can still at least be some forward momentum.A related point is that people tend to think about time spent on a project in terms of time elapsed and not time invested, so even if you've only been working part-time on a project for two months spread out over half a year, it's hard for you and others within the organization to internalize that and not think the entire project proceeded slowly and took half a year to complete. This disappointment at the time elapsed to a finish a project can also reduce overall morale and excitement.

The lows of a project are more demoralizing when working alone. Sand traps that you struggle to get out of, monotonous work that you need to grind through, and bugs that seem to defy all understanding become less draining and more bearable when there's someone else to share the pain with.

The highs of a project are more motivating when working as a team. Celebrating an achievement with teammates is a great way to boost morale. If you work alone, who are you going to high-five when you get something working?

The lower morale from solo projects also tends to mean lower employee happiness and consequently lower retention. For all these reasons, I strongly believe that one-person teams should be avoided in growing organizations and that the minimum team size should be two. In any project, there might be one-person tasks, but grouping those tasks thematically into a shared team context so that people are still working together toward a shared goal rather than working separately mitigates a lot of the above risks.

For companies with many ongoing projects or for products with large surface areas, it's tempting to argue that because there's so much to get done anyways, it makes sense to just staff a number of one-person teams (an oxymoron) on orthogonal projects to make some progress on everything. This can be a symptom that the organization is undisciplined enough to prioritize and either cut or serialize projects. In Crossing the Chasm, Geoffrey Moore argues that one reason many high-tech companies fail to take their product into the mainstream market is due to this lack of discipline in limiting the set of projects to focus on: [7]

"This isn't rocket science, but it does represent a kind of discipline. And it is here that high-tech management shows itself most lacking. Most high-tech when it comes down to marketing choices, will continue to shy away from making niche commitments... [T]he claim is made that, although niche strategy is generally best, we do have time -- or we cannot afford -- to implement it now. This is a ruse, of course, the true answer being much simpler: We do not have, nor are we willing to adopt, any discipline that would ever require us to stop pursuing any sale any time for any reason."

All of this doesn't mean that working on a team is easy. We've all probably had our share of project experiences where slackers who don't pull their own weight take the fun out of teamwork. But given the above risks, that doesn't mean we shouldn't figure out and practice how to build effective teams.

For more posts like this, follow Habits for Effective Engineering and Learning.

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[1] Brooks, Frederick. The Mythical Man-Month: Essays on Software Engineering, Anniversary Edition

[2] Mihaly Csikszentmihalyi. Flow: The Psychology of Optimal Experience

[3] Brian Fitzpatrick and Ben Collins-Sussman. Team Geek: A Software Developer's Guide to Working Well with Others

[4] http://en.wikipedia.org/wiki/Bus...

[5] Engineering Management: Why are software development task estimations regularly off by a factor of 2-3?

[6] What are some ways to improve your project estimation skills?

[7] Geoffrey Moore. Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers
This question originally appeared on Quora. More questions on Management:

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Working effectively as part of a team is incredibly important for output quality, morale, and retention. My professional experience involving teamwork has primarily been within software engineering, but most of the takeaway lessons aren't limited to engineering. From the perspective of efficiency, a traditional argument against staffing large teams comes from Frederick Brooks's The Mythical Man-Month.

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We can go on for hours talking about what articles that best suit us in terms of diversity. But look no further as this article contains 50 articles of diversity.

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Talk of diversity in the workplace is nothing new, but as more individuals, organizations, and politicians speak about feminism, immigration, gender identity, and the gender pay gap, it is coming to the forefront of business news once again. Additionally, studies are showing that the more diverse a workplace is, the more success it achieves, and organizations are looking to learn more about how to increase diversity and manage diversity.

