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  • LONELINESS-
    Social Connection for the Socially Hesitant.
    The Surgeon General declares an epidemic of loneliness. Here's how to respond.
    Reviewed by Michelle Quirk

    KEY POINTS-
    The U.S. Surgeon General reports that half of American adults experience significant loneliness, especially young adults.
    Our technology use and the social isolation required during lockdowns have robbed us of opportunities to practice social connection.
    Several simple actions, when practiced, can make social interaction more manageable and lead to better health and less loneliness.

    This week, the U.S. Surgeon General, Dr. Vivek Murthy, issued an advisory, offering a strategy for addressing what he has named an “epidemic of loneliness” in the United States. Alarmingly, half of American adults report experiencing notable loneliness, and young adults face some of the highest rates. Complicating matters, less than 20 percent of those who feel lonely or isolated recognize it as a major problem. This is a concern as higher incidence of loneliness is correlated with poorer health and premature death. The good news is that there are measures we can take to reverse the trend of decreased social connectedness over time.

    Social isolation plays a significant role in this epidemic as does a culture that does not have an equitable distribution of resources. Socioeconomics, racism, capitalism, and even the zip code in which a person is born often determine what kind of social skills, opportunities, and resources are available. We cannot deny this truth and must work to correct it.

    Loneliness and social isolation, however, also traverse all human demographics and are distinct from each other, yet related. Loneliness is an internal psychological state resulting from a perceived or actual lack of meaningful relationships. Social isolation, on the other hand, is the felt experience of having infrequent social interactions, limited roles within the community, few group memberships, and too few relationships. In essence, we feel loneliness and we experience social isolation. While they are related, they are not mutually exclusive.

    While the sources of our loneliness and social isolation are many and complex, it’s clear that our easy access to, and reliance upon, technology for connection, vocational success, education, entertainment, and information gathering plays a major part. As we know, practice makes proficient, and research is clear that we practice interacting with our devices at an alarming rate. If for no other reason than a limited number of hours in the day, our hyperconnected, super-multitasking, interacting-with-multiple-devices-at-a-time behavior is robbing us of opportunities to become proficient social connectors.

    We have major work to do to address the inequities that make loneliness more likely and risky for some populations, thereby improving community health. To do this work, we must begin to come back to ourselves individually, free of devices, to re-learn how to be, first, with ourselves, and, then, with others. We must do the work of breaking some of our distracting and distancing habits so that we might enhance our abilities to tolerate awkward moments and work through the big feelings that result from being out and about in a world of others. It is imperative that we set down our devices, even for short periods of time, and begin practicing skills that will empower us to combat social isolation and loneliness.

    Here are a few places to start:

    1. Practice emotional regulation skills.
    The world of social connectedness can be an emotionally provocative space. Coming out of a period of necessary social isolation to control the spread of a virus, our relational abilities are likely rusty or overly anxious. We’ve either craved connection and are tossing ourselves into the world with wild expectations or we’ve become so familiar with being alone that it feels like the easiest option to maintain, regardless of the price. In either case, we need to have some ways of keeping ourselves calm and regulated as we interact with others. If we don’t, we’ll stop trying at our first failed attempts.

    Practicing deep breathing, inhaling through the nose and exhaling through the mouth, can be a helpful tool to keep ourselves calm as we interact with others. If social connection makes us feel anxious, stopping prior to entering a situation and taking three deep breaths can slow us down and calm our central nervous system. Communicating with others what we need to make encounters manageable can also help. Set a time limit on the experience or arrange it in a space that is comfortable and that you can remove yourself from if you become overwhelmed.

    The goal is to develop strategies that help you succeed in social settings rather than avoiding them altogether. Anxiety isn’t the enemy; it’s something to be worked with gently and strategically.

    2. Embrace and re-integrate “soft” forms of social interaction.
    We have become exceedingly comfortable executing many of the tasks required for daily living without ever interacting with others. We order our coffee on apps and pick it up at an un-personed counter. Our groceries are delivered to our door, meaning we miss the opportunity to practice small talk at the register or emotional management in the context of strangers and neighbors.

