Self-Silencing Is Making Women Sick | The economics of thinness | Burnout Is About Your Workplace, Not Your People | 4 signs toxic habits are eroding your board’s effectiveness

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� � � � � � Self-Silencing Is Making Women Sick - TIME    “Be more disappointing” is not a piece of advice most people would pay money to hear, but in my therapy office, it’s often the most valuable guidance I can give. My clients are mostly women, and nearly all of them struggle with a fear of disappointing others. Our culture rewards women for being perpetually pleasant, self-sacrificing, and emotionally in control, and it can feel counterintuitive for my clients to say “no”—or firmly assert their wants and needs. But my work is about helping them realize that their health might literally depend on it. Today, women account for almost 80% of autoimmune disease cases. They are at a higher risk of suffering from chronic pain, insomnia, fibromyalgia, long COVID, irritable bowel syndrome, and migraines, and are twice as likely as men to die after a heart attack. Women experience depression, anxiety, and PTSD at twice the rate of men, and face a ninefold higher prevalence of anorexia, the deadliest mental health disorder. Why is it that women are falling ill to these diseases at a rate so much higher than men? Such jarring disparities cannot be accounted for by genetic and hormonal factors alone; psychosocial factors play an important role as well. Specifically, it seems that the very virtues our culture rewards in women—agreeability, extreme selflessness, and suppression of anger—may predispose us to chronic illness and disease. Continued here � � � � � � Don't like ads? Go ad-free with TradeBriefs Premium The economics of thinness - The Economist    Mireille guIliano is a slim and successful woman. She was born in France and studied in Paris before working as an interpreter for the United Nations. She then worked in the champagne business and in 1984 joined Veuve Clicquot whose performance was, at the time, rather flat. She fizzed up the ranks and launched their American subsidiary. In 1991 she became its chief executive and ran it with great success. In her apartment overlooking downtown Manhattan, she offers a glass of water before quipping “You know how much I love water.” She is correct; drinking plenty of water is a key rule in “French Women Don’t Get Fat”, her bestselling book on how to lose weight and stay slim “the French way”. In the book she describes her discomfort when as a teenager she gained weight while spending a summer in America. Her uneasiness comes to a head when she returns home to France and her father, instead of rushing to hug her, tells her she looks “like a sack of potatoes”. She goes on a new diet plan, remembers her old French habits (lots of water, controlled portions, moving regularly) and tips the scales back in her favour. As a successful woman who is willing to talk publicly about her appearance and her weight, Ms Guiliano is rare. “Of course no one wants to talk about it,” she says. “It is much easier to pretend it comes naturally.” Successive waves of feminism have told smart women they should have emancipated themselves from vanity—as they have from domestic servitude and an existence defined by procreation. Continued here � � � � � � Burnout Is About Your Workplace, Not Your People - Harvard Business Review    We often think of burnout as an individual problem, solvable with simple-fix techniques like “learning to say no”, more yoga, better breathing, practicing resilience. Yet, evidence is mounting that personal, band-aid solutions are not enough to combat an epic and rapidly evolving workplace phenomenon. In fact, they might be harming, not helping the battle. With “burnout” now officially recognized by the World Health Organization, the responsibility for managing it has shifted away from employees and toward employers. Burnout is preventable. It requires good organizational hygiene, better data, asking more timely and relevant questions, smarter budgeting (more micro-budgeting), and ensuring that wellness offerings are included as part of your well-being strategy We tend to think of burnout as an individual problem, solvable by “learning to say no,” more yoga, better breathing techniques, practicing resilience — the self-help list goes on. But evidence is mounting that applying personal, band-aid solutions to an epic and rapidly evolving workplace phenomenon may be harming, not helping, the battle. With “burnout” now officially recognized by the World Health Organization (WHO), the responsibility for managing it has shifted away from the individual and towards the organization. Leaders take note: It’s now on you to build a burnout strategy. The term “burnout” originated in the 1970s, and for the past 50 years, the medical community has argued about how to define it. As the debate grows increasingly contentious, the most recent WHO announcement may have caused more confusion than clarity. In May, the WHO included burnout in its International Classification of Diseases (ICD-11) and immediately the public assumed that burnout would now be considered a medical condition. The WHO then put out an urgent clarification stating, “Burn-out is included in the 11th Revision of the International Classification of Diseases (ICD-11) as an occupational phenomenon, not a medical condition… reasons for which people contact health services but that are not classed as illnesses or health conditions.” Continued here � � � � � � 4 signs toxic habits are eroding your board's effectiveness - Fortune    Last week, the National Association of Corporate Directors (NACD) published its latest Blue Ribbon Commission report. This year’s topic is as intriguing and complicated as the humans who sit as directors: board culture. While group dynamics are often challenging, the report recognizes that the psychosocial landscape for directors has become especially complicated. Boards are diversifying—finally welcoming executives who have truly different life experiences and perspectives—while responding to intense economic, social, and regulatory demands. The pace of change, thorny new issues, and the sheer volume of work have arguably opened the door to insecurities, ruffled feathers, and toxic behaviors in board meetings. That’s a problem because the best, high-functioning boards “operate collaboratively with agility and speed to tackle whatever is coming down the pike,” says Mary Winston, cochair of the NACD’s commission and a former CFO at Family Dollar and Giant Eagle, who has spent more than 20 years as a corporate director. To be prepared for anything, she says, boards must be deliberate about creating strong interpersonal relationships, trust, and cohesiveness. Continued here

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