To help hiring managers, executives, and others in the workforce learn more about diversity, we have rounded up 50 must-read articles on workplace diversity. We chose articles based on their relevance, writers' expertise, and timeliness. We also included articles that offer varying perspectives and analyses of diversity in the workplace in an effort to bring as many arguments to the table as possible. Please note, we have listed our 50 must-read articles on diversity in the workplace here, in no particular order.
1. Diversity in the Workplace: Benefits, Challenges and Solutions
Josh Greenberg's article on diversity in the workplace for The Multicultural Advantage provides an overview of diversity and briefly breaks down both the benefits and challenges of diversity. The article also recommends steps for achieving and maintaining diversity in the workplace and suggests solutions for it.
Three key points we like from Diversity in the Workplace: Benefits, Challenges and Solutions:
David Ingram's diversity in the workplace article for the Houston Chronicle details its advantages and disadvantages. As Ingram points out, it's the way in which organizations manage diversity that allow them to capitalize on the benefits and minimize the disadvantages.
Three key points we like from Advantages and Disadvantages of Diversity in Workplace:
Entrepreneur has been inspiring, informing, and celebrating entrepreneurs for nearly 45 years. Their guest writer Kim Abreu is a recruiting trends analyst at Glassdoor who makes the argument for building a diverse staff. As Abreu explains, "recruiting and retaining a diverse, inclusive group of employees lets your company reflect the world around you and makes your team better able to develop fresh ideas that will meet the needs of the whole marketplace."
Three key points we like from The Myriad Benefits of Diversity in the Workplace:
The Undercover Recruiter presents an article that examines the advantages of diversity in the workplace that is written by Sophie Deering, senior account executive at Link Humans, an employer branding agency. In the article, Deering explains that there is much more to diversity than age, gender, race, and cultural background.
Three key points we like from What Are the Benefits of Diversity in the Workplace?:
Global LT's article on diversity in the workplace specifically focuses on the advantages of cultural diversity that companies realize when they hire employees from a variety of backgrounds, races, ages, religions, and genders. Higher morale and different perspectives are just two of the benefits of diverse workplaces examined in this article.
Three key points we like from Advantages of Cultural Diversity in the Workplace:
NPR's Code Switch is comprised of a team of journalists who study race, ethnicity, and culture, the ways in which they play a role in our lives and communities, and how things are shifting. Lead blogger for the Code Switch team, Gene Demby examines what happens when diversity becomes nothing more than a corporate buzzword in this article on diversity in the workplace.
Three key points we like from 'Diversity' Is Rightly Criticized As An Empty Buzzword. So How Can We Make It Work?:
In this diverse workplace article, The Economist points outs that people think diversity sounds like a good idea and pay it a great deal of lip service, but in reality they think differently to the point that some HR consultants are concerned about diversity fatigue. The article also highlights the fact that companies may "starve themselves of talent" if they ignore diversity.
Three key points we like from Diversity Fatigue:
8. Cultural Diversity in the Work Place
@thebalance
@KimberlyAmadeo

President of WorldMoneyWatch.com and touting 20 years of senior-level experience in economic analysis and business strategy working for major international companies, Kimberly Amadeo gives a thorough overview of cultural diversity and its place in business in her article for The Balance. Amadeo also explores the many economic benefits of diversity and explains how diversity makes more money for companies.
Three key points we like from Cultural Diversity in the Work Place:
Sophia Kerby and Crosby Burns' article on diversity in the workplace for the Center for American Progress centers on the relationship between diversity and the economy and concludes that a diverse workforce is integral to a strong economy. The article also explains that diversity plays a key role in growing a strong, inclusive economy that will last over time.
Three key points we like from The Top 10 Economic Facts of Diversity in the Workplace:
Writing for the Harvard Business Review, Frank Dobbin, Harvard University professor of sociology, and Alexandra Kalev, Tel Aviv University associate professor of sociology, take an in-depth look at why diversity programs are failing to increase diversity. Dobbin and Kalev explore the factors that led to diversity in the workplace and the work companies need to do to promote diversity positively and successfully.
Three key points we like from Why Diversity Programs Fail: 11. Diversity and Inclusion: The Reality Gap
@DU_Press
@JulietBourke
Three key points we like from Diversity and Inclusion: The Reality Gap: @avanberkel Three key points we like from How to Increase Workplace Diversity:
Juliet Bourke, Stacia Garr, Ardie van Berkel, and Jungle Wong's Deloitte University Press article on diversity in the workplace states that diversity and inclusion in the workplace are CEO-level issues but companies face frustration and challenges in handling them. As the authors put it, there is a gap between intention and reality.

