By <a href="https://www.cnbc.com/vicky-mckeever/">Vicky McKeever </a>



As veganism grows in popularity around the world, there is increasing pressure for employers to catch up and make the workplace more inclusive. 



Measures proposed by the U.K. charity The Vegan Society include dedicated vegan shelves in office fridges, as well as color-coded equipment and separate food preparation areas.



The number of vegans in the U.K. alone quadrupled between 2014 and 2019, growing from 150,000 to 600,000 people, according to the charity. Meanwhile, global internet searches for “veganism” have more than doubled in the past five years, according to Google Trends data, and the term is now seeing around three times the interest of “vegetarianism.”



Vegans don’t consume animal products and the subsequent shift towards plant-based diets led The Vegan Society to last week publish tips for employers on how they can create a more inclusive work environment for vegan employees.



This was in light of recent changes to U.K. anti-discrimination law which now protects “ethical veganism” — people who not only follow a plant-based diet but also avoid any products using, or tested on, animals.



The charity said employers should consider the following:



<ul class="wp-block-list"><li>Sending out a dietary requirements sheet to staff for catered events.</li><li>Keeping kitchen utensils clean, providing color-coded equipment and separate food preparation areas.</li><li>Offering dedicated food storage areas for vegan, such as shelves in the fridge.</li><li>Ensuring access to vegan-friendly clothing, such as synthetic safety boots or a non-leather phone case.</li><li>Exempting vegans from attending corporate events such as horse racing, or others which revolve around animal products, such as a “hog roast” BBQ.</li><li>Considering exempting vegans from participating in the buying (or signing off on the purchase) of non-vegan products.</li><li>Supporting vegan employees to discuss their pension investment options with a relevant member of staff.</li><li>Creating a positive and respectful atmosphere towards vegan employees, for example by being mindful of “jokes” which could be deemed offensive.</li><li>Training staff on anti-discrimination law, highlighting to them that veganism is an example of a non-religious belief protected under this legislation.</li><li>Reassuring vegan employees that they should not feel anxious about raising complaints and that they will be taken seriously if they do so.</li><li>Taking prompt action on unfair treatment of, or complaints from, vegans.</li><li>Seeing how vegans can contribute to workplace policies and practices.</li></ul>



<h2 class="wp-block-heading">Equality law and veganism</h2>



In January, an employment tribunal in the U.K. confirmed that ethical veganism is a belief that is protected within the scope of the 2010 Equality Act.



This is the U.K. law which says it is illegal to discriminate against people on the basis of age, disability, gender and religion, among other protected characteristics.



The inclusion of ethical veganism within the remit of this law came after an employment tribunal ruled in favor of Jordi Casamitjana, who alleged he was fired from his job at the League Against Cruel Sports for his beliefs. Casamitjana claimed he was fired for telling colleagues that the League’s pension fund was invested in companies involved in animal testing.



Matt Turner, a spokesman for The Vegan Society, