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There have been ample reports on how <keyword id="19919711" type="General" weightage="100" keywordseo="gen-z" source="keywords">Gen Z</keyword> employees are doing things differently at workplaces and setting new trends. Be it opting for <keyword id="19901232" type="General" weightage="20" keywordseo="work-life-balance" source="keywords">work-life balance</keyword> over a higher salary, taking leaves without guilt, saying no to micromanagement among other things, this generation appears to be creating a whole new culture. And what happens to those who try to oppose this new culture? They get schooled on the internet, of course. In a recent incident, a manager took to X (earlier called Twitter) and shared how one of his Gen Z employees took a one-week vacation to the mountains after going through a breakup. However, contrary to his expectation, various X users started accusing him of trivialising mental health issues by such statements. Read on to know what exactly happened. <h2>"He had a breakup" </h2> The man's tweet read, "One of my Gen z team members suddenly declared 1 week leave. It was a critical time of the project so I tried to reason. He did not budge. The leave was because he had a breakup and he wanted to go to the mountains to forget the breakup." When a user commented that it is better to give people leaves than deadlines, the manager replied, "Believe me it was one way communication. I had to deal with the repercussions on project." Several other tweets followed that sided with the Gen Z employee. "So according to you, mental health is nothing," a user wrote while another commented, "That’s a perfect reason to declare leave. Business is business, will go on as will other things." <div type="image" title="google (27)" msid="115042080" hostid="261" sizebytes="295800"></div> <h2>"Gen Z does things differently" </h2> The man also clarified in one of the tweets that he didn't fire the Gen Z employee and even promoted him for his good work. He wrote, "Mate. No need to assume the worst. The guy is still in my team and has even been promoted for his good work. I was just stating how gen z’s are doing things differently." While most users schooled the manager, there were some who supported him as well. A user wrote, "I'm a younger Millennial &amp; I’m appalled by the lack of respect so many of my peers have for professors (I finished school late; many were ten years younger). It’s not much for older generations who GIVE these opportunities to expect a little bit of gratitude &amp; deference." In a similar incident, another company's manager's tweet went viral in which he shared a screenshot of how his Gen Z employee notified him that he will be on leave for a week. The short and crisp leave application email read, "I will be on leave till November 8, 2024. Bye."

‘He had a breakup and took a one-week leave’: Manager shares about his Gen-Z employee, internet reacts

Discussions around <keyword id="19956983" type="General" weightage="20" keywordseo="mental-health" source="keywords">mental health</keyword> at the workplace reignited in the last few days when the death of two corporate employees made headlines. And it is no secret that without having a healthy mind, you cannot be productive. Ample studies in the last few months have pointed out the importance of mental health and it is important to talk about these issues. Today (October 10) marks <keyword id="23481940" type="General" weightage="20" keywordseo="World-Mental-Health-Day" source="keywords">World Mental Health day</keyword>. It is an occasion for raising awareness about mental health issues and combating social stigma. Celebrated globally since 1992, this day encourages education and advocacy for mental well-being, reminding us that mental health is a crucial aspect of overall health, especially in the workplace. <h2>Ex-Google employee experienced stress, anxiety </h2> <keyword id="23300967" type="General" weightage="20" keywordseo="Nicholas-Whitaker" source="keywords">Nicholas Whitaker</keyword>, who worked with <keyword id="19902762" type="General" weightage="100" keywordseo="Google" source="keywords" meta.keywordsubtype="org" meta.entityname="Google" meta.hostid="261" meta.entityid="Google">Google</keyword> for 13 years, told Business Insider India in an interview that he also experienced the pressures of a high-stress work environment. “During my time at Google, I faced significant stress and anxiety. It became clear that no matter how successful you are on paper, if your mental health is compromised, it diminishes your quality of life and ability to fully engage at work,” he said. He added that <keyword id="19925554" type="General" weightage="20" keywordseo="mindfulness" source="keywords">mindfulness</keyword> played a crucial role in his recovery, saying that mental health is not just a personal issue but a workplace concern that should be treated with equal importance as productivity and performance. <h2>How to protect your mental health? </h2> To help others protect their mental health, Whitaker shared several key practices that can be game-changers. 1. Set Boundaries: Understand your limits and communicate them clearly. This includes managing your workload, taking time away from work, and setting boundaries around communication. Protecting your time and energy is essential. 2. Practice Mindfulness or Meditation: Mindfulness was a lifesaver for him in managing corporate stress. Even dedicating a few minutes each day to meditation can help you stay grounded and aware of your feelings, allowing you to make necessary adjustments before burnout sets in. 3. Take Breaks: In high-pressure environments, it’s easy to feel that there’s no time for a break. However, regular breaks—even just a short walk or stepping outside—can significantly enhance your mental state and boost productivity. 4. Find a Support System: Having people to talk to, whether colleagues, friends, or coaches, can make a considerable difference. Building a supportive community can combat feelings of isolation, which often exacerbate mental health issues. 5. Align Work with Values: Stress and dissatisfaction often arise from a misalignment between personal values and work. Reflecting on what truly matters to you and making small shifts toward work that aligns with those values can lead to greater fulfillment. To conclude, Whitaker said, “Mental health is not a luxury—it’s essential for personal well-being and professional success. When organisations invest in their employees’ mental health, they cultivate a culture where people feel supported, valued, and empowered to excel in their work.” As we observe <keyword id="23486492" type="General" weightage="20" keywordseo="world-mental-health" source="keywords">World Mental Health</keyword> Day, it’s crucial to remember that prioritising mental well-being can lead to a more productive, innovative, and fulfilled workforce.

