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Charu Jain SVP, Merchandising and Innovation, and Vikram Baskaran, VP of Information Technology, with Alaska Airlines, talk about why being able to offer enhanced customer service at a time when the whole notion of customer service has been completely disrupted by the pandemic is a testament to the strong cultural foundation that existed at Alaska Airlines before COVID-19 arrived.

The coronavirus pandemic revealed the necessity of resilient teams — as well as which teams didn’t have the necessary skills. Resilience requires a level of self-awareness and empathy that may not come naturally to all team members. Leaders must assess the state of their teams, identify weak spots and then deliver strategies that will help team members break down barriers and build foundations of trust, transparency and self-awareness. The article offers seven practices to help foster team resiliency.

Resilience is like a battery; to maintain a full charge, it must be properly maintained and periodically recharged. Run the resilience battery too long in an environment that is harsh and unwelcoming, and it will eventually be drained and lose power.

The future of work requires that we change our mindset, the way we view work, our relationships with our employees and employers, and our careers.

Unconsciously or subconsciously, a number of unproductive attitudes and behaviors commonly surface after a job loss. Here's what to do to avoid getting stuck in negativity.

The first thing Janet Yellen would like you to know about leading in a crisis is that if you wait until a crisis arrives to prepare, you’re already too late.

The economics of traditional restructuring no longer make sense. Hiring and firing workers simultaneously is expensive, wasteful, destroys engagement and morale, and inflicts fatal wounds to the employer brand.