Rosemary Bova Rosemary Bova

If The Truth Be Told

I’ve always prided myself on being a conscious, professional woman. Recently, while nursing a sprained ankle, I heard a story on the Tamron Hall Show. In this segment, the fiancé in a mixed-race couple went to try on a wedding gown she’d seen online. She loved the dress, and when she approached the register, the clerk mentioned she could have the dress lining customized to match her skin color–for an extra charge! Although uncomfortable, she paid extra for lining to match her skin color. Her fiance was livid and shared the story on social media. It went viral, gaining multiple millions of views.

I am reminded of an experience I had about 25 years ago. I had taken a colleague to a personal shopper I was using. The professional shopper offered her a black bra, my friend said that’s all I wear. I, in turn, said you don’t wear white? My friend's response was, black is closer to my skin color. I got it, and I reacted with an embarrassed silence.

 

Tamron’s show brought this memory back to me. I know I’ve grown as a person since this bra-shopping incident, and yet…I had to ask myself an uncomfortable question: why did it take a white man’s social media rant to draw our attention to the plight of a woman of color?  He encouraged us to wonder: why did his soon-to-be wife have to pay for the privilege of accurate skin color representation…when his whiteness has always been free? 

His rant elevated my awareness to a systemic level. How many of us white people, women especially,  are unaware of what non-white women are regularly experiencing? Yet many, including myself, are hesitant or even afraid to speak up or ask a question. The result inadvertently perpetuates systemic unconsciousness. 

I wonder what it might take to inquire from a place of kindness and curiosity to heighten our awareness. As I write this the voice in my head keeps reminding me of negative responses we might receive. But still…We want to take action. We want to right the wrongs.  How might we overcome our fears of conflict and other unpleasantries? I welcome your thoughts, memories, and ideas.

 
 
Read More
Rosemary Bova Rosemary Bova

Best Laid Plans

Recently a friend living in the Caribbean asked if I could do her a big favor. Her friends and contacts in NYC were all out of commission and she needed copies of her marriage certificate and her divorce decree for immigration purposes. This favor would entail going to the County Clerk and another office to get certified copies of both documents. I said sure. She offered to pay for my car service both ways and reimburse me for the fees I’d have to pay at both offices. 

I had a car pick me up at 8:15 AM. My appointment was scheduled for 10:00 and it was suggested I get there 30 minutes prior for security. When the car entered the highway the driver immediately moved into the Express Lanes. I hadn’t planned on this, instead estimating we’d be in traffic for 20-30 minutes. We were out of the tunnel in no time, which had me thinking I’d be very early and wishing I would have arranged a pickup at least 20 minutes later. I was wrong! Lower Manhattan was a bitch, causing me to arrive five minutes late. Upon entering the building, I was greeted by a Security Guard, who asked if I had an appointment. Yes, I said, but my name was nowhere to be found. Kindly, he told me that I was not on the list for 10 AM or 9:30 AM. Fortunately, I brought the email my friend sent indicating the time of the meeting. 

I then entered Security. Even after telling them I had a metal bracelet on, it set off the device and I had to have a wand scan. Directed to another, the employee there insisted I had to fill out details about my friend’s marriage that I didn’t know. After about 10 minutes of this, I simply wrote her name on the form, signed my name, and was granted access. 

Sitting, waiting for my number to be called, I reflected on the experience. I had provided each person I’d come in contact with, specific details. I may as well have been speaking Greek, because none of them was listening. Not one of them exercised interest or judgment. The last person in that office seemed to be on top of everything, with no support from coworkers or management. 

Leaving the first appointment, I had to walk to the other end of the building, a city street, and backtrack for my next appointment. (Readers, are you as unsurprised as I am?) This time I entered the Manhattan Supreme Court Building. Court Officers manned the entrance. It went smoothly. I had a first floor room number but couldn’t find it. Upon asking an Officer I was told to take the elevator to the basement. 

I walked into the Clerks room, a huge dreary place. About five people were at desks far away from the reception area. A young man, who I learned later was a trainee, greeted me at reception. After telling him what I wanted he said I have to ask my supervisor about this. I was an unusual case. It took awhile, as the documentation letters giving me the ok to receive this information had to be microfiched into the system. The trainee kept me informed along the way, which I appreciated. I met another person who seemed to know everyone and asked her if she worked in the building. She said no but told me about the expertise a couple of the workers had ie. knowing where everything was. It was time to pay and another woman came over to me and escorted me to another room. You would have thought a veil was lifted.This room was full of lively employees, engaging with their coworkers and with their work.The energy was high. The walls were painted the same drab eggshell color, but the employees seemed happy and engaged in their work.

So what was the difference? Management, or in this case, supervisors. I couldn’t believe my eyes. Early in my career while taking the OSD course at the Gestalt Institute of Cleveland I was assigned to analyze an organization without saying a word. I was asked to walk around and observe. What could I learn? That assignment never faded from my memory. Here I was, decades later, using my skills of observation. I could have made a report about both offices I had visited that day, which served as a stark reminder of the importance of supervisors and managerial accountability.

My report would no doubt have highlighted the trainee. I hope the young man’s natural abilities to serve customers continues to be nurtured.   

Readers, have you experienced a disempowering supervisor or manager? Have you seen a new supervisor or manager reignite a lackluster team? I welcome your thoughts.

 
 
Read More
Rosemary Bova Rosemary Bova

Who Would Have Thunk It?

I received a mystery novel for Christmas this year. The book, called Nowhere To Be Found, is written by Sandra Brown, an author I wasn’t familiar with. Nowhere To Be Found concerns a mass shooting and the search for the perpetrator. I was at the last fifty pages or so when I was startled. One of the major characters, while visiting his parents, had a “come to Jesus” moment. By that I mean he had a consulting company in which he provided management with information about the employees as well as other important business factors. Well that sounds familiar, I said, smiling to myself. 

The book’s character  was telling his father, who was recovering from an early diagnosis of cancer, that he wanted to start a new consultancy. This time, he wanted to identify employees who needed coaching in their current role. If job improvement was not feasible, he had a better idea: provide them with opportunities to find a role they were better suited for in the company. His father’s reaction was “positivity not negativity”. My ears perked up: my work throughout these 30+ years has been based on the same premise. 

I first began my career thinking that if individual workers altered their behavior, they would have greater success in their roles and at the company. Things changed when I met Dr. Elliott Jaques, who introduced me to the importance of Requisite Organization. Requisite Organization  teaches us that the right role structure in companies affects workers’ behavior. There is much more to it than that, which I am happy to introduce you to with an Executive Briefing. I consider myself privileged to have called Dr. Jacques my teacher. Back then? I was devastated! I wanted to help companies and their employees. Imagine my learning that I was going about it all the wrong way! 

I’m forever grateful that I did not let my feelings get in the way of learning about Requisite Organization. After learning about this system, I gained a clearer perspective. I quit fussing over employee behavior and output. Instead, I asked myself: How is this company built? Who is in charge? Who answers to whom if a mistake occurs? Employees are expected to work hard and do their best. Managers are then accountable for their employees’ outputs. Requisite Organization represented a subtle but hugely important shift in my management perspective.

Another major Requisite Organization lesson? Supervisors are not managers. They do not have the authority to hire, remove from office, etc. What they can do is make recommendations to their manager about employee effectiveness, wages, and salary increases. 

Fast-forwarding to around 2016, I participated in a coaching program facilitated by Fabianne Fredrickson at Boldheart. One of her recommendations was to write a short book as a leave-behind when visiting potential clients. This experience helped me to get clear on what I offer to clients: helping individuals, teams, and the entire company to be their best.Now I analyze companies' infrastructure. 

Equally important to effectively working in today’s workplace? Encouraging individuals and teams to engage in self-care 

It's hard to believe that a book I was reading during my downtime would lead me right back to work. It’s a good thing I enjoy my job so much! I welcome your thoughts, as always.

 
 
Read More
Rosemary Bova Rosemary Bova

Managerial Tips from Dolly Parton Part 2

Dolly Parton’s 9 to 5 movie and the movie’s hit theme song were popular in the 70s. As we discussed in Part 1, Parton’s song, like an anthem, still riles up working women today. 

2023 saw the reversal of Roe vs Wade. Some states quickly jumped on the bandwagon to pass restrictive laws about a woman’s right to choose what medical choices she and her doctor make. A citizen and a practicing Catholic, I cannot fathom how my religious beliefs should affect another woman’s ability to choose what happens to her body. Remember, the US was established on the premise and value of religious freedom!

For more than 3000 years, women have lived under a system of patriarchy. This has led to the dominance of, and pressure applied to, the importance of masculine points of view over feminine points of view. 

Over the course of my invigorating career, I've worked with many great men. I've also seen the negative effects of the patriarchy on women in the workplace, and in society at large. Unfortunately, patriarchal views have been internalized by women. Misogyny is now internalized in women’s DNA, or at least in some women’s DNA. By giving women the right to choose and the right to be treated equally in the workplace (i.e. receive the same wages as their male counterparts), we allow American women to stand shoulder-to-shoulder with men.

Psychologist Carl Jung said that both men and women had both animus and anima tendencies in their psyche: Both-And. Wouldn’t it be better if we were problem-solving using both perspectives? Recently, we had the resignations of two female Presidents of prestigious universities. These occurrences were the result of hearings on Capitol Hill where complex, nuanced questions were asked and the questioner brought forth cheap “sound byte” answers.

Women and men, Dolly Parton can’t fight this brave battle alone. Let’s step up. Let’s fight all forms of misogyny, whether it be internalized or systemic misogyny. Let’s teach our boys and girls, and our men and women, what equality looks like. Let’s make the workplace and the world a better place. 

 
 
Read More
Rosemary Bova Rosemary Bova

Managerial Tips from Dolly Parton Part 1

On a recent snowy afternoon, I curled up with a cup of tea, excited about what awaited me in my queue: an episode of the CPB’s Independent Lens. The show featured the 925 Movement. 

I knew the Dolly Parton movie 9 to 5. I sing along with the car radio when the movie’s theme song comes on–and you probably do too! It’s an anthem that gets many women, young and old, riled up to this day. I’m embarrassed to say I had little awareness of the national 925 Movement. I was enlightened and eager to share with my readers. 

The 925 Movement encouraged women to fight for equality in the workforce. Unfortunately, many of us are still carrying on that fight. 

During World War II, thousands of jobs were left vacant in the manufacturing and service industries. Women rose to the occasion, ably picking up the slack. After the war, soldiers returned and women vacated many of the roles.

Many women still wanted to work and found themselves relegated to clerical roles, their skills or interests no longer of use–and no longer a consideration.They became clerks and secretaries where they were forced to accept low wages and were required to fetch coffee and lunch for their male colleagues and bosses. Worse yet, they were often forced to tolerate sexually explicit jokes and, in some cases, sexual assault. 

The Independent Lens documentary featured women in Boston, Ohio, and Washington during the 1960s and ’70s. It traced the history of grassroots movements as they steadily picked up steam. During this same period, 1972, Congress passed the Equal Rights Amendment.  President Carter extended the ratification time frame by three years till 1981. In 2020, Virginia became the 38th state to ratify the ERA, but it is still not law. Why? 

Dear Reader, I’d love to hear from you. How do you foster equality in the workplace-from your female and male employees or co-workers? How do you mentor younger women and men at your place of employment? What has you belting out your best Dolly Parton impression in the shower this week? Please stay tuned for Part 2 of this conversation…

 
 
Read More
Rosemary Bova Rosemary Bova

Brave and Honorable

Recently I was asked to facilitate a Board Retreat for a wonderful non-profit health organization. The work came to me from a former client who had recently become the President of this Board. I was excited to be working together again. 

We rolled up our sleeves! After two exploratory meetings, we had a Zoom meeting with the Executive Committee of the Board. I then designed a strategic Retreat for them. Nine members attended, 3 by Zoom. The session was held on a Saturday from 10-2 pm. Our goal? Refresh and re-focus, ready to serve the clients with kindness and competence. 

The session was kicked off by the President giving her reasons for why she felt it was necessary to have a strategy session. I followed with a focusing guided meditation. I was happy that the President saw value in the short-term effects of team meditation. According to this recent Forbes article, “One of the biggest misconceptions about meditation is that you have to really work at it over a long period of time before you can expect to feel benefits. This is mostly false”. 

After our group meditation, I then introduced Brene’ Brown’s Braving system. Her book, also titled Braving, goes into the seven elements of Braving in detail. For us here they are:

B boundaries

R responsibility

A accountability

V vulnerability

I  integrity 

N non judgment

G gratitude

This set the tone for the session. It put a cultural stake in the ground. The participants looked around at their coworkers with new eyes–a refreshed sense of how they wanted to interact. We did the strategic work and when it came time to close the session I chose to use cultural anthropologist Angeles Arrien’s Honorable Closing, which asks all members to respond to four questions. They are:

  1. What am I most grateful for from today's experience?

  2. Where was I positively affected?

  3. Where was I stretched or challenged? 

  4. Is there anything I need to say or do to feel complete?

Upon reflection of the day's work, unbeknownst to me, not only did the group do strategic planning work but the opening and closing exercises allowed for a culture of kindness and gratefulness to be created amongst the Board members. It is now up to the Executive Committee of the Board to prioritize which items they want to address, when, and in what order. This session also provided roles: a way for everyone to be fully engaged, and for everyone to make their contributions to the organization.

As I navigate the rewards and challenges of my career, I'm still excited to make new discoveries. I stumbled upon an excellent way to engage these people in culture building.I will use these ideas going forward. I welcome your comments and suggestions.

 
 
Read More
Rosemary Bova Rosemary Bova

A MESSAGE TO TAKE NOTE OF

I don’t believe I’ve ever done this before. A subscriber to a monthly newsletter by Bruce Lipton, I’ve decided to reprint it in its entirety in my newsletter. I was first introduced to his work about 15 years ago by a dear friend of mine from Vancouver BC, Diana Cawood, who unfortunately is no longer with us. 

Diana first introduced me to energy work around 1990 when I attended a workshop in Vancouver with her teacher Michelle Ley. As one of only two participants, I can remember some of the teachings as if it were yesterday. Diana and I became dear friends and visited many times over the years. Now back to Bruce Lipton’s newsletter which I read this morning. Deeply touched by it I decided to share it with my readers. So here goes…..

A while back, Margaret and I had the great fortune of visiting Thailand between Thanksgiving and Christmas. Driving through Bangkok one evening, we were amazed to see a city so ‘aglow’ in the Christmas spirit. 

The trees lining the streets were decorated with beautiful strings of Christmas tree lights, threads of changing colors flashing in intricate moving patterns. Giant department store windows were filled with winter scenes, decorated trees, and varied images of Santa Claus in his reindeer-driven sleigh. On display were piles of wrapped Christmas presents and plastic human models exchanging and enjoying their gifts (all of which, of course, were available for sale.)

So…“Why is this relevant?”

Firstly, 93% of Thailand’s population are Buddhist, while 5.5% are Muslims. Christians make up less than 2% of the population. Why the all-out effort to celebrate Christmas? Observing the West, they perceived that this season was a “happy” time for families coming together and sharing gifts. Well, the Thai culture embraces happiness, so that was appealing. However, there was also a deeper incentive, it represented a time of unbridled commercial success. Christmas = shopping.

How can a Buddhist nation embrace Christmas? From their observations of Western culture, the holiday has no serious connection with religious or spiritual relevance, it was just simply “happy party-time.”

What was left out of their observations of the West’s Christmas holiday display is something that we have lost, and, consequently, what the Thais were unable to observe. Is there a meaning behind Christmas other than gift-giving? YES. Christmas originally represented a time of spiritual reflection on the importance of Love, Peace, and Harmony, and an emphasis on the value of community.

As we come into this Holiday Season, what is the health of our “community”? The population is deeply divided by political, economic, religious, and racial animosity. Unpleasant as all this is, it is a natural step in the breakdown of a dysfunctional civilization as we clear the decks to generate a more sustainable society. So, if there was ever a more suitable time to engage a more spiritual relevance to the season, it is now.

While the focus of Christmas is on the birth of Christ, perhaps we should also focus on the last words before Christ left this planet: “God, forgive them, they know not what they do.” Jesus was beseeching God to forgive people because their behavior was separate from their spiritual origin. 

As has been emphasized on this site, subconscious programming overrides the spiritual entity expressed in the conscious mind. People perceive of themselves as victims of life because they do not observe the 95% of their lives controlled by subconscious habits, the majority of which are disempowering, self-sabotaging, and limiting behaviors.

While I do suggest that forgiving them is good for them and especially yourself, it does not mean you have to be friends or pals with them! This is an evolutionary good time to encourage the bonds of community to birth a more sustainable civilization while extracting yourself from the world’s chaos.  For fun and good feelings, call a friend with whom you have been out of contact. A “love” call from out of the blue can be the best gift a person could receive in a year of instability.

With Peace, Love, and Light … the Christmas “Spirit,” Bruce

Strangely enough this past weekend I decided to eliminate hundreds of text messages from my phone. (I know I’m a clutterer.) As I scrolled through them I thought of people I hadn’t heard from in years. I did exactly what Bruce Lipton suggests: I sent them notes or called them. I must say I’ve had a joyous time reconnecting with old friends. 

Why don’t you try it and see what happens? How does hearing from lost friends make you feel? Get into the Spirit of this holiday season. Please let me know if you take up my suggestion.

I’ll be taking a break for the holiday season. Please watch for my next blog on 1/16/24. Until then, no matter which holiday you celebrate, I wish you peace and joy that lasts the whole year.

 
 
Read More
Rosemary Bova Rosemary Bova

Can Artificial Intelligence Lead to Genuine Satisfaction? 

Wherever I turn, I am bombarded with news about Artificial Intelligence, or AI. Up until a few months ago, I didn’t know much about AI. I’d put myself on the outer rim. Wanting to learn more, I quickly encountered the terms AI, CX and EX. AI, CX, EX: this was sounding like the lyrics of “Old McDonald Had a Farm”! Dear readers, here is what I learned. 

AI is a tool that trains computer programs to emulate human thought processes and language patterns. Once a computer program has been trained to “think” like a human, it can perform tasks that would normally be completed by a human.   

CX and EX sound like technical jargon. In reality, these terms represent simple concepts that are as old as time. CX is customer experience and EX is employee experience. 

Companies in many industries are using AI to address the diminishment of customer trust in the CX in their businesses. I wondered: what about employee satisfaction? 

We who closely study management know that worker satisfaction has been at an all-time low, be it called disengagement or quiet quitting. Workers do not experience or feel the companies they work for have any concern or care for them. 

Let us consider remarks by the President of the Auto Union during a recent strike. He reminded the public that auto workers gave back their salaries and benefits during the recession.They did not get these reinstated once things had improved. 

Meanwhile, CEOs of the three largest automakers all are making more than $20 million annually. How’s that for a lack of TRUST?

You don’t have to like, socialize, or befriend your coworkers but must trust they will provide you with what you need to complete the tasks at hand and vice versa. Instead of political relationships–I’ll scratch your back and then you owe me–the EX is improved when relationships are spelled out clearly. Who can do what and to whom vertically, horizontally, and diagonally? This structure frees people to apply their full capability to the tasks at hand.

One fascinating example of how AI can help managers? Anonymized email monitoring. Simply put, AI can scan and analyze company email communications, looking for keyword trends. Do the words “quit” “hate”, or “resume” emerge often? Time to find out why, Manager! 

I wonder: What if we had work systems where relationship boundaries and consequences for violating them were spelled out? 

How can AI assist us in developing managerial leadership accountabilities? After all, AI deals with what is invisible and that is exactly what my mentor Dr Elliot Jaques wrote about regarding the structure of large work systems. 

Using machine learning to make the invisible visible is a higher order of complexity. Could it be that AI will add value to these essential articulated principles? 

Does AI have the power to build trust back into our organizations? I look forward to hearing your ideas. 

I wish you and your family a wonderful Thanksgiving. 

 
 
Read More
Rosemary Bova Rosemary Bova

Where Is Trust?

If you are anything like me you are swimming in a sea of newness and uncertainty. The amount of change in the world of work keeps accelerating. Sometimes I think I am “running very fast to keep up, and getting nowhere”. Why is that?

A few weeks ago I attended an extraordinary workshop in Independence Virginia, of all places. It was at the Oracle Institute. Sessions were held in the Peace Pentagon, which is a smaller replica of the Pentagon in DC. The facilitators were from Europe and Moiriches and introduced five new archetypes we need as Future Humans. The attendees traveled from Europe and parts of the US. 

The setting was perfect. Nature at her peak blessed us with a double rainbow the night before we began. The evening of the first night we had a fire ceremony and watched the full moon rise. A sense of alignment was present throughout. 16 of us gathered: Doctors, Farmers, Scientists, OD Practitioners, and Entrepreneurs. 

On the second day, we had the opportunity to do some integrating as we walked the beautiful labyrinth on the property. We concluded on the third day by walking the Medicine Wheel. It was a glorious experience, and I came home invigorated. The group decided it wanted to help support the creation of a new entry into the Gaming industry. It is a positive game that addresses the need for humanity to come together in singularity.  

Here we were, a total of 18 people, some of whom had traveled for several days to live in a newly created community for 2.5 days. That we did, each of us learning and taking away what we needed to embrace this new world we are creating. How did this happen?

During this transformative weekend, each of us knew about the work of Anneloes Smitsman and Kurt Barnes. Anneloes co-authored The Quest of Rose and the Return of the Avatar with Jean Houston. She and Kurt created the EarthWISE Constitution, a living document that becomes a template for one's own life, projects, businesses, governments, and perhaps the world. 

The Quest of Rose is a guide to sustainable living with kindness, compassion, and recognizing we are one. At one point in the program we read the Constitution aloud and each of us committed to follow it—a very powerful action. When one commits to something publicly a degree of trust is seeded in the ether. 

I found my commitment further bolstered by William Hutchison Murray. Murray wrote, in “The Scottish Himalayan Expedition”:

Until one is committed there is hesitancy, the chance to draw back, always ineffectiveness. Concerning all acts of initiative (and creation), there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: that the moment one definitely commits oneself, then Providence moves too.

All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issues from the decision, raising in one’s favour all manner of unforeseen incidents and meetings and material assistance, which no man could have dreamt would have come his way. I have learned a deep respect for one of Goethe’s couplets:

Whatever you can do, or dream you can, begin it.

Boldness has genius, power, and magic in it.

The organization analysis work I have been doing for the last 20 years is predicated on building trust in the work system. Workers need to trust the managerial accountability hierarchy as well as their coworkers to provide them with what they might need. 

I asked myself: how could my experience at the Oracle Institute inform my work in managerial leadership? I spent a short weekend in Virginia: how was trust created in such a short period? Could I apply this trust-building to the world of management?

Stay tuned for Part 2 of this blog, where we’ll discuss my ideas on building trust, especially in the age of Artificial Intelligence (AI) and a rapidly changing digital landscape. I’d love to hear your thoughts in the meantime!

Please note our hearts go out to the Israeli and Palestinian people, most of whom are innocents wanting peace in the region.

 
 
Read More
Rosemary Bova Rosemary Bova

An Unlikely Duo

We’ve entered the third week of October and so much has happened. Today I honor two women who have made incredible contributions throughout their lifetime. They are an Unlikely Duo. People whose names normally would not appear in the same newsletter let alone sentence. So what do these two women have in common? Passion is one answer. 

The first is Suzanne Somers, known by many as the wacky blond on the sitcom Three's Company with the late John Ritter and Joyce De Witt. She died this past weekend from complications with breast cancer which she fought for many years. About to start filming their third or fourth season, Suzanne wanted to be paid the same as Ritter. This was unheard of in the early 80’s. She took a great deal of flack from fellow actors, producers, and directors as well as the public. Women were considered less than at the time. 

Somers left the show and embarked on a process of re-invention, which she and her husband crafted over her lifetime. Her new career followed a meandering path: writing books, becoming a spokesperson for the Thighmaster, and roles and guest appearances in other shows. At the time of her death, her estate was valued at $100M. Three’s Company failed without her. She was courageous in wanting pay parity with men so long ago.

The other woman I celebrate is the Nobel Prize winner in Economics Sciences Claudia Goldin. Ms. Goldin is the first woman to receive the prize as a solo researcher. She thoroughly provided a comprehensive account of women’s earnings and labor market participation through the centuries. She brought to light the causes of change and the main sources of the remaining gender gap. 

A professor at Harvard, she has devoted her career to uncovering why women in many industries do not have salary parity with their male counterparts. Hooray to the Nobel reviewers for identifying and giving Ms Goldin the Nobel Prize. I invite my readers to look her up and learn more about her research. 

As I wrote this newsletter I found myself conflicted, referring to  Suzanne Somers as Suzanne and Claudia Goldin as Ms. or Professor Goldin. Both women are passionate about the inequities of women’s pay in the labor force. Ms Somers fought in the early 1980’s. There was hell to pay for it! Ms. Goldin climbed the academic ladder, receiving the prestigious Nobel Prize. This catapulted her to what I believe may be fame, fortune, and wealth. Let’s raise a toast to these two extraordinary women. 

What do you, my readers, think?

 
 
Read More
Rosemary Bova Rosemary Bova

Part 3: HOODIES, TATTOOS, AND DREADLOCKS: OH MY!

Senate Majority Leader Chuck Schumer caused a stir recently when he relaxed the Senate's dress code policy. When this happened, many people were surprised to learn that there had never been an official Senate dress code. 

Senator Schumer’s relaxation of the rules was perceived as an accommodation for Senator John Fetterman, a Pennsylvania Democrat known for his preference for shorts and hoodies over traditional business attire. Others point to Congressman Jim Jordan, an Ohio Republican who rarely wears a suit jacket or tie. Feminists bristled earlier this year when women in Senate were told they must keep their shoulders covered when wearing a dress. The winds of change are blowing through the Senate. 

My regular readers will remember the lively discussion that ensued after I wrote about Senator Fetterman’s clothing HERE and HERE. Some believe that in a political or business setting, a traditional dress code signifies respect for the workplace, the job description, and one’s clients and colleagues. Others said: heck, it’s 2023. Three years into a pandemic-fueled ‘work from home’ society, we’ve learned that people can perform better when comfortable and happy. 

I recently attended Fast Company’s Innovation 2023 conference. I was surprised by how relaxed the people interviewing and those being interviewed were dressed. I saw no suits or ties. Women were dressed extremely casually, some wearing dresses, others wearing jeans. 

From a managerial standpoint, I’m conflicted! Dress for some is a uniform. For others, it’s a way to show their sense of style. And for still others, clothing is a statement. Managers want to maintain employee morale. We also understand the need for a code of professionalism. 

As so often is the case with politics, Senator Schumer’s decision led to controversy. Many Americans were dismayed to see the controversy distracted senators from addressing other pressing issues, including avoiding a government shutdown.

After a bipartisan backlash–finally, the Elephants and Donkies agreed on something–Schumer’s directive was then reversed. A new dress code standard has been formally established, requiring members to wear business attire. The new dress code, laid out by Senators Joe Manchin, a Democrat from West Virginia, and Mitt Romney, a Republican from Utah, explicitly mandates "business attire" for all members, specifying that men should wear a coat, tie, and slacks or long pants, yet remaining vague about the specifics of women’s attire. The new dress code now also requires a two-thirds majority vote to make any changes, making it harder to change in the future. 

Senator Schumer stated that Manchin and Romney had forged the right path forward. Senator Fetterman did not directly respond to questions about the new rule.

As our institutions are crumbling, so are the statements being made about how we dress. Supreme Court judges wear robes. Perhaps everyone in Congress should be given a robe to wear. The Senate's decision reflects an effort to strike a balance between traditional and modern values. And so, dear readers, I ask you: how does a manager enforce professionalism while accommodating individuality? Does our clothing really have anything to do with the quality of our work? I look forward to some more fascinating debates! 

 
 
Read More
Rosemary Bova Rosemary Bova

Dashed High Hopes

Recently, like millions of other people, I bought into the excitement of Monday Night Football to see two New York teams, the Jets, and Western New York's Buffalo Bills, play. I'm not a football fan, but the hype for this game was extraordinary. 


As a New Yorker, my summer was filled with commentary about Aaron Rodgers joining the team and bringing with him the promise of a Super Bowl win. 


The extent of my football fandom is usually restricted to viewing the Super Bowl. This time, I tuned in to the pregame show where one of the commentators commented on a film clip they had shown, in which Rodgers had spoken about manifestation and positivity. The commentator reacted with a sarcastic remark.


As the team took the field, the electricity in the stands was like nothing I had ever seen or experienced before, not even at a Super Bowl Game. People were dressed up, and the crowd was roaring, that is, until Rodgers was tackled.


At first, Rodgers sat on the field and then had to be helped off the field. Only four plays into the game, Rodgers sustained what was viewed as a season-ending injury. The energy in the stadium went from roars to stunned silence. Fans were worried: would the Jets be lackluster again?


I began to think about other local teams that did not meet fans' expectations, such as the Yankees and the New York Mets, who won 101 games last year. 


Steve Cohen brought over player Justin Verlander this year after acquiring player Max Scherzer last year, spending millions on their contracts, only to trade both of them along with player Jacob De Grom. 


Last year's Mets team was composed of only a few stars, except for Francisco Lindor and deGrom, who hardly pitched. But there was something in how scrappily they played, which had them winning, focusing on hits rather than home runs and getting on base.


The machinations of the Mets got me thinking about business, team building, and performance. I noticed some interesting similarities. 


First of all, professional sports is big business. Secondly, athletes are small businesses and join a team as independent contributors. These players are small, highly effective businesses, each with their own support groups backing them up while they play for their team. 


Throwing money at different players doesn’t always make a difference, as demonstrated by the Mets. We saw the team spend hundreds of millions on two pitchers who never really performed. 


The Mets lost Edwin Diaz in a freakish accident during a celebratory moment that had nothing to do with the Mets. Some say he was the heart of the Mets. What did that do to the team? It sucked the air out of them. What was the message being sent?


Being a champion team requires several elements: the team’s members must perform at their peak. This must be combined with an energetic field that produces outstanding results. The team plays at a level higher than the rest of us. 


Edwin Diaz brought a “special sauce” to the team. When the Mets lost him, fans feared the worst.  Starling Marte–lauded for hits and fielding excellence–was also out for most of the season. Strangely enough, since the higher-priced players have been traded, the team seems to have found its scrappiness once again, winning more games.


So what are the lessons learned? What is building an organization about? It requires managerial leadership from the top down. There are teams in any sport that know they are likely not champions but have great relationships with their fans, the cities they represent, and their management. They make money for their owners and get paid what I'd like to think is fair. 


Building teams is not about hiring the highest-paid people. Building teams is about letting everyone on the team understand their role in bringing success to the organization or franchise. A team player will appreciate the joy that comes with playing full out, with excellence and a spirit of winning.