World Mental Health Day: Ex-Google employee shares tips on protecting mental health at workplace, says he experienced stress and anxiety

<ul><li>An X user says she has a friend in <keyword id="19895622" type="General" weightage="100" keywordseo="Microsoft" source="keywords" meta.keywordsubtype="org" meta.entityname="Microsoft" meta.hostid="261" meta.entityid="Microsoft">Microsoft</keyword> who works 15-20 hours per week</li><li>The employee plays <keyword id="20303301" type="General" weightage="20" keywordseo="League-of-Legends" source="keywords">League of Legends</keyword> for most of the time</li><li>The user's post has over 2 million views</li></ul> Every person has a unique working style. While one employee could take hours in finishing a job, other could complete the same task in much lesser time. And in the recent times, ever since debates about <keyword id="19901232" type="General" weightage="20" keywordseo="work-life-balance" source="keywords">work-life balance</keyword> have taken centre stage, many people are talking about how being productive has nothing to do with the number of hours an employee puts in to complete a job. An X user, in a recent post, shared that she has a friend working at Microsoft who works for only 15-20 hours per week and plays League (of Legends) for the rest of the time. The post has now gone viral and people are dropping a mix of hilarious and serious comments. While one user asked if there are any openings, another commented that as long as the work is getting done, this shouldn’t be a problem. <h2>X user’s viral post </h2> In the post, the user wrote, “talking to my friend who works at microsoft &amp; apparently he works 15-20 hr weeks &amp; plays league the rest of the time &amp; gets paid $300k for it” The post, at the time of writing this story, has 2 million views. As mentioned already, people are reacting to the news and are wondering if they too, can land such a job. “What are the reqs for this job and any open positions?,” a user wrote while another commented, “Dream job lol I'd love 20 hours a week over 40 so much.” Other users, meanwhile, mentioned that there’s nothing wrong with this if the person can complete the task assigned to them. “If they can do the same work in 20 hours that someone else doing the same job would need 40 to achieve — then I don't see the issue,” a user said. Another user wrote, “Most CEOs would love a person who got results and hit the mark - no matter how many or few hours they work.” Another user was all praises for League of Legends players and said, “I’ve met so many people like that... in league... they always seem very smart though, and are very high rank... so maybe they're 10x engineering gods who don't need to work a lot like us peasants” <h2><keyword id="22902800" type="General" weightage="20" keywordseo="Amazon-employee" source="keywords">Amazon employee</keyword> who gets paid to do nothing </h2> This isn’t the first time that a techie has been in the limelight for getting paid more to do less. Last month, an <keyword id="19904608" type="General" weightage="20" keywordseo="Amazon" source="keywords" meta.keywordsubtype="org" meta.entityname="Amazon" meta.hostid="261" meta.entityid="Amazon">Amazon</keyword> worker was making headlines for saying that he gets paid Rs 3 crore a year for practically doing nothing. The employee, who has been with Amazon for a year and a half, shared his story on Blind, an anonymous platform. They revealed that after being laid off from <keyword id="19902762" type="General" weightage="20" keywordseo="google" source="keywords">Google</keyword>, they joined Amazon with a deliberate intention to do as little work as possible while still drawing a significant paycheque. The strategy, the employee claims, involved performing the bare minimum necessary to avoid raising any red flags with his managers. "I joined Amazon 1.5 years ago after being laid off from Google," the employee wrote and added, ”My goal was simple: do nothing, collect a salary, and eventually get placed on a Performance Improvement Plan (PIP).”