Three key points we like from Workplace Diversity and Inclusion Gets Innovative:
Written in the how-to style, this leadership guide is designed for CEOs who want to increase workplace diversity. As the guide points out, promoting diversity benefits the bottom line but companies must approach the hiring process holistically and take an active role in helping diverse workers feel comfortable and adjust to the work culture in order to curb turnover.
Three key points we like from Reaping The Benefits Of Diversity For Modern Business Innovation:
The Society for Human Resource Management is the world's largest professional association of HR professionals. Novid Parsi's SHRM article explores the fact that a homogenous workforce will not help companies succeed in the future because U.S. minorities will not be in the minority aby 2044 according to the Census Bureau.
Three key points we like from 5 Competitive Benefits of Diversity in the Workplace:
Ekaterina Walter is a Forbes contributor and Wall Street Journal bestselling author who explores the benefits of diversity in terms of modern business innovation. Walter highlights the role diversity plays in a company's ability to innovate and adapt in quickly changing environments.
Three key points we like from Why 'Thought Diversity' Is The Future Of The Workplace:
George Dickson's Bonusly article centers on the fact that diverse workforces are beyond beneficial; they play a significant role in the success of companies in the modern business landscape. To prove his point, Dickson highlights five ways in which companies that actively seek out and embrace diversity gain advantages over their competitors.
Three key points we like from 10 Ways Workplace Diversity Helps Your Business Grow:
Alison Griswold's Business Insider article raises an important point about diversity in the workplace: it goes beyond gender and race and ethnicity and religion and includes diversity of thought. People who think in different ways boost innovation, creativity, and problem solving within their companies.
Three key points we like from 13 benefits and challenges of cultural diversity in the workplace in 2017:
A partner at ServiceMaster Restoration by Zaba, Diana Rodriguez-Zaba understands that diversity in the workplace is not reserved for large companies and enterprises; indeed, small businesses also need to embrace diverse workplaces to increase productivity and sales and to be a real member of the community. She explores the benefits of creating workplace diversity in her HuffPost article.
Three key points we like from Here's How You Can Make Diversity More Than a Buzzword in Your Office: 20. This is What You Get Wrong When You Talk about Diversity in the Workplace
@Recode
@HeyHeyESJ
Three key points we like from This is What You Get Wrong When You Talk about Diversity in the Workplace: @laurawp
Hult Business School's recent article on cultural diversity in the workplace lists seven benefits and six challenges of embracing a diverse workforce. It encourages companies to embrace diversity in order to gain a competitive edge on a global scale while recogniing that there are some challenges associated with doing so.
Three key points we like from The State of US Workplace Diversity in 14 Statistics:
Principal at Moementum INc., Jim Morris explores how to put diversity into practice rather than simply talk about it in this article for The Muse. Morris explains that smart leaders understand the value of diverse teams and do everything they can to create them because they know it "improves the department's product, increases innovation, and leads to better results."
Three key points we like from Everything You Need to Know About Diversity in the Workplace:
Eric Johnson's Recode article on diversity in the workplace centers on the highlights of a podcat with Code2040 CEO Laura Weidman Powers. Code2040 recognizes that 2040 is the year minorities are projected to become the majority of the U.S. population and says businesses need to act rather than claim to want to make progress on diversity and inclusion.
Three key points we like from What Are the Important Dimensions of Workplace Diversity?:
Blaze Stutes' ArchPoint article provides diversity in the workplace by the numbers. Rather than showing that companies are keeping up with the changing face of the U.S., the data shows that companies are not making diversity a priority.
Three key points we like from Step 1 to Promoting Diversity: Avoid the 'Lying, Crying, and Denying':
Head of customer marketing at When I Work and co-founder and CMO of Upgradeio, Rob Wormley provides an in-depth look at diversity in the workplace in this article, which also points out that there are two types of diversity: inherent and acquired. Wormley also reminds readers that diversity goes beyond culture and includes ideas.
Three key points we like from 7 Tips to Be Sure You're Managing Diversity in the Workplace Correctly:
Former Wall Street Journal staff reporter and current Envato Tuts+ copy editor and business writer, Andrew Blackman explores 10 dimensions of workplace diversity in his article. Written as a tutorial, the article encourages readers to think more broadly about diversity to create a fair and equal workplace and reap the benefits of doing so.
