Our CEO, Michael Bright, recently joined FOX Business to discuss the volatile state of the market.

Our CEO, Michael Bright, recently joined FOX 5 DC to discuss the current market volatility.

SFA CEO Michael Bright was featured on LX News

SFA submitted a letter to the Board of Governors of the Federal Reserve System (Fed) in response to the Fed’s proposed regulation to implement the Adjustable Interest Rate (LIBOR) Act. SFA applauds the Fed’s comprehensive proposal and is strongly supportive of the proposal, with a few imperative remaining clarifications that should be addressed so that consumer and investor contracts transition as seamlessly as Congress intended.

Returnships can help employees brush up their skills after a career break. See how role-model companies use these programs to find top talent. At the height of the pandemic, the workforce contracted drastically — resulting from layoffs, furloughs and competing priorities at home. In the post-vaccine, return-to-the-office world, many of those employees have re-entered the workforce. However, women who left the market have yet to return to their pre-pandemic roles. As of February 2022, there were over 1.1 million fewer women participating in the labor force than before the pandemic, according to analysis from the National Women’s Law Center. Meanwhile, their male counterparts returned to the market in droves.

The share of woman-led Fortune 500 companies has hit a record high, with 44 female CEOs at the helm of some of the largest corporations in the U.S. But perhaps the biggest takeaway from this year’s list is just how uneventful the changes in women’s leadership are—a sign that female CEOs are finding stability and staying power atop Fortune 500 companies. The Fortune 500, which ranks the 500 largest U.S. companies by revenue, is viewed as a microcosm of the overall U.S. business landscape. While the number of women CEOs who run businesses on the list can fluctuate throughout the year, it’s a useful snapshot of the corporate leadership zeitgeist. Female CEOs join the rarified group when they’re hired or promoted into the chief executive job, or if their company makes the Fortune 500 as a new entrant.

Dalia Feldheim says managers and executives, regardless of gender, can combat widespread burnout by embracing conventionally feminine leadership traits. In this edition of Author Talks, McKinsey Global Publishing’s Raju Narisetti chats with former marketing executive Dalia Feldheim about her new book, Dare to Lead like a Girl: How to Survive and Thrive in the Corporate Jungle (Rowman & Littlefield, June 2022).

A look at the social and psychological factors that can make networking uncomfortable and how to overcome them. We tend to have a range of reactions to the prospect of networking. Some of us love making connections and sharing information with new people. Some of us dread the awkward introductions and small talk.

We all need encouragement from other people. Regardless of gender, role or organization, everyone needs some kind of external validation to keep moving forward with momentum and motivation, to build resilience, and to understand where we excel or bring positive impact. When we receive feedback from others, be they team members, colleagues or bosses, we gain valuable insights into the actions and behaviors that matter to them. These insights can, in turn, help us determine and prioritize exactly where it is that we can add value from a position of strength. “Societal patterns have changed over time, and we have far greater female representation in leadership,” says Darden Professor Laura Morgan Roberts. “But there is still a significant praise deficit that women face in life and in work. We do receive positive feedback, but research shows that, compared to men, this feedback often conforms to gender stereotypes — things like nurturing or care giving.”

Way back in 1999, Jack Welch, then-chief executive officer at General Electric, realized this new thing—the internet—wasn’t going away. In fact, the internet could be a game changer for businesses like his. But top leaders, mostly of the same generation as Welch, didn’t know how to enter a portal or run a search, much less have a conversation around outreach potential. Thus, the dawn of reverse mentoring. With this role-reversal strategy, the executive or leader becomes the mentee, the staff member the mentor. Leaders meet one-on-one with employees from diverse backgrounds to get their perspectives on their jobs and the company.