'Microsoft employee gets $300,000 for working 15-20 hours a week’: X user’s post goes viral

<keyword id="19902762" type="General" weightage="100" keywordseo="Google" source="keywords" meta.keywordsubtype="org" meta.entityname="Google" meta.hostid="261" meta.entityid="Google">Google</keyword> laid off thousands of employees in 2023 and many found their lives turned upside down with just an email notification. After all, when you have given your heart and soul to an organisation, it is never easy accepting the fact that you are being asked to leave at a moment’s notice. The situation becomes even more complicated when you have been with the company for more than a decade. Something similar happened with <keyword id="23300967" type="General" weightage="20" keywordseo="Nicholas-Whitaker" source="keywords">Nicholas Whitaker</keyword>, who had been working with the company since 2010 and found out about his <keyword id="20118388" type="General" weightage="20" keywordseo="layoff" source="keywords">layoff</keyword> abruptly. <h2>The 3 am email bringing bad news</h2>“My layoff experience was traumatic. I got an email at 3 am to my personal email, that I only found because a colleague pinged me on Linkedin in the DMs to ask if I was ‘Ok’ and if I was ‘safe’,” Whitaker told <keyword id="21390875" type="General" weightage="20" keywordseo="Business-Insider-India" source="keywords" meta.keywordsubtype="org" meta.entityname="Business Insider India" meta.hostid="261" meta.entityid="Business Insider India">Business Insider India</keyword> in a conversation. He added that when his colleague enquired about his safety, he thought it was a “shooting or some natural disaster.” In other words, he didn’t even imagine that he was being laid off from Google. He then revealed that when he checked his work email, he discovered that he was locked out of his laptop and phone. He then checked his personal email and there it was, the “short and impersonal email” that told him that his role at Google was being eliminated. <h2>The layoff process was uncomfortable</h2>When Google announced large-scale layoffs last year, the company made a lot of headlines for handling them in an unprofessional manner. In March 2023, several Google employees had even written an open letter to Google CEO Sundar Pichai, asking him to deal with layoffs in a better manner. Whitaker, narrating his own experience, shared with Business Insider India that after receiving the dreadful layoff email at 3 am, he spent the next few months completing formalities to get his payments that were due. He said, “It took all of the next several months for me to mail back my laptop, badge and any gear that I had that was Google property. (I also had to) navigate unemployment, health insurance and get all of the documentation I had to submit to "self Offboard" and to receive payments that I was supposed to get.” “Along the way there were multiple errors and miscommunications from the team that made it all even more uncomfortable,” he said. Whitaker also noted a complete lack of communication and empathy from his old team at Google. “I got a single text message from my prior manager asking how I was doing a few days after I was laid off, but otherwise no one reached out to check on me or offer assistance from my old team. Overall I found the process to be brutally impersonal and inhumane,” he said. <h2>Experience at Google</h2>But was Google always “inhumane” in his experience? Not really. There were some amazing days too and Google, according to Whitaker, was a different company when he had joined. “My initial experience working at Google was like it was a completely different company. I started as a temp, contractor and then a vendor for Google back in 2010, and at the time I think it was something like 40,000 employees. It had a real startup feel to it. Teams were agile and collaborative, and there was a lot of room for growth. It may have been