Three key points we like from Why Diversity in the Workplace Promotes Innovation and Problem Solving:
Tammy Binford's HR Hero article focuses on the role HR plays in promoting diversity in the workplace. HR recruits and retains diverse workers and communicates with employees and executives at every level about the importance of diversity, yet sometimes contributes to problems with diversity rather than being the solution.
Three key points we like from What Are the Advantages of a Diverse Workforce?:
Andrea Cook urges readers to consider managing diversity in a company like hosting a lively dinner: you assemble the right mix of people while working to bring them together, make them feel comfortable, and keep the conversation moving. When companies fail to manage diversity properly, employee turnover rises, employee relations are impacted, and companies are at risk of being charged with discrimination. On the other hand, building a diverse workplace and managing it properly has far more advantages than disadvantages, as Cook makes clear in her article.
Three key points we like from Use Cognitive Diversity to Get the Most Out of the Workplace:
CultureIQ enables companies to make positive, measurable changes in order to strengthen their culture. When it comes to diversity in the workplace, CultureIQ writer Taryn Barnes explains that it is a critical component of a business and explores two of the main reasons leaders should actively recruit and retain a diverse workforce.
Three key points we like from Men in Power: There's a Job Only You Guys Can Do for Diversity:
In her Houston Chronicle article, Rose Johnson points out that companies are making strides in achieving workplace diversity because we are in an era of economic globalization. Yet, companies still have a long way to go to create the diverse workplaces that will give them a competitive edge.
Three key points we like from How to Promote Cultural Diversity in the Workplace:
VP of marketing at Emergenetics International, Mark Miller explores the value of cognitive diversity in the workplace in his article. Miller explains that cognitive diversity in the workplace is just as powerful as strong leadership and great communication because it creates an inclusive, collaborative, and open space that empowers people to create and share ideas.
Three key points we like from Cultural Diversity in the Workplace, Part 1:
Aneri Pattani is a journalist who explores the findings of a study that suggest women and minorities are penalized when they advocate for diversity. As a result, white men in positions of power are the ones who will need to make strides in promoting diversity in the workforce.
Three key points we like from How to Foster Diversity in the Workplace:
Erin Ollila's article on diversity in the workplace centers on the critical role HR plays in creating an inclusive environment that takes into account the cultural diversity of your entire workforce - domestic and abroad. Ollila offers tips for fostering cultural diversity in the workplace and ensuring employees feel accepted.
Three key points we like from Does Your Workplace Lack Diversity? Employee Referral Programs Might be to Blame:
A leading provider of diversity and inclusion training tools and the top diversity calendar, Diversity Resources covers cultural diversity in the workplace in a series of articles. This is the first part of that series and focuses on four essential skills companies must possess in order to manage diversity in the workplace effectively.
Three key points we like from Perks and Benefits That Foster Workplace Diversity:
A helpful article for those looking to begin creating a diverse workforce, How to Foster Diversity in the Workplace offers a brief guide for doing so and provides a concise overview of it. The article also reminds readers that retaining a diverse workforce is just as important as creating one.
Three key points we like from A Workplace-Diversity Dilemma:
An associate editor of The Institute, Monica Rozenfeld examines whether employee referral programs are responsible for a lack of workplace diversity in her article. As Rozenfeld points out, recommending candidates is a popular practice for finding talent but hiring people referred by employees can lead to less diversity in the workplace.
Three key points we like from Here's Why Workplace Diversity Programs Don't Work:
Head of community at CultureIQ, Jamie Nichol outlines steps for creating and maintaining a workplace that fosters diversity and creativity in this Justworks article. Nichol highlights the fact that highly diverse workforces benefit their companies in countless ways, from increased creativity and innovation to higher earnings and returns on equity.
Three key points we like from Workplace Diversity Will Soon Include Artificial Intelligence:
In her Atlantic article on workplace diversity, Bourree Lam examines the counterintuitive idea that white male leaders are in a better position to promote diversity than female or minority leaders. Lam points to research completed by David Hekman, associate professor at the University of Colorado's Leeds School of Business, and researchers from the National University of Singapore and the University of Texas that suggests women and minorities are judged harshly when promoting diversity in the workplace.
Three key points we like from 7 Ways to Promote Diversity in the Workplace:
A senior writer at The Cut, Dayna Evans explores why diversity programs don't work in her article. Evans points to research covered in the Harvard Business Review that reveals diversity programs and training yield the opposite results of what companies offering them intended.
Three key points we like from What Is Diversity in the Workplace and Why Should You Care?:
As if companies don't have enough to manage in terms of diversity, now technology is changing the game yet again. Rebekah Hayden points out in her phys.org article that artificial intelligence (AI) is capable of fulfilling desk jobs that previously could not be animated.
Three key points we like from Driving Diversity in the Workplace:
Kristen Walsh is a freelance writer and editor who explores the impact company culture has on diversity efforts in her article for Bentley University. As Walsh points out, hiring a diverse workforce is just one step; creating a company culture that supports it and is inclusive enough to make people want to stay is another.
Three key points we like from Leaders in Diversity and Inclusion: 5 Lessons From Top Global Companies:
Colliers' article on diversity in the workplace urges readers to consider it one of their biggest priorities because of the benefits your benefit will reap from it. The article also reminds readers that diversity is not compliance, a burden, or a source or challenge or trouble for companies; rather, it is about fully deploying a variety of resources for better outcomes that benefit everyone.
Three key points we like from Why Diversity Matters:
The Grand Rapids Area Chamber of Commerce offers Driving Diversity in the Workplace, an article that focuses on the need for diverse workforces to keep up with the shifting demographic and generational trends in the United States. As Lorraine Medici, director of training and development at Express Employment Professionals of Grand Rapids, explains: "Being a workforce that understands and responds to the changing cultural and generational climate means being an organization that truly values its people."
Three key points we like from We All Know Workplace Diversity Makes Sense: So Why is Change So Slow?:
Aperian Global's article on diversity in the workforce poses a hypothetical situation that shows how leaders charged with managing diversity must focus on designing and implementing a collective, multidimensional solution. Hiring minorities is not enough; companies also must create a culture that supports and sustains diversity.
Three key points we like from The Importance of Diversity in the Workplace:
Vivian Hunt, Dennis Layton, and Sara Prince look at the importance and benefits of diversity in their article for McKinsey & Company. The article highlights recent research that shows companies with more diverse workplaces perform better financially.
Three key points we like from Enhancing Diversity is an Ongoing Challenge for Companies:
Anthropologist and founder of Move the Elephant for Inclusiveness, Tinna Nielsen examines why it takes so long for companies to create diverse workplaces in her article for the World Economic Forum. As Nielsen points out, companies know the value of becoming more inclusive, yet they continue to struggle to create inclusive workplace cultures quickly enough.
Three key points we like from 6 Perspectives on Diversity in the Workplace:
The Institutional Investor's article on diversity in the workplace emphasizes the value of having workers from a variety of races, genders, and ages for gaining fresh ideas from a deep well of experience. A diverse workplace is one that helps resolve conflicts and situations that require mutual respect in order to reach a healthy conclusion.
Three key points we like from Transgenderism and Diversity in the Workplace:
Dr. Steven Lindner is a Daily News contributor who explores why diversity poses such a challenge for companies. Dr. Lindner highlights the fact that companies spend millions on advertising and recruiting from various communities and backgrounds and then on training and developing their workforce to be diverse only to find that the disparity between majority and minority workers continue.
Three key points we like from Building Sustainable Diversity in the Workplace:
Paul Jun's Help Scout article recognizes that research shows diverse teams are more effective than homogeneous ones, but companies continue to face challenges when creating a diverse workforce. Jun also points out that a diverse workforce is a powerful asset to forward-thinking companies.
Three key points we like from Gender Diversity in the Workplace: A Problem That Just Isn't Improving:
Shepell's article on diversity in the workplace centers on transgenderism. Inclusive workplaces need to consider gender and those with gender dysphoria in order to be entirely inclusive.
Three key points we like from Understanding Diversity in the Workplace:
Aon explores the most pressing business issues around the globe in The One Brief. Their article considers a Forbes study that suggests workplace diversity and inclusion are key drivers of internal innovation because alternative perspectives challenge assumptions and lead to new approaches.