Now, about those Jets and Aaron Rodgers? He had surgery recently and spoke for the first time, inviting naysayers to lay it on. At present, he believes he'll be back this season, and he's very energized. His mindset is full of optimism. 


This is what he brought to the Jets—the ability to play full out and overcome obstacles. While not playing, he'll be on the sidelines dishing out positivity. This attitude can be infectious to a team. Could the Jets make it to the playoffs and Super Bowl without him as their quarterback? 


Only time will tell whether it's the power of positivity, that "secret sauce," when coupled with competence and skill, that will make the difference. Hold on to your nachos, wings, and beer. We’ll have to wait and see!

 
 
Read More
Rosemary Bova Rosemary Bova

The Power of Words

My body clock has always decided that September is the start of a new year. This is likely the result of spending 20 years attending school. September is also when our Jewish friends celebrate Rosh Hashanah, their New Year, and the Day of Atonement, Yom Kippur, at its conclusion.

I thought I’d begin my own process of renewal by cleaning out a file cabinet in my office. While doing so, I came across a team-building project I did for a recent client. What stood out was the design of a workshop, an attempt to shift the mindset of people in his organization. At my suggestion, the client ordered the book "Conscious Language: The Logos of Now - The Discovery, Code, and Upgrade of Our New Conscious Human Operating System" by Robert Tennyson Stevens. The book was self-published in 2007. It's not the easiest book to read, but it's filled with important nuggets about how our language influences our results.

Bringing this forward to today, I listened to a short speech by Mohammed Qahtani at an International Toastmasters conference. He said, “Words can change someone’s mind. Words can change a life and inspire a nation. One’s mouth can spit venom or mend a broken soul.” I reflected on the polarization our country and institutions are experiencing today. So many of us are calling for kindness these days, yet in moments of frustration, we can easily shift into using loud and abusive language.

This is not a new problem. Add to it the emergence of the COVID-19 virus. Fear and terror engulfed many of us. People were stuck at home, with many turning to the internet to learn new things but also to do “research.” Due to the design of internet algorithms, much of this “research” led good-hearted people to misinformation and conspiratorial information. We are now more polarized than before the pandemic. When we lack kindness and empathy, it’s as if we are pouring accelerant on ourselves.

So, what should we do? Awareness is the first stage of changing behavior. Notice your thoughts as well as the words that come out of your mouth. When you catch yourself with a negative thought, ask yourself, “How can I see peace instead of this?” As simple as this may sound, it is not easy and can take years of practice to develop a new pattern. 

If negative language spews forth from your mouth, don’t be afraid to catch yourself, even in mid-sentence, and say, “Let me rephrase that.” Revealing vulnerability is a courageous act. Taking back your words, or self-correcting, is a powerful intervention. You’d be surprised how this simple act can lead to a very rich dialogue about the use of language and, more specifically, words. Let’s move together in peace. 

 
 
Read More
Rosemary Bova Rosemary Bova

Can Wealth and Fulfillment Co-Exist?

I recently delved into an intriguing article discussing the profound impact of amassing substantial wealth, whether through earnings, inheritance, or chance. The piece touched upon examples like Jeopardy winners and lottery windfalls, and it got me thinking! 

The article brought back memories of a visceral reaction I had upon learning about the tragic passing of billionaire Tony Hsieh. I had crossed paths with Tony on a couple of occasions – once at a conference. I also joined him at the Zappos headquarters for an intimate small group chat. I was disappointed by his seeming lack of authentic connection in this small setting. 

However, three distinct aspects at Zappos did catch my attention. Firstly, Tony Hsieh's commitment to lifelong learning was evident in his practice of distributing free business and mindset-transforming books to all visitors. This dedication to knowledge dissemination left an indelible mark. Secondly, his unique approach to office aesthetics empowered his employees to personalize their workspaces, fostering engagement and trust through a sense of ownership. Finally, the presence of quiet napping rooms furnished with lounges and hammocks showcased his progressive approach to employee well-being. I was in awe. 

A number of books have been written about Tony Hsieh, including the most recent, "Wonder Boy" by Angel Au-Yeung and David Jeans. The book explores his life, Zappos, and his search for happiness in Silicon Valley.

Despite his astronomical wealth, Tony Hsieh’s inner contentment remained elusive. This incongruity leads me to wonder: why did a man of such means and accomplishments find himself unfulfilled? One could speculate that his surroundings consisted primarily of employees, creating a dearth of authentic personal connections and meaningful friendships. Society’s values have increasingly skewed toward the pursuit of wealth, nurturing what some might term the "greed factor." The chase for the latest material possessions often takes precedence, overshadowing the truth that money alone cannot buy happiness. Eventually, even the power to acquire anything becomes mundane.

Another key factor is his cultural perspective. His story finds its roots in his parents' aspirations, both Taiwanese immigrants. A common aspiration among Asian immigrants is the drive for excellence. Duty bound to achieve the level of success proscribed by their parents, they often sacrifice their own happiness. 

Another factor to consider is the development of human capability throughout one’s career. Elliott Jaques’ Requisite Organization theory explores the maturation of capability. Capability continues to mature thoughout one’s career, albeit at varying rates. High-capability individuals see a sharp curve of maturation throughout their lives, while others experience a more gradual curve. Recognizing this spectrum of capability is vital for an organization to thrive across all levels.

In my estimation, Tony Hsieh’s life exemplifies very high capability, with achievements like selling a company to Microsoft at age 24 and revolutionizing the shoe industry with Zappos. This level of capability can lead to isolation. As someone with high capability, I've often felt misunderstood and isolated due to the nuances of my thinking. While I don't equate myself to Tony’s “off-the-charts” capability, my journey parallels his. I’ve often felt misunderstood.

Tony Hsieh’s story poses an intriguing question: What if someone had introduced him to the maturation of capability over his lifetime? If he had been able to view his own capability curve, would he have found satisfaction? Happiness? If he had put his wealth to work solving some of the world’s problems, would he have also achieved personal fulfillment? I invite you, dear reader, to join the conversation.

 
 
Read More
Rosemary Bova Rosemary Bova

GangstaAngels

A recent editorial in the NYTimes referenced the “Music America Needs” which, as you all know by now, hooked me. 

I’ve always had an eclectic taste in music and love all types…African and Latin rhythms, blues and jazz, rock n roll and motown, classical, bluegrass, and country. After reading the article, I was dying to know: what is Gangstagrass?