    Even small intentional actions can help with this. With your emotional regulation skills intact, order your to-go food or drink from a person at a register. Make an effort to look the person taking your order in the eye and ask them a basic question (see below). When at a store and approached by a sales associate, practice looking them in the eye and saying, “Thanks. I think I’m good on my own” rather than simply avoiding them or brushing them off. Or, for every five conversations you are having in text, move one to a phone call. Every incremental step you can take toward embodied encounters will help you build skill, proficiency, flexibility, and resilience in social connections.

    If you are a parent, equip and empower your children to do these things.

    3. Have a few “go-to” conversation starters and condition yourself to listen to the answers.
    If the thought of having to make small talk keeps you from addressing your loneliness, write out four short questions that can be used in most situations. We all joke about talking about the weather, but it’s actually a great example of an effective conversation starter. The weather is a shared experience, so it’s safe territory.

    What are other shared human experiences to capitalize on? “It’s Wednesday. How’s your week going?” “I’m asking everyone I encounter today what their favorite color is. What’s yours?” If you’re at a grocery store or restaurant/coffee shop, “What’s your favorite product here/item on the menu?”

    Even if the person you’ve asked seems surprised or doesn’t respond quickly, it’s meaningful to them to be acknowledged. Wait a beat to see if they answer and, if it feels overly awkward, you can simply name it. “I’m trying to practice interacting in new ways…that’s why I asked.” Smile and be on your way. Then return to the emotional regulation practice spelled out above and resist beating yourself up for creating an awkward moment. Instead, celebrate a step toward skill development.

    If the thought of asking a question feels overwhelming, think about a few universal comments or compliments you can offer instead. Even a simple, “Thank you,” spoken clearly on the exhale of a good deep breath can be meaningful practice. Extra credit for some eye contact tossed in the mix.

    4. Don’t minimize how hard it can be to interact socially.
    Our brains wire together where they fire together, and we’ve not been offering them much fire in the social interaction arena. It’s emotionally taxing to try new things. Give yourself credit for efforts in this area.

