Our Favorite Stories About Careers and Success in 2022

After two years of the pandemic, it’s time to rethink what jobs mean, says associate professor of organizational behavior Adina Sterling: “We should stop pushing productivity in the workplace at all costs, and begin to push humane, thriving environments.… People are really tired.”

“More than just about any other leadership skill, people are fiercely criticized for poor communication,” says Francis Flynn, a professor of organizational behavior. In a recent study, he found that employees dislike their managers’ undercommunication much more than overcommunication.

Nobody likes an aggressive, controlling boss. But we often mistakenly think that other people respect them. Realizing this misconception, explains professor of organizational behavior Deborah Gruenfeld, can help change workplace dynamics.

We’re not powerless to resist the insidious effect of political polarization. Here, a range of Stanford GSB faculty, lecturers, and alumni offer practical tips for individuals and business leaders who are looking for everyday solutions.

Jung Ho Choi, an assistant professor of accounting, finds that a majority of people looking for work care about their potential workplaces’ demographics. “Jobseekers were willing to forgo more than $1,000 in wages to work at a place with a more diverse employee base,” he says.

Shelley Correll, a professor of organizational behavior, by courtesy, at Stanford Graduate School of Business, helped start an online program that offered support for women starting off in STEM careers. She found that participants who learned “soft skills” like negotiation felt more confident were more likely to stay in their jobs.

“It takes deliberate effort to not get stuck in the day-to-day grind at work,” says Justin Berg, an assistant professor of organizational behavior at Stanford GSB. But adopting a “dual-growth mindset” can help: People who see flexibility in themselves and their jobs are happier at work.

Wealthy people may be happier. But a study of people from more than 120 countries finds that money can’t buy a sense of purpose. “People who succeed in finding meaning experience both meaning and happiness, but those who can’t find meaning aren’t happy,” says Jennifer Aaker, a marketing professor at Stanford Graduate School of Business.

The ease of gathering virtually has made widespread remote work possible, yet a study finds that on-screen meetings have a significant drawback: They hinder creative collaboration. “If your visual field is narrow, then your cognition is likely to be as well,” explains marketing professor Jonathan Levav. “For creative idea generation, narrowed focus is a problem.”

“If you’re going to get anything done, you have to have power,” says Jeffrey Pfeffer, a professor of organizational behavior. In his new book, distills the key lessons from his popular class, The Paths to Power, and explains why tapping into your power can help level an uneven playing field.