Jazz, America’s music, celebrates musicians jamming together. Could the editors be referencing the beauty of people jamming together? Music has always been an international language. Musicians who don’t know each other's language know and welcome their music. 

I was pleasantly surprised to learn about how a group I am a member of, Braver Angels, invited Gangstagrass to their convention. Braver Angels is a nonpartisan organization attempting to encourage facilitated dialogues across the polarized political landscape. The goal: to nurture what we have in common rather than what keeps us polarized.

I’d never heard of Gangstagrass. They’ve been around since at least 2010 when they were up for an Emmy for their song “Long Hard Times To Come”. Curious, I asked Siri to play some of their music. There is something about the rap lyrics and the background of bluegrass that makes this senior citizen, for the first time in her life, enjoy rap. I might even say love it as I found my body swaying to the music. 

The members of Gangstagrass are a far cry from gangsters. The group comprises a stay-at-home dad, an MIT grad, and another from a family of cops. Their goal is to use music to depolarize the American landscape. The Braver Angels artists in residence was their first foray into the political minefield. I don’t know about you, but I’m excited about this. 

Now, you might be asking yourself: what does this have to do with the business community? You tell me. I have a few ideas but I would love to hear yours first. Please write me at info@bovaenterprises.com

 
 
Read More
Rosemary Bova Rosemary Bova

PART 2: HOODIES, TATTOOS, AND DREADLOCKS: OH MY!

My recent article Hoodies, Tattoos, and Dreadlocks--Oh My! addressed the subject of workplace clothing, including Senator John Fetterman’s infamous ‘everyman’ clothing. The blog inspired spirited comments from a number of you. After seeing that the New York Times had written about the same subject, I realized this topic is a hot button issue. This got me thinking…

Tania Bartaloni in Florida wrote “I love this post! I am so happy that we are finally moving away from putting people in boxes and letting them be themselves. I think everyone performs so much better when they are themselves.

People say that the way your dress makes you act certain ways, which is true. If you wear a stuffy coat and tie all day, you will act more stuffy than if you wear shorts and a t-shirt. There is a place and time for everything, but each person should dictate that for him/herself!“

Marian from Brooklyn wrote, “Good subject on whether or not clothes make the man--or woman. I had wondered about him in the beginning, as he is super tall and I felt he should make height something special rather than looking like he just got out of bed. 

My son is six-ten and was a star on the basketball field, but has always had a sense of style about him. Even his simple casual clothes let us know he cares about how he looks. That was my gripe with Fetterman, that he didn't care how he looked. And that cannot be answered easily. I'd be interested in any comments you get on this one.”

Both of these women are people I know. As in the business world, a generational gap exists; one, the mother of two grammar school-age children. The other, the mother of baby boomers. I loved hearing the interplay of different perspectives. 

I’d love to discuss this even more. I am open to hearing what others have to say. I’m excited my newsletters are energizing readers to think, in this case take a position yet be open to other points of view. As a management consultant, this is exactly the environment I want a manager to foster at work. 

Isn’t this what America is about? The ability to have spirited debate? Don’t we treasure the ability to have differing points of view about the same thing? Where do you stand? Let me know like these women did.

 
 
Read More
Rosemary Bova Rosemary Bova

HOODIES, TATTOOS, AND DREADLOCKS: OH MY!

Do clothes make the person, or does the person make the clothes? I engaged in a debate recently about Pennsylvania Senator John Fetterman, who gained notoriety because of his ‘everyman’ wardrobe: a hooded sweatshirt and cargo shorts. A large man in stature, he ran for office–and was elected to a high position in his state government–while dressed like an average, working-class Pennsylvanian. 


You might be thinking, "Wait, isn't politics all about boring suits and ties?" The answer, increasingly, is “Not anymore!” Those who view political and professional attire as sexist, racist, or classist wish to expand the definition of what clothing and grooming standards are deemed acceptable in a professional setting. The CROWN Act protects the rights of black men and women at work and in school. This act, now passed in 18 states, bans discrimination due to natural hair texture or traditional black hairstyles, such as dreadlocks or twists. 


Senator Kyrsten Sinema’s clothing has often been a topic of political conversations. Her yellow dress, worn at the recent State of the Union address, was seen by some as “off the mark”. One might ask: who is setting the mark, and for how long will they be allowed to make the rules? 


A pediatrician I recently met has a full arm of tattoos. Upon closer inspection, I saw that his tattoos depict a charming tableau of amusement park and circus images: a perfect distraction for a little tyke who is nervous at the doctor’s office! What was once considered unthinkable is now being rethought. 


After Senator Fetterman’s recovery from a stroke and stint in rehab for depression, he recently returned to the Senate floor wearing his signature hooded sweatshirt and cargo shorts. His choice of attire has raised some eyebrows and has also elicited nods of approval.


Senator Fetterman has been transparent about his physical and mental health journey. He's not afraid to break away from political traditions to show the world his true self. His true self, post rehab was: “I’m still recovering. I can do my job, but I’d like to be in comfortable clothes as I continue to heal.” I understand why the average American may see this as a refreshing change. This relatability may encourage his constituents to take their mental health more seriously. 


His detractors say that the informal clothing worn after his return from treatment undermines the seriousness and professionalism expected in his role. If wearing dress shoes and a necktie for eight hours is too difficult for him, how can he be trusted with steering our country? If Fetterman looks like an Everyman heading to Home Depot on Saturday…can he handle the seriousness of his position in the Senate?


So, what's your take on Fetterman's fashion game in the Senate? Are you a fan of his comfy clothes or do you prefer the more traditional approach? The world is changing rapidly. What could be considered the white man’s uniform - a conservative suit and tie - may no longer be appropriate. Allowing diversity expressed through clothing or hair may be something that is here to stay. I invite you to share your thoughts with me! 

 
 
Read More
Rosemary Bova Rosemary Bova

NBA Finals: Lessons in Leadership

No matter who you rooted for in the recent prime-time NBA Finals between the Miami Heat and the Denver Nuggets, there are lessons to be learned about individual leadership styles. 


I live in New York City: the perfect place for people watching. I see tattooed mothers dropping their toddlers at daycare. I see my doctor, who has two full arms of tattoos. And yes: I even see Times Square’s famous ‘naked cowboy’ on a good day!  


As we can see, then, much goes into one’s individual style. Individual style is a factor that is very different from accountable managerial leadership in work systems. 