    If you are a parent or person who works with young people, this last point is especially important. Our children lost access to some of their most important learning opportunities in the last several years. It’s no small task for them to learn to interact and engage with others in the world. Empower and equip them and model well, leading with empathy.
    LONELINESS- Social Connection for the Socially Hesitant. The Surgeon General declares an epidemic of loneliness. Here's how to respond. Reviewed by Michelle Quirk KEY POINTS- The U.S. Surgeon General reports that half of American adults experience significant loneliness, especially young adults. Our technology use and the social isolation required during lockdowns have robbed us of opportunities to practice social connection. Several simple actions, when practiced, can make social interaction more manageable and lead to better health and less loneliness. This week, the U.S. Surgeon General, Dr. Vivek Murthy, issued an advisory, offering a strategy for addressing what he has named an “epidemic of loneliness” in the United States. Alarmingly, half of American adults report experiencing notable loneliness, and young adults face some of the highest rates. Complicating matters, less than 20 percent of those who feel lonely or isolated recognize it as a major problem. This is a concern as higher incidence of loneliness is correlated with poorer health and premature death. The good news is that there are measures we can take to reverse the trend of decreased social connectedness over time. Social isolation plays a significant role in this epidemic as does a culture that does not have an equitable distribution of resources. Socioeconomics, racism, capitalism, and even the zip code in which a person is born often determine what kind of social skills, opportunities, and resources are available. We cannot deny this truth and must work to correct it. Loneliness and social isolation, however, also traverse all human demographics and are distinct from each other, yet related. Loneliness is an internal psychological state resulting from a perceived or actual lack of meaningful relationships. Social isolation, on the other hand, is the felt experience of having infrequent social interactions, limited roles within the community, few group memberships, and too few relationships. In essence, we feel loneliness and we experience social isolation. While they are related, they are not mutually exclusive. While the sources of our loneliness and social isolation are many and complex, it’s clear that our easy access to, and reliance upon, technology for connection, vocational success, education, entertainment, and information gathering plays a major part. As we know, practice makes proficient, and research is clear that we practice interacting with our devices at an alarming rate. If for no other reason than a limited number of hours in the day, our hyperconnected, super-multitasking, interacting-with-multiple-devices-at-a-time behavior is robbing us of opportunities to become proficient social connectors. We have major work to do to address the inequities that make loneliness more likely and risky for some populations, thereby improving community health. To do this work, we must begin to come back to ourselves individually, free of devices, to re-learn how to be, first, with ourselves, and, then, with others. We must do the work of breaking some of our distracting and distancing habits so that we might enhance our abilities to tolerate awkward moments and work through the big feelings that result from being out and about in a world of others. It is imperative that we set down our devices, even for short periods of time, and begin practicing skills that will empower us to combat social isolation and loneliness. Here are a few places to start: 1. Practice emotional regulation skills. The world of social connectedness can be an emotionally provocative space. Coming out of a period of necessary social isolation to control the spread of a virus, our relational abilities are likely rusty or overly anxious. We’ve either craved connection and are tossing ourselves into the world with wild expectations or we’ve become so familiar with being alone that it feels like the easiest option to maintain, regardless of the price. In either case, we need to have some ways of keeping ourselves calm and regulated as we interact with others. If we don’t, we’ll stop trying at our first failed attempts. Practicing deep breathing, inhaling through the nose and exhaling through the mouth, can be a helpful tool to keep ourselves calm as we interact with others. If social connection makes us feel anxious, stopping prior to entering a situation and taking three deep breaths can slow us down and calm our central nervous system. Communicating with others what we need to make encounters manageable can also help. Set a time limit on the experience or arrange it in a space that is comfortable and that you can remove yourself from if you become overwhelmed. The goal is to develop strategies that help you succeed in social settings rather than avoiding them altogether. Anxiety isn’t the enemy; it’s something to be worked with gently and strategically. 2. Embrace and re-integrate “soft” forms of social interaction. We have become exceedingly comfortable executing many of the tasks required for daily living without ever interacting with others. We order our coffee on apps and pick it up at an un-personed counter. Our groceries are delivered to our door, meaning we miss the opportunity to practice small talk at the register or emotional management in the context of strangers and neighbors. Even small intentional actions can help with this. With your emotional regulation skills intact, order your to-go food or drink from a person at a register. Make an effort to look the person taking your order in the eye and ask them a basic question (see below). When at a store and approached by a sales associate, practice looking them in the eye and saying, “Thanks. I think I’m good on my own” rather than simply avoiding them or brushing them off. Or, for every five conversations you are having in text, move one to a phone call. Every incremental step you can take toward embodied encounters will help you build skill, proficiency, flexibility, and resilience in social connections. If you are a parent, equip and empower your children to do these things. 3. Have a few “go-to” conversation starters and condition yourself to listen to the answers. If the thought of having to make small talk keeps you from addressing your loneliness, write out four short questions that can be used in most situations. We all joke about talking about the weather, but it’s actually a great example of an effective conversation starter. The weather is a shared experience, so it’s safe territory. What are other shared human experiences to capitalize on? “It’s Wednesday. How’s your week going?” “I’m asking everyone I encounter today what their favorite color is. What’s yours?” If you’re at a grocery store or restaurant/coffee shop, “What’s your favorite product here/item on the menu?” Even if the person you’ve asked seems surprised or doesn’t respond quickly, it’s meaningful to them to be acknowledged. Wait a beat to see if they answer and, if it feels overly awkward, you can simply name it. “I’m trying to practice interacting in new ways…that’s why I asked.” Smile and be on your way. Then return to the emotional regulation practice spelled out above and resist beating yourself up for creating an awkward moment. Instead, celebrate a step toward skill development. If the thought of asking a question feels overwhelming, think about a few universal comments or compliments you can offer instead. Even a simple, “Thank you,” spoken clearly on the exhale of a good deep breath can be meaningful practice. Extra credit for some eye contact tossed in the mix. 4. Don’t minimize how hard it can be to interact socially. Our brains wire together where they fire together, and we’ve not been offering them much fire in the social interaction arena. It’s emotionally taxing to try new things. Give yourself credit for efforts in this area. If you are a parent or person who works with young people, this last point is especially important. Our children lost access to some of their most important learning opportunities in the last several years. It’s no small task for them to learn to interact and engage with others in the world. Empower and equip them and model well, leading with empathy.
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  • Overlooked Reasons Why Women Don’t Get Promoted.
    Promotion guidelines and non-promotable tasks are holding women back.
    Reviewed by Ekua Hagan

    KEY POINTS-
    For every 100 men who are promoted into management, only 87 women get the same opportunity.
    One way that companies reduce the likelihood of women advancing into management is by having restrictive guidelines for promotions.
    Women spend a disproportionate amount of time on tasks that are important but likely won’t help them get a promotion.