China Gorman is a global business executive in the human capital management sector. Her article on the challenges in creating gender diversity in the workplace examines why the problem persists despite companies knowing the diversity results in more revenue and productivity.

Monique de Maio's article on diversity in the workplace for Business 2 Community takes a thorough look at diversity and the ways in which it benefits organizations. de Maio also examines managing diversity and offers three tips for creating a corporate environment that cultivates diversity.

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Diversity in the Workplace: 50 Articles on Benefits, Advantages, More - Wonolo

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Talk of diversity in the workplace is nothing new, but as more individuals, organizations, and politicians speak about feminism, immigration, gender identity, and the gender pay gap, it is coming to the forefront of business news once again.

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It's time that we change the way we see corporate America. It's time for change and this picture reminds us what we mean by re-defying corporate America

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We're new to the workforce; however, we are just getting started on what type of managers we will deal with. This article will help identify qualities of a bad leader and we take that into consideration on what not to do as a leader.

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Brian Tracy

Brian Tracy is Chairman and CEO of Brian Tracy International, Best-Selling Author of over 70 books, and a Professional Speaker.

It's a known fact that most workforces are only as capable as their leader. However, not everyone has the good fortune to work under a leader who is inspiring, capable and motivating. Whether you are working under a leader or employing a leader, it's important to learn how to recognize the qualities of a bad leader and act accordingly. Outlined below are a few telltale leadership qualities to look for that poor leaders often demonstrate.

One of my favorite leadership quotes is, "Integrity is the most valuable and respected quality of leadership. Always keep your word." It doesn't matter how capable, intelligent or effective a leader is. If they lack moral integrity, troubles are bound to follow. For one, employees look to their leaders for examples of what behavior is acceptable. If a leader is engaging in unethical behavior, it won't be long before the employees under them are engaging in unethical behavior as well. Sooner or later, a lack of moral integrity almost always leads to a person's undoing, which is why it should be a major red flag.

Great leaders know how to employ a range of leadership styles depending on what the situation calls for. The simple truth is that not all employees are motivated by the same factors, and there is no "one-size-fits-all" approach that will work in every situation. Good leaders recognize this and are fluid, while poor leaders may be stuck in their ways and unwilling to adapt to what the situation calls for. If you notice that a leader is stubborn, slow to adapt to changing situations and is demonstrating a "my-way-or-the-highway" attitude, they are likely a poor leader.

3. Little Vision For The Future

The job of a leader is to push forward, and good leaders should always be focused on how they can make tomorrow more efficient and productive than today, as demonstrated by Elon Musk's vision of the future. Bad leaders, though, often get complacent and stay satisfied with the status quo. If a leader is not focused on the future and demonstrating a clear plan for how to continuously improve, progress is unlikely to happen.
4. Lack Of Accountability
The best leaders take accountability when things go wrong and give credit to others when things go right. Employees want to know that they are working for a leader who will give them due credit when they do well and not throw them under the bus when things go wrong. Some leaders, though, are unable or unwilling to shoulder this responsibility and instead deflect blame to others and take credit for themselves. In the end, this behavior is going to do very little to motivate a workforce to succeed.
5. Poor Communication Skills
Great communication skills are by far some of the most important traits for a leader to have. It doesn't matter how effective a plan a leader is able to draw up. If they are not able to communicate that plan to their employees in a way that is easy to understand and motivating, then little progress is going to be made. Good leaders need to be able to listen intently and communicate clearly. If a leader is demonstrating an inability to communicate their ideas and expectations to others, they are not likely to be a very effective leader.

Leadership can make or break any business. Because of this, there are a few key factors to consider before you join a new team or hire a new leader. These characteristics should also be applied to anyone trying to improve their own skills, as well. No matter the case, remember that great leaders must regularly demonstrate integrity, adaptability, vision, accountability and communication skills to effectively lead their teams to greatness.

Do you recognize any of these traits in your leadership team? How about in your own leadership style? Leave a comment below.

Brian Tracy is Chairman and CEO of Brian Tracy International, Best-Selling Author of over 70 books, and a Professional Speaker. ...

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Forbes Coaches Council is an invitation-only, fee-based organization comprised of leading business coaches and career coaches. Find out if you qualify at forbescoachesc...

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Leadership Weaknesses: How To Spot The Qualities Of A Bad Leader

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Forbes CommunityVoice Connecting expert communities to the Forbes audience. What is This? Forbes allows professional fee-based membership groups ("communities") to connect directly with the Forbes audience by enabling them to create content - and participate in the conversation - on the Forbes digital publishing platform. Each topic-based is produced and managed by the group.

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Toyota did not manage on their quality control, therefore they had to recall and pay billions of dollars.

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World Class Manufacturing - Meaning and its Principles

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World class manufacturing is a collection of concepts, which set standard for production and manufacturing for other organizations. Lets discuss the principles and other important aspects of world class manufacturing in detail.

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We know how the Marriott became so successful in the hotel industry, because of its customer service. Here are some tips that we should follow as well as our future employers to ensure customer satisfaction.

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Diversity is important in every aspect of our lives. From personal to professional, diversity promotes on what we are and what we can do on making a better future.