specific to my team and org, but it felt like you had a lot more room for experimentation and autonomy to make decisions, and failure wasn't seen as a bad thing, but a necessary part of innovation,” he said. Whitaker also said that a “class system” was there at Google, especially since he was a TVC (Temporary, Vendor and Contractor). “As a TVC you wouldn't be included in many of the activities and learning opportunities that full time employees had, and didn't get invited to extracurricular activities. There was a real bias towards culture at the time, and words like Don't be Evil, and be Googly were often used.” However, in general, he added that the atmosphere was positive and full of possibilities. “Colleagues generally were very supportive, collaborative and encouraging to work with. I was excited as this was my first time working in big tech, or Corporate America and I saw that period of time as a real coming of age for me. I learned how to be a professional at Google and appreciated all of the early guidance and support that I got from colleagues and leaders.” <h2>Helping others</h2>It has now been over a year since Whitaker was laid off. He now has his own venture and helps other people navigate their careers. Talking about what motivated him to kick-start his own venture, he said, “After 13 years in big tech, the last few years in particular being particularly difficult due to toxic teams and leaders, I didn't want to jump right back into that kind of experience again. A year before getting laid off, I had experienced a bad <keyword id="19956983" type="General" weightage="20" keywordseo="mental-health" source="keywords">mental health</keyword> crisis that was the result of workplace bullying, gaslighting and toxic leadership. "I wanted to help others avoid and recover from similar situations and create a community where people can find mutual support and coaching on how to best navigate their careers in a conscious way. My severance after working so long at Google allowed me to fund the launch of my coaching business, and eventually ‘changingwork.org’." <keyword id="23300968" type="General" weightage="20" keywordseo="Changing-Work" source="keywords">Changing Work</keyword>, Whitaker explained, is his way of addressing a deep need in corporate life — helping people rediscover their sense of purpose and alignment in their careers and finding ways to build more conscious leaders and businesses. He added, “What makes this so transformative for me personally is that it allowed me to step into a role where I could integrate all the lessons from my own career—especially the parts that were hardest for me. During my time at Google, I saw firsthand how high-pressure environments can lead to burnout, anxiety, and a disconnect from our true selves.” The recent tragic death of a young CA at Ernst &amp; Young (EY) employee in India has turned the spotlight on toxic work cultures prevalent in many high-pressure industries. Broader debates on burnout, mental health struggles, and unrealistic expectations in corporate environments in the workplace have occupied social media platforms. This incident serves as a painful reminder that companies must prioritize <keyword id="21050364" type="General" weightage="20" keywordseo="employee-well-being" source="keywords">employee well-being</keyword> and mental health to foster sustainable, humane workplaces. And makes the work that people like Whitaker are doing all the more important. “I’ve spoken publicly about how mindfulness practice, coaching and therapy literally saved my life during some of my darkest times at Google. Changing Work is the culmination of that journey. It’s not just about helping others find balance and fulfillment—it’s about creating a space where I can live those values every day,” he concludes.

Fired from Google after 13 years of service, he used his severance to build a business around helping others with their careers

