Business

According to the Harvard Business Review, asking for a promotion can be nerve-wracking. How do you prepare for that conversation with your boss? What information should you have at the ready? And how exactly do you make your case?

The first step is to think through what you want. Do you want more power? More money? More managerial responsibility? Also, consider getting feedback from a personal "board of directors" on your strengths and weaknesses. Speak to peers to try to measure your reputation. Find out how others successfully pressed their cases for promotion. 

Once you’ve clarified exactly what you’re looking for, build a compelling case for why you deserve to move up. Consider preparing a one-or-two-page memo that clearly outlines your track record. The memo’s bullet points should provide metrics of the impact you’ve had, descriptions of solutions you’ve delivered, and financial outcomes for which you’ve been responsible.

Toyota was the leader in eco-friendly hybrid vehicles for many years, according to ArsTechnica. The automotive company had a fuel-efficiency edge over its competition. However, it has recently struggled to compete with companies that sell electric vehicles such as Tesla, Nissan and Volkswagen.

Toyota has made two critical choices. First, it tethered itself to hybrids. Second, it bet its future on hydrogen. But now governments around the world are moving to ban fossil-fuel vehicles of any kind.

According to the Harvard Business Review, the higher leaders rise in the ranks, the more they are at risk of getting an inflated ego. The bigger their ego grows, the more they are at risk of ending up in an insulated bubble, losing touch with their colleagues, the culture and ultimately their clients.

An unchecked ego can warp our perspective, twist our values and corrupt our behavior. When we believe we’re the sole architects of our success, we tend to be ruder, more selfish and more likely to interrupt others. An inflated ego also narrows our vision. The ego always looks for information that confirms what it wants to believe. Basically, a big ego makes us have a strong confirmation bias.

CNN reports that according to the International Air Transport Association (IATA), providing a single dose of a future coronavirus vaccine to all 7.8 billion people in the world will require the use of 8,000 Boeing 747 cargo aircraft, and that planning needs to begin now.

IATA's director general and CEO, Alexandre de Juniac, said in a public statement that "safely delivering Covid-19 vaccines will be the mission of the century for the global air cargo industry."

There are multiple vaccines being tested in human trials simultaneously around the world. Once a vaccine is approved for use, licensing and large-scale manufacturing will take place. However, without proper planning, these vaccines won't be able to fly the skies.

For many restaurants, receiving a Michelin star (or two, or three) is one of the best ways to gain world-class status in the culinary world. It is also guaranteed to attract international media attention and bring in new business.

Although it is extremely difficult to earn Michelin stars, the Japanese restaurant Sukiyabashi Jiro has earned the maximum three stars every year since 2007. But things are about to change. It was recently announced that the restaurant will be left out of the 2020 Michelin Guide because it no longer accepts public reservations. Since Michelin’s aim is to introduce top-notch restaurants to the general public, Sukiyabashi Jiro no longer falls within their rating criteria.

It comes in red, mustard and black, in sizes 6 up to 16; the Boohoo minidress is, according to the online retailer, "perfect for transitioning from day to play". It is not so much the styling and colour, but the price of the £5 dress which attracts thousands of the thriving retailer's U.K. customers to buy it.

The £5 dress epitomises a fast fashion industry that pumps hundreds of new collections onto the market in a short time at pocket money prices. On average, such dresses and other products are discarded by consumers after five weeks. 

But behind the price tag, there is an environmental and social cost not contained on the label of such products. The textile industry creates more CO² a year than international aviation and shipping combined. It also creates chemical and plastic pollution—as much as 35% of micro-plastics found in the ocean come from synthetic clothing, not to mention the scrapped clothing piling up in landfills. 

The key to inclusion is understanding who your employees really are, particularly those in underrepresented groups. One of the best practices for this is to segment employee engagement survey results by minority groups.

Many organizations conduct employee engagement surveys, but most neglect to segment the data they collect by criteria such as gender, ethnicity, generation, geography, and role in the organization. By only looking at the total numbers, employers miss out on opportunities to identify issues among smaller groups that could be leading to employee turnover, as the views of the majority overpower those of minorities.