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The future is female and today we are taking advantage of the future right in front of us! This article correlates on how today's society is changing and how women are taking opportunities on finding jobs that men are most dominant in.

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Just a friendly reminder on the three main categories that identify management. It shows how we provide, process, and use information that is beneficial to our performance in the workplace.

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Henry Mintzberg spent most of his life, identifying and researching managerial roles. Even though that the article does not have full access; however, the amount of information that have provided for us can be beneficial of identifying the roles in the organization is key and helps us use them effectively.

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Henry Mintzberg's Managerial Roles

There are many roles a manager has within an organization. Performing these roles is the basis of a manager's job. To be effective at these roles, a manager must be a complete businessperson by understanding the strategic, tactical and operational responsibilities he or she holds. While not always explicitly stated in a manager's job description, at any given moment a manager might have to be a coach, a strategic planner, a liaison, a cheerleader, a conflict manager, a realist, a problem solver, an organizer, an optimist, a trainer and a decision maker. These roles can change from day to day, but one thing is for sure: a manager must understand all of his or her roles and how to perform them effectively. This means that a manager must have a global understanding of all business functions, organizational goals, his or her level of accountability and the appropriate way to serve both internal and external clients of the organization.

Henry Mintzberg spent much of his career researching the managerial roles and behaviors of several chief executive officers, or CEOs. Mintzberg discovered that managers spent most of their time engaging in ten specific roles. He was able to then classify these roles into three categories, including interpersonal, informational and decisional roles. To better understand these roles, let's look at how they are applied by Bernard the Boss as he goes through his daily routine as a manager at a local grocery store.

Interpersonal Roles

The first category of roles described by Mintzberg is called interpersonal roles . These roles involve the behaviors associated with human interaction. In other words, interpersonal roles are those roles that allow a manager to interact with his or her employees for the purpose of achieving organizational goals. There are three roles listed under interpersonal roles, which include figurehead, leader and liaison. Let's look at how these three roles are played out by Bernard.

When Bernard arrives at the store in the morning, he holds a daily meeting for all employees who are working that day. He spends time talking about daily specials and sales goals and motivates his employees for the day by holding a friendly contest between the workers to try to sell as many of the sale items as possible during their shift. He informs his employees that the highest seller will win a $50 gift certificate for the store. As a figurehead, Bernard the Boss has certain social, ceremonial and legal responsibilities that his employees expect him to fulfill. Bernard is seen as a source of inspiration and authority to his employees.

As Bernard goes about his day, he must make sure that he's monitoring the performance of his employees and how well they are doing in their sales. He checks with his employees periodically to make sure they understand the products that are on sale and what key features to point out, as well as to remind them of their goal of winning the contest. Bernard the Boss's role as a leader requires him to direct and manage the performance of his employees. He will spend time communicating performance goals, training and mentoring employees, supporting employee efforts, supplying resources, evaluating employee performance and motivating employees toward a higher level of productivity.

Bernard does not leave all the selling up to his employees, because he likes to maintain contact with his customers to better understand their needs and how he can accommodate them. He stops and chats with several customers throughout the day to get feedback on sale items and to learn about products that his customers would like to see the store put on sale in the future. Acting as a liaison is Bernard the Boss's final interpersonal role. As a liaison, Bernard communicates with internal and external members of the organization. This networking activity is a critical step in reaching organizational goals, especially those concerned with customers.

Informational Roles

The second category of managerial roles is informational roles. The informational roles include those roles in which a manager must generate and share knowledge to successfully achieve organizational goals. There are three roles listed under informational roles, which include monitor, disseminator and spokesperson.

After Bernard is comfortable with his employees' understanding of the sales products and their goals, he heads back to his office to do some research for what he will put on sale next week. Bernard spends time reflecting on the feedback his employees gave and the information his customers shared with him that day, and he also looks at what his competitors are putting on sale at this time. The monitor role that Bernard the Boss must fill involves the task of researching, locating and choosing useful information. As a monitor, Bernard has to stay abreast to current industry standards and changes occurring in both the internal and external business environments. This also includes monitoring the performance of employees and their level of productivity.

Bernard combines all of the information into a proposal for next week's sale advertisement and forwards the information to upper management for approval. He also spends some time previewing this information with his employees so that they can begin to familiarize themselves with the items. As a disseminator, Bernard must take the information he gathered as a monitor and forward it on to the appropriate individuals.