<ul><li><keyword id="19904608" type="General" weightage="100" keywordseo="Amazon" source="keywords" meta.keywordsubtype="org" meta.entityname="Amazon" meta.hostid="261" meta.entityid="Amazon">Amazon</keyword> announced an <keyword id="20007258" type="General" weightage="20" keywordseo="RTO" source="keywords">RTO</keyword> mandate last month</li><li><keyword id="19916568" type="General" weightage="20" keywordseo="employees" source="keywords">Employees</keyword> have to come to office five days a week</li><li>Amazon has defended the move</li></ul> When <keyword id="20231207" type="General" weightage="20" keywordseo="work-from-home" source="keywords">work from home</keyword> became the norm during the Covid-19 pandemic, most people thought that this would be the new normal. Employees began realising that they could save up a lot of time as well as money by working from home and discussions about the importance of work-life balance surfaced. However, as soon as things started getting better, companies called employees back to offices. Amazon also made headlines last month for calling its employees back to offices five days a week. After the news went viral, many people began reacting to it. The tech giant also received a baclash for its decisions as people started saying on social media that this is not the solution. Now, according to a report in The Information, <keyword id="23472756" type="General" weightage="20" keywordseo="Beth-Galetti" source="keywords">Beth Galetti</keyword>, Senior Vice President of People Experience and Tech at Amazon, has defended the mandate. Galetti said that younger employees are eager to benefit from in-person mentorship and have been asking to work from office. Speaking at The Information’s Women in Tech, Media, and Finance conference, Galetti explained that many junior staff members expressed a desire for face-to-face interaction with colleagues. She also said that the new policy reflects a return to Amazon’s previous work culture, where there was flexibility for personal matters but office attendance remained the norm. <div type="Article" hostid="261" msid="113855017" title="Amazon's RTO mandate is a 'backdoor layoff' strategy, future of work expert says" mstype="2" mssubtype="0"></div> Amazon CEO <keyword id="19910506" type="General" weightage="20" keywordseo="Andy-Jassy" source="keywords">Andy Jassy</keyword> also supports the decision, highlighting the importance of collaboration and innovation that come from being physically present in the office. In a memo to staff, Jassy acknowledged that pre-pandemic, the company allowed remote work when necessary, and this flexibility would remain. However, he stressed that regular in-office work is key to building stronger teams and a cohesive company culture. In response to the changing work environment, Amazon is also developing a generative AI-powered “culture coach” to help provide employees with real-time feedback, further supporting staff in their roles as the company adapts to new ways of working. On the other hand, Nicholas Bloom, a Stanford economist, suggests that this could be a way for Amazon to reduce its workforce without resorting to formal layoffs. He refers to this tactic as a “backdoor layoff” strategy, where some employees might quit due to the new policy, helping the company cut costs without the need to offer severance packages. Speaking to Business Insider, Bloom said that this approach may work to control costs but could harm departments like AI, where top talent is hard to attract and retain. Other tech companies like <keyword id="19902762" type="General" weightage="20" keywordseo="Google" source="keywords" meta.keywordsubtype="org" meta.entityname="Google" meta.hostid="261" meta.entityid="Google">Google</keyword>, Microsoft, and OpenAI are continuing with hybrid work policies, which may give them a chance to hire skilled workers leaving Amazon due to its stricter office requirements.

Young employees need mentorship: Amazon on calling employees back to office five days a week

