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Welcome to the 1865 Society channel on eCornell!

The 1865 Society has partnered with eCornell to offer you this special opportunity in recognition of your loyal giving to Cornell. Hear what Cornell faculty have to say about leadership, negotiation, nutrition, and more.

The five Webseries events selected for you are listed below. You can watch as many as you like, as many times as you want, through September 15. Just click the “Start Now” button and set up a new username and password to create your account.

Thank you for giving to Cornell year after year!

Webinar Information

Your subscription will include access to these recordings of past webinars.

The measure of a successful team is comprised of three factors:

  • Achieving their stated performance goals
  • satisfying the unique goal of each team member

    becoming more effective as a high-performing team

Why, despite our best intentions, are these goals so elusive?

The fact is, research shows that many teams fail to achieve high levels of performance, often because the emphasis is in the wrong place. We spend a lot of time worrying about who is on the team, but that matters much less than how the team structures and coordinates their work, how they communicate with one another, and how they manage conflict and resolve disagreements.

Successful teams have a few things in common that differentiate them from poorly functioning teams:

Structure and clarity. What are your goals, and who is doing what? This seems incredibly obvious, but when you have 4-5 people on the team, all with diverse skills, and different ideas as to what the critical focus is… things can fall apart fairly rapidly.

  • Openness and Psychological Safety. Are team members able to be completely honest about what they believe and feel without reprisals? Can they take risks? Can they admit when they are unsure or don’t know the answer?
  • Trust and Respect. Can team members count on each other to do what they say they will do, and also believe in each others’ skills and competency?
  • Conflict resolution. How teams deal with disagreements and manage conflicts is critical. Over a decade of our research shows that how proactive teams are in managing their conflict and getting at the root causes of their problems is not only critical for team performance, but also for individual satisfaction as well as for long-term team viability.

The movement of women into the labor force has been referred to by some as the greatest social transformation of our time. In November 2010, approximately 47% of the labor force was female. More opportunities for women exist now than ever before, and the presence of women in a wide range of workplaces is common. Yet one issue that’s still being discussed is the gender pay gap.

The most commonly cited statistic in the current gender pay gap discussion is the “77 Cents” statistic: women earn 77 cents for every $1 earned by their male counterparts. The “77 Cents” statistic has been used as supporting evidence in discussions ranging from abstract theoretical musings on the role of women in society to concrete policy proposals such as The Paycheck Fairness Act.

In this interactive discussion, Stephanie Thomas, Lecturer, ILR School, Cornell University, leads us through a data-driven examination of the gender pay gap so that we get a better grip on the reality, and then we’ll look at what impact this should have on workforce and personnel decisions for HR professionals and aspiring women leaders alike.

Attendees will learn to:

  • Articulate the impact of occupation, industry, experience, race, union status and education on the “raw” wage gap
  • Differentiate between pay disclosure and pay process transparency
  • Compare and contrast the advantages and disadvantages of pay transparency
  • Discuss the ways in which pay process transparency can lead to competitive advantage

When an aspiring female leader has to negotiate for herself—for example, to get the desired salary increase, promotion timeline, team selection, project assignment, or geographic location – she may find that traditional male-oriented techniques are not a comfortable fit. However, the outcomes of each and every one of such negotiations has long term professional and personal consequences for a leader. This session provides examples of using a specific negotiating tactic: asking questions. Attendees will learn to:

  • Distinguish the ways that negotiation for oneself may differ from negotiating for others.
  • Use a series of questions in negotiation to gather information and guide the conversation.
  • Become more confident and authentic in adopting a negotiation style.
Other WebSeries Channels
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Expanding Nutrition Frontiers
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Human Resources
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Women in Leadership