    Employees are increasingly looking for gender equity in the workplace, yet it remains elusive. For every 100 men who are promoted into management, only 87 women get the same opportunity, representing a broken rung in the first step of the corporate ladder.

    A new financial instrument is highlighting how this broken rung can hurt a company’s bottom line: Hypatia is an exchange-traded fund that only invests in companies that are run by women. Experts are calling Hypatia a solid investment. A report by the Peterson Institute for International Economics supports this conclusion, finding that companies that have at least 30 percent of executive roles filled by women have profits that are 6 percent higher.

    The broken rung also hurts employee morale and company culture. My research with my colleague Jennifer Franczak shows that companies with a larger share of female employees in management positions were viewed as better, safer, and more enjoyable places to work.

    What is holding women back from advancing into management positions when it is clear that businesses benefit from having them there? While there are many factors, ranging from gender bias to hostile work environments, below are two reasons that are discussed less frequently, yet make an important impact.

    Promotion Guidelines
    One way that companies reduce the likelihood of women advancing into management is by having restrictive guidelines for promotions. Rebecca Shambaugh1 provides a powerful example: Many companies require that open corporate board seats are filled by someone with CEO experience. However, because of the small number of CEO positions that have historically been filled by women, this requirement may automatically rule out many qualified women.

    As another example, companies often use leadership competencies to evaluate potential candidates for promotion. Because the managers who develop the lists of leadership competencies are more commonly men than women, these lists tend to reflect what makes men successful. However, it often backfires when women try to adopt the same work style as men. For example, men are typically seen as confident when they act assertively, whereas women are often considered aggressive for the same behavior and face backlash.

    In general, during performance reviews, managers tend to describe2 men using task words (e.g., analytical, competent) but describe women using relational words (e.g., compassionate, energetic). When evaluating candidates for promotion, task-related characteristics hold more weight.

    In our research, Jennifer Franczak and I encourage companies to begin to move past these challenges by adopting what we call “qualification diversity." We suggest that organizations reconsider their leadership competencies and promotion guidelines to ensure they are not unintentionally skewed to favor men.

    Non-Promotable Tasks
    Women spend a disproportionate amount of time on tasks that are important but likely won’t help them get a promotion. This invisible labor includes things such as training new hires, planning team celebrations, leading low-revenue and low-visibility projects, or taking notes in meetings. Spending time on these non-promotable tasks takes away from the time and energy women can spend on promotable tasks.

    In a series of experiments, economists found that women were almost 50 percent more likely to perform non-promotable tasks than men. The economists sought to see if the higher rate of non-promotable tasks were due to the expectation workplaces place on women or due to the characteristics and preferences of women.

    To do so, they collected data to see if women had unique characteristics that encouraged them to volunteer for these tasks. The data showed that they did not: Characteristics such as agreeableness, altruism, and risk aversion were not able to explain the gender gap in non-promotable tasks. Second, the economists compared all-female, all-male, and mixed-gender groups. They found that men tended to only hold back in volunteering for non-promotable tasks in the mixed-gender group but volunteered in the all-male group. The researchers concluded that gender differences in non-promotable tasks can be best explained by the expectations and norms of workplaces rather than the characteristics and preferences of female employees.

    Although some may say that the solution is to encourage women to say no more often, research does not fully support this conclusion. Researchers have shown that the expectations for women around non-promotable tasks are so deeply ingrained in the workplace that women, but not men, face backlash if they do not volunteer and act as good corporate citizens.