Now that Bernard has approval from upper management, he creates the advertisement for next week's sale items and begins to distribute it to his customers. Acting as a spokesperson on behalf of the organization is Bernard's final informational role. As a spokesperson, Bernard communicates information about the organization to outside parties.

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henry mintzberg's managerial roles - video & lesson transcript | study.com

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Henry Mintzberg's Managerial Roles - Video & Lesson Transcript | Study.com

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There are many roles a manager has within an organization. Performing these roles is the basis of a manager's job. To be effective at these roles, a manager must be a complete businessperson by understanding the strategic, tactical and operational responsibilities he or she holds.

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As young leaders, getting a heads up in the corporate industry is important. This article can help educate and inform us what to expect and to how to think like the true young leaders we are.

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1. Learn to lead by example.

At some point in their careers, everyone has had a boss who has asked them to do something they don't usually do, such as come in early for a meeting, and then the boss was late for it. Having the "do as I say" attitude doesn't make you likable and doesn't earn you the respect of your team. A good leader is one who leads by example and does what they expect everyone else to do. If you expect your team to be hard workers, then you should be a hard worker too. By practicing what you preach, you earn the respect and loyalty of your team, and before long, you'll see that they're following your example.

2. Be goal-oriented.

Instead of focusing on the problem at hand, an effective leader instead directs attention toward the solution. Instead of worrying and complaining about the issues, they focus on the objectives and then turn their energies toward creating a plan and strategy to achieve those objectives. An effective leader prioritizes so they can get the most important and urgent things done first.

3. Take responsibility.

Instead of pointing fingers and playing the blame game when things go wrong, a good leader takes responsibility for the team's actions and their consequences. By being willing to take responsibility, you prove that you're worthy of trust and respect.

4. Share the glory.

We've probably all had a boss who took all the credit for the team's hard work and success, right? This is not an effective leader. An effective leader is one who is team-oriented and more than happy to share the glory and credit for a job well done with the team. They admit that the success and achievements are due to the team's joint efforts. A leader is only as good as the team behind them. By sharing the glory, an effective leader can earn the admiration and respect of the team. After all, no one wants to follow a selfish leader.

5. Know how to develop a team.

One of the primary traits of an effective leader is the ability to develop team members through training, teaching or coaching. The team will not be able to achieve the goals of the organization without this training.

An effective leader can build people up and create a stronger team, which benefits everyone involved. They can do this because they pay attention to the strengths and weaknesses of the team as a whole, as well as those of each team member. They have excellent communication skills, which they can use to build relationships with and among team members. By building good interteam relationships, they create a greater level of productivity.

6. Become a master of communication.

Excellent communication skills are necessary to become an effective leader. However, communication is not just about expressing what you want to happen -- it's also about being able to truly listen to others. An effective leader not only expresses their ideas and strategies persuasively and clearly but also truly listens to feedback with an open mind.

7. Be courageous and assertive.

In many cases, the leader of a team has to venture into new territory, which means they have to face the unknown and take risks or break rules. In order to do this, a leader must be able to speak up about the things that truly matter and be assertive about what they need and want from their team and for their team. An effective leader is willing and ready to face any challenges and obstacles so they can achieve their own goals and the goals of the organization.

8. Be confident.

Projecting confidence is probably the most difficult characteristic to develop. Some people are naturals when it comes to this, but you can develop a greater sense of self-assurance. Part of this confidence is having faith and feeling secure in yourself and not needing to be accepted and loved by others, as well as being able to prove that you have the competencies and the skills to be an effective leader and to lead the team to its common goal.

No matter where you are in your career, it's never too late to learn how to be an effective leader. These eight tips will help you develop your leadership skills and make you more desirable in the workplace.
Abhi Golhar, nationally syndicated radio host & entrepreneurial steam roller. Helping business owners advance & finish well. AbhiGolhar.com

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1. Learn to lead by example. At some point in their careers, everyone has had a boss who has asked them to do something they don't usually do, such as come in early for a meeting, and then the boss was late for it.

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Hello everyone! My name is Epiphany Allen and I like to show my craft in every aspect that I can. I enjoy spending time with my family because it's the bond that stitch us together including my beloved dog Theo. I also enjoy trying new things, discovering new people and food that are outside of my comfort zone because everyone designs their dishes differently from others.