In Greek mythology, Prometheus, a wise Titan whose name means "foresight," defied Zeus by gifting fire to humans, an act that revolutionised our civilization. Fire became a symbol of progress, providing the tools for growth and the spark for <keyword id="94495" type="General" weightage="20" keywordseo="innovation" source="Orion">innovation</keyword>. This ancient tale mirrors the modern concept of <keyword id="3946833" type="General" weightage="100" keywordseo="intrapreneurship" source="Orion">intrapreneurship</keyword>—the process of fostering innovation within established companies. Intrapreneurship encourages an entrepreneurial mindset by providing staff with resources, mentorship, and collaboration opportunities, enhancing innovation in ideas, products, and processes. While startups are often seen as the hub of groundbreaking ideas, some of the most transformative innovations come from within the walls of larger organisations. These corporations, however, often face bureaucratic hurdles that slow progress. Intrapreneurship breaks down these barriers by giving employees the freedom and resources to experiment. Under strong leadership, companies can foster a culture of trust, empowering teams to solve problems creatively and drive growth. <h2>Nurturing the intrapreneurial spirit</h2>One of the key components of successful intrapreneurship is providing employees with a sense of ownership and autonomy. This approach taps into the vast potential within the workforce, unlocking creativity that might otherwise remain dormant in a traditional corporate structure. It encourages risk-taking and creative problem-solving, boosting innovation and enhancing employee engagement and satisfaction. Take 3M for example, Spencer Silver’s discovery of a unique adhesive led to the creation of the iconic Post-it note, despite initial skepticism.Yet, the company’s intrapreneurial environment allowed for exploration, leading to the development of a product that revolutionised communication. Similarly, Lockheed Martin’s ‘Skunk Works’ is a division that operates with the agility of a startup within the larger organisation. Skunk Works’ autonomy has resulted in numerous aerospace innovations, including stealth technology and fighter jets. These examples underscore the transformative potential of intrapreneurial freedom, where exploration leads to groundbreaking products and industry-shifting advancements. By giving employees space to explore ideas beyond their day-to-day tasks, organisations tap into a wealth of innovation, allowing intrapreneurs to flourish. <h2>The essence of intrapreneurship</h2>Innovation requires trial and error, and not every idea will succeed. The best environments for intrapreneurship are those that embrace failure as part of the learning process. Companies like Intel and Tesla have thrived by viewing setbacks as growth opportunities. In the 1980s, Intel faced a major crossroads when internal innovators identified a larger market opportunity and advocated for a shift from memory chips to microprocessors. They embraced potential failure with this pivot, which though risky, propelled Intel to become a leader in the tech industry. Tesla, known for its continuous drive for innovation, encourages its teams to experiment and push boundaries. Elon Musk’s willingness to accept failures along the path to innovation has led to significant breakthroughs, like the development of electric vehicles and space exploration technology. <h2>Collaboration: The key to creative synergy</h2>Intrapreneurs don’t work in isolation. True innovation happens when employees collaborate across departments, combining different skills and perspectives to tackle complex challenges IBM’s Watson, a cognitive computing system, is a prime example of what can happen when cross-functional teams come together. Engineers, data scientists, and non-technical staff worked collaboratively to create a groundbreaking technology that has since been used in fields ranging from healthcare to finance. Facebook’s famous "hackathons" foster cross-departmental innovation. These 24-hour events allow employees to work on passion projects outside of their usual responsibilities, resulting in successful product features like the "Like" button. The melding of expertise has led to breakthroughs that might not have been possible within traditional silos. <h2>Intrapreneurship: Driving growth from within</h2>Innovation is more than generating ideas—it’s about bringing those ideas to life. Intrapreneurship provides a framework for turning creative concepts into reality. Just as Prometheus defied convention to give humanity the gift of fire, intrapreneurs challenge the status quo to drive progress within their organisations. By fostering a culture of risk-taking, collaboration, and continuous learning, companies can ignite the innovation that fuels long-term growth. Continuous support in the form of funding, mentorship, and resources is crucial for intrapreneurship to thrive. In today's <keyword id="6355515" type="General" weightage="20" keywordseo="business" source="Orion">business</keyword> landscape, nurturing the intrapreneurial spirit is essential for companies striving to remain competitive and relevant. Encouraging collaboration across departments and providing autonomy to explore new ideas can lead to breakthroughs that fuel an organisation's success. As Prometheus’s fire illuminated the path to human progress, so too can the spark of intrapreneurship light the way toward a brighter future for businesses. Disclaimer: This article is authored by Manoj Nair,AVP &amp; Global Head of Marketing, Corporate Strategy &amp; Risk, Infosys BPM. The opinions expressed are those of the author and do not necessarily reflect the views of Business Insider India. This article is published by the Insider Studios team. You can get in touch with them on <a href="mailto:insiderstudios@businessinsider.in">insiderstudios@businessinsider.in</a>.

