Faced with limited customer flow, forced shut down of operations and a looming economic recession, the uncertainty of the COVID-19 pandemic leaves small-business owners to make decisions with little idea of what the future may hold. What lessons can they take from the success and resiliency of businesses that have survived crises in the past?
Studies show that gender bias in the venture capital (VC) industry hurts both female founders and has negative financial consequences for VC firms. Darden Professors Morela Hernandez and Roshni Raveendhran show how algorithm-aided, data-driven approaches can help investors mitigate bias and make better and more equitable funding decisions.
Darden Ideas to Action offers words of wisdom from six experts for graduates (and anyone else) on how real people with a real sense of purpose can make the workplace more productive, responsible and, well, happy.
Diverse companies produce higher financial returns, yet the pay gap persists. Research from Professor Morela Hernandez examines the fact that racially biased hiring managers offer lower salaries to black candidates who negotiate. So what can organizations do to mitigate the impact of racial biases?
A method in the March Madness: Coach Tony Bennett has built the UVA men’s basketball program on “five pillars.” There may be something to this foundation: With a 29-3 record, the team earned a No. 1 seed for the 2018–19 season. Here, Darden professors elaborate on the pillars and why they work for high-functioning teams on and off the court.
Early in 2017, Darden Professor Morela Hernandez led a weeklong Darden Worldwide Course of 30 MBA students to Havana, Cuba, in which small student teams engaged with a set of self-employed individuals.
If trust is vital to leadership, how do leaders — particularly new leaders — build it? Darden Professor Morela Hernandez advises demonstrating relational leadership first. That means showing you respect your team, will seek their input on important matters and will treat them fairly.
Studies have shown that when people feel ambivalent and don’t know why, they’re prone to poor decisions. In a rush to end the discomfort of ambivalence, they fall back on biased assumptions, misinterpret facts or get sidetracked by irrelevant issues.
The demands of today can seem more pressing than the plans for tomorrow. The size and shape of the forest can be lost behind the trees directly ahead. But for employers looking to increase engagement, it is important to think about the future.