    Women too often are put in a no-win situation, which has important implications for advancement and promotion in the workplace. As explained in the book, The No Club: Putting a Stop to Women’s Dead-End Work, it is not the women that are the problem, it is the practices and norms of organizations. Workplaces still have a lot of work to do.
    Overlooked Reasons Why Women Don’t Get Promoted. Promotion guidelines and non-promotable tasks are holding women back. Reviewed by Ekua Hagan KEY POINTS- For every 100 men who are promoted into management, only 87 women get the same opportunity. One way that companies reduce the likelihood of women advancing into management is by having restrictive guidelines for promotions. Women spend a disproportionate amount of time on tasks that are important but likely won’t help them get a promotion. Employees are increasingly looking for gender equity in the workplace, yet it remains elusive. For every 100 men who are promoted into management, only 87 women get the same opportunity, representing a broken rung in the first step of the corporate ladder. A new financial instrument is highlighting how this broken rung can hurt a company’s bottom line: Hypatia is an exchange-traded fund that only invests in companies that are run by women. Experts are calling Hypatia a solid investment. A report by the Peterson Institute for International Economics supports this conclusion, finding that companies that have at least 30 percent of executive roles filled by women have profits that are 6 percent higher. The broken rung also hurts employee morale and company culture. My research with my colleague Jennifer Franczak shows that companies with a larger share of female employees in management positions were viewed as better, safer, and more enjoyable places to work. What is holding women back from advancing into management positions when it is clear that businesses benefit from having them there? While there are many factors, ranging from gender bias to hostile work environments, below are two reasons that are discussed less frequently, yet make an important impact. Promotion Guidelines One way that companies reduce the likelihood of women advancing into management is by having restrictive guidelines for promotions. Rebecca Shambaugh1 provides a powerful example: Many companies require that open corporate board seats are filled by someone with CEO experience. However, because of the small number of CEO positions that have historically been filled by women, this requirement may automatically rule out many qualified women. As another example, companies often use leadership competencies to evaluate potential candidates for promotion. Because the managers who develop the lists of leadership competencies are more commonly men than women, these lists tend to reflect what makes men successful. However, it often backfires when women try to adopt the same work style as men. For example, men are typically seen as confident when they act assertively, whereas women are often considered aggressive for the same behavior and face backlash. In general, during performance reviews, managers tend to describe2 men using task words (e.g., analytical, competent) but describe women using relational words (e.g., compassionate, energetic). When evaluating candidates for promotion, task-related characteristics hold more weight. In our research, Jennifer Franczak and I encourage companies to begin to move past these challenges by adopting what we call “qualification diversity." We suggest that organizations reconsider their leadership competencies and promotion guidelines to ensure they are not unintentionally skewed to favor men. Non-Promotable Tasks Women spend a disproportionate amount of time on tasks that are important but likely won’t help them get a promotion. This invisible labor includes things such as training new hires, planning team celebrations, leading low-revenue and low-visibility projects, or taking notes in meetings. Spending time on these non-promotable tasks takes away from the time and energy women can spend on promotable tasks. In a series of experiments, economists found that women were almost 50 percent more likely to perform non-promotable tasks than men. The economists sought to see if the higher rate of non-promotable tasks were due to the expectation workplaces place on women or due to the characteristics and preferences of women. To do so, they collected data to see if women had unique characteristics that encouraged them to volunteer for these tasks. The data showed that they did not: Characteristics such as agreeableness, altruism, and risk aversion were not able to explain the gender gap in non-promotable tasks. Second, the economists compared all-female, all-male, and mixed-gender groups. They found that men tended to only hold back in volunteering for non-promotable tasks in the mixed-gender group but volunteered in the all-male group. The researchers concluded that gender differences in non-promotable tasks can be best explained by the expectations and norms of workplaces rather than the characteristics and preferences of female employees. Although some may say that the solution is to encourage women to say no more often, research does not fully support this conclusion. Researchers have shown that the expectations for women around non-promotable tasks are so deeply ingrained in the workplace that women, but not men, face backlash if they do not volunteer and act as good corporate citizens. Women too often are put in a no-win situation, which has important implications for advancement and promotion in the workplace. As explained in the book, The No Club: Putting a Stop to Women’s Dead-End Work, it is not the women that are the problem, it is the practices and norms of organizations. Workplaces still have a lot of work to do.
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