Professional basketball teams may have similarities to systems of work, though they are not midsize or large corporate entities, or as I like to say, work systems. 


Both teams have leaders: Jimmy Butler for the Heat and Nikola Jokic for the Nuggets. Both lead very differently and get the job done by being true to themselves. Just ask their teammates. 


Leadership research goes back to the sixties. For decades, researchers have highlighted the importance of following their underlying “ethos”. 


Leading is dependent upon the degree of trust you have earned. More recent research by Chris Adkins at Notre Dame’s Mendoza College of Business has shown “ability, benevolence and integrity” are three essential components of building trust. When you are authentic with who you are, the people, aka the players, get that. Employees will appreciate the alignment of values. During times of professional conflict or strife, they may be willing to provide the benefit of the doubt. 


We enter this world as a spirit being with natural behavioral tendencies. Family, education, community and a host of other life experiences hone our behavioral style. Jokic, an immigrant, was born at the tail end of the Yugoslav conflicts and Butler as many know had to overcome many challenges growing up, until being coached while at Marquette helped him hone his skills and an appreciation for what he could be. Both men had to overcome rough beginnings. These experiences help create your behavioral orientation. This informs your leadership style.


I use an assessment tool called DiSC to introduce people to their behavioral style. This assessment, a forced choice instrument, takes less than 20 minutes to complete. It helps you know yourself better, improve relationships at work, and may even improve your personal life. I’ve seen DiSC save marriages, improve relationships with teens, and ensure peaceable communications between management and employees.


If you're intrigued, I have some good news for you. I am offering a discount of DiSC plus a 20 minute consultation to the first 10 people who contact me for a $95.00 prepaid session. If you’d like to know more, please email me at rab@bovaenterprises.com. Add ”DiSC Offer” in the subject line. 


Contact me today. Let's talk.

 
 
Read More
Rosemary Bova Rosemary Bova

I Don’t Know Why You Say Goodbye, I Say Hello

Comings and goings are common in organizations. Bringing on new employees has always been viewed as a positive experience. Someone choosing to leave is another story. The remaining employees tend to ask why? One of the most misunderstood elements in organizational life is the employee that leaves. And with my apologies to the Beatles, I’d like to explore this. 

First, after an employee leaves, there is an impact on those left behind. It takes time to hire a new employee to replace the one who has left. Training them, sometimes called the onboarding process, takes time. Managers are busy running their business and often don’t take the time to spend with the new hire. This is a harmful oversight.

In the meantime, most companies require employees to double up or fill in the work the departed person was accountable for. Most don’t get increased compensation–or even recognition–which affects employee morale and output.

By the time the replacement is hired, staff can be either annoyed or welcoming, and often both. It’s in the staff's best interest to engage with the new hire, to share with him or her how their work interfaces with the new employee’s work. Rapport leads to trust, and this is the cornerstone of a well-balanced workforce.

Traditionally management has not always interviewed the exiting employee as to the reason for his or her departure. If conducted correctly, the data mined in these exit interviews are invaluable. 

The person conducting the exit interview must engender a strong sense of trust in the interviewee. It is a waste of a company’s time and resources to pay an employee or outside consultant who the interviewee does not trust. Gleaning the truth surrounding the departure is essential. 

During an exit interview, the data may point to a toxic work environment. Other times the culprit is the management. If you are being named as a problem, you must put your emotions aside and listen. Mining the truth here goes a long way. This is an opportunity to learn and grow. If an outside consultant conducts the interviewing and reports back, the urge to shoot the messenger may bubble up. Although this may be unpleasant, a good consultant will notice it and let it go. This is a key learning opportunity that can be the differentiator between your company’s success and failure. What will you do with this opportunity? I invite you to share your thoughts. 

 
 
Read More
Rosemary Bova Rosemary Bova

Gen Z Values: Positive or Negative?

A topic people keep asking me about lately: working with Generation Z employees in the age of Covid-19. As a management consultant, I wonder: how can we harness the vibrant creativity and new workplace expectations of “Gen Z”? 


Gen Z is known for their passion and drive, with a strong desire to make a positive impact on the world. They value purposeful work and seek meaning in what they do. As managers, it's crucial for us to understand where these employees are coming from. Engage in open conversations about their goals, interests, and what they hope to achieve in their careers. By aligning their personal aspirations with the organization's vision, we can create a sense of purpose that motivates them to excel.


Gen Z grew up surrounded by technology, and it's no surprise that they are digital natives. Don’t believe me? Ask your favorite 13-year-old to update your smart phone’s operating system, and marvel at how they can complete this task in about two minutes!


To effectively work with Gen Z, we must embrace technology and provide them with the necessary tools and platforms to excel. Encourage the use of collaboration tools, communication apps, and remote work options. 


Gen Z employees thrive in an environment that values teamwork and collaboration. As a generation that is laser focused on fighting injustice and embracing diversity, they want to know that everyone's voices are heard and respected. As managers, it's our responsibility to create a culture that encourages collaboration. 


Gen Z employees are rule-breakers, but they also relish the opportunity to work with a mentor. Do your employees feel comfortable sharing their ideas and challenging the status quo with you, their manager? Intergenerational knowledge and experience sharing make for a stronger workplace. I encourage those in management to embrace generational differences!


Gen Z highly values work-life balance. They prioritize their mental well-being, reaching for balance, not burn-out. As managers, we can support them by promoting a healthy work-life balance. Encourage them to take breaks, practice self-care, and disconnect from work when needed. Provide flexible working hours and vacation policies that allow them to maintain a healthy lifestyle. By showing that we value their well-being, we foster loyalty and dedication.


As a “human-first” management consultant, I’m disappointed when I see Boomers and Gen Z employees experiencing workplace friction. Working with an intergenerational workforce can and should be an incredibly rewarding experience for managers and employees. 


How could we make this happen? Ideally, managers could be thinking about how to create conditions in which each group can help the other. Gen Z can assist Boomers to appreciate and utilize the digital world. Concurrently, Boomers can provide insight to how things have changed and can provide historical perspectives. This kind of team work can result in the release of creativity and innovation.  


By fostering a sincere understanding of this generation, we can create an inclusive and engaging workplace environment where Gen Z and the business both thrive! Let's harness their unique strengths and perspectives to drive innovation, productivity, and success together. Here's to a bright and prosperous future with Gen Z!

 
 
Read More