Ignite the fire of innovation: The intrapreneurship advantage

You might think that constant notifications from workplace chat apps like <keyword id="19920032" type="General" weightage="20" keywordseo="Slack" source="keywords" meta.keywordsubtype="org" meta.entityname="Slack" meta.hostid="261" meta.entityid="Slack">Slack</keyword> or <keyword id="19938051" type="General" weightage="20" keywordseo="Microsoft-Teams" source="keywords" meta.keywordsubtype="org" meta.entityname="Microsoft Teams" meta.hostid="261" meta.entityid="Microsoft Teams">Microsoft Teams</keyword> are productivity killers. After all, the constant stream of pings, emojis, and @mentions can feel more distracting than helpful. But, as it turns out, these platforms could actually be hiding a powerful productivity tool — praise. New research has found that giving <keyword id="23157614" type="General" weightage="20" keywordseo="public-praise" source="keywords">public praise</keyword> to employees can boost overall office performance. Public praise has the potential to light a fire under others too, spurring them on to better work. And with remote work the new norm (if some tech companies don't have their way), this boost might be just what the digital doctor ordered. "One important challenge faced by many companies is how to motivate remote workers and keep them productive," explains Wen Wen, lead author of the study. "Our research gives practical advice on how to construct the right messages regarding peers and how to share them on <keyword id="19979951" type="General" weightage="20" keywordseo="digital-platforms" source="keywords">digital platforms</keyword> in order to achieve a significant productivity gain." Wen and her colleagues examined a Chinese tech company where praise was doled out in public messages over a Slack-like app. Every time a sales rep closed a deal, human resources sent a message to the whole team, highlighting the success — with plenty of personal details and emojis to boot. <div type="Article" hostid="261" msid="113238355" title="Can AI help companies boost employee well-being?" mstype="2" mssubtype="0"></div>They found that productivity noticeably spiked when these approving messages were publicly sent, not just for the star salespeople, but for their colleagues too. Whether the message highlighted a worker’s effort or their natural abilities, others got inspired to step up. A simple 10% increase in praise-filled message intensity led employees to make roughly one more call per day. <h2>Praise efforts, not ability</h2>But here’s where things get even more interesting. Wen’s research showed that not all praise is created equal. When co-workers were praised for their effort (think “Wow, look at how hard they hustled to close that deal!”), everyone felt inspired. It didn’t matter if the person receiving the praise was socially close or distant from their colleagues — the impact was the same. Everyone worked a little harder. On the other hand, when the praise focused on someone’s ability (as in “They’re a sales superstar with unbeatable skills!”), the results were different. Close colleagues still felt inspired, but those further removed from the praised worker didn’t feel the same motivation. Maybe it’s because effort feels achievable, while abilities can seem like an unattainable gift. In short, people are more likely to push themselves when they see others praised for their hard work rather than innate talent. It’s the “If they can do it, so can I!” mindset in action. <h2>Why this matters more for remote workers</h2>With many teams now scattered across cities (or even continents), public praise becomes even more critical. In the office, employees might get an informal pat on the back or a shoutout during a meeting, but remote workers can easily feel invisible. In fact,<a href="https://hbr.org/2020/04/how-to-keep-your-team-motivated-remotely"> studies</a> have shown that it is quite far easier for workers to lose motivation when working from home, when compared to office-goers. <div type="Article" hostid="261" msid="113300695" title="Hybrid work boosts satisfaction and productivity and is here to stay, PwC says" mstype="2" mssubtype="0"></div>This is where those digital platforms come in. Sharing public praise in all-company channels creates a virtual "hallway high-five" that helps remote workers feel seen and appreciated. And more importantly, it gives them something to strive for. "For a distributed workforce, managers should probably consider crafting effort-focused messages when sharing peer successes, instead of ability-focused messages,” Wen explains. “People can be influenced by effort-focused messages about peers whom they don't even know." So the next time someone in your team hits a milestone, don’t just send them a private note. Shout it from the digital rooftops, emoji and all! You’ll be surprised at how much harder the rest of the team will work when they see that recognition is within reach.

Publicly praising your employees online when they succeed at something can boost overall performance in the office, study finds

<ul class="summary-list"><li>After a two-year market slowdown, IPOs are rebounding and set to surge in 2025.</li><li>Morgan Stanley has partnered with cap-table firm Carta to reach founders before they get rich.</li></ul>After a two-year dealmaking drought, IPOs are mounting a <a target="_blank" href="https://www.businessinsider.com/wall-street-q3-investment-banking-boom-could-be-upended-2024-10">comeback</a>, enriching their founders and employees in the process. To land these desirable clients before their big windfall, Morgan Stanley has partnered with Carta, a platform for startups and investors to track company ownership, Business Insider has learned.Silicon Valley firms widely use Carta's financial software for tasks like issuing stock options and administering executive compensation. With this new partnership, Carta will refer clients looking to go public to Morgan Stanley at Work, a division that caters to businesses and their employees. Carta told BI it has nearly 2,000 clients that have raised up to a series C and are on the pathway to IPO. "The likelihood of the pipeline materializing is higher than it has been in a very long time," the bank's wealth boss, Jed Finn, said in an exclusive interview. He said investors have been waiting to cash out and favorable conditions are on the horizon, such as the future Trump administration cutting red tape for megamergers.Morgan Stanley uses workplace services like employee financial advice and executive compensation to get clients in the door while they're building wealth and hopefully convert them into fee-paying financial advisory customers. Over the past three years, the $6 trillion wealth business has added $250 billion in assets from individuals who started either as workplace or brokerage clients. This partnership is part of Morgan Stanley's effort to reach $10 trillion in client assets between the wealth arm and its smaller $1.6 trillion investment management unit.Since companies are staying private longer and growing larger before going public, their employees are more likely to need financial advice before and after a mammoth IPO, Finn said. Potential dilemmas include whether to put their shares in a trust or how to diversify their newfound wealth."We're uniquely situated to be able to address that complexity and to provide the advice these employees need as the companies embark on their next wave of growth," he said.<h2 id="acbbb492-dd88-44fa-85c7-3862302f80a4">How it works</h2>The referral deal fills gaps for Morgan Stanley and Carta. It gives the bank access to a broader customer base of private companies than its in-house stock planning administrator, Shareworks, and allows Carta customers to go public with less hassle. Carta stopped <a target="_blank" href="https://www.businessinsider.com/startup-unicorn-carta-eliminating-equity-software-public-companies-2023-3">managing employee equity for public companies</a> last year, but now customers can swiftly transport their data from Carta to Shareworks before they go public and stay on the platform after their IPO."This really works for making it easier for Carta clients to get that second part of their existence, the public part, in the hands of somebody who has the experience to deliver it," Finn said. "It takes a lot of the risk, the stress, the data security issues out of the process because we have a seamless and protected mechanism to make that transition."<div type="image" title="Headshot of Morgan Stanley wealth boss Jed Finn" height="744" width="1024" msid="115216958" hostid="261" sizebytes="18792"></div>Carta clients can access Morgan Stanley services before moving to Shareworks. For instance, clients considering going public can meet with a Morgan Stanley investment banker to walk through options.From there, companies can access the same offerings as other Shareworks customers, such as IPO prep and valuation services. After going public, they can tap Morgan Stanley for other services, including 401(k) management and financial reporting.Before and after the IPO, employees can get financial advice from Morgan Stanley. Advisors even visit company campuses to hold webinars and office hours. Ideally, these conversations lead to employees becoming wealth management clients, Finn said.<h2 id="a88b4676-48a0-4139-a4a0-72d1bbdd9d16">It has been a rocky year for Carta</h2>Finn had known Carta CEO Henry Ward since 2019 when the bank was looking to expand its stock management business. That year, Morgan Stanley bought a Carta competitor, Solium, now known as Shareworks. In 2021, the bank also acquired the cap table business of Silicon Valley law firm Wilson Sonsini.The partnership caps off a tough year for Carta, which was accused in January of <a target="_blank" href="https://www.businessinsider.com/carta-backlash-silicon-valley-startups-2024-1">misusing client information</a> to solicit startup investors to sell their shares without the client's consent. Ward said in a post on <a target="_blank" class="" href="https://henrysward.medium.com/how-we-handle-captable-information-c98d85d79277">Medium </a>that it was an isolated incident by a rogue employee, and Carta shuttered its <a target="_blank" href="https://www.businessinsider.com/carta-gives-up-dream-of-being-nasdaq-for-private-markets-2024-1">secondary trading business</a>.Finn declined to confirm whether Morgan Stanley considered buying Carta. "We regularly evaluate every company in the space we're thinking about," he said. "In this particular instance, we thought the partnership made the most sense since it addresses their needs, addresses our opportunity, and, importantly, it serves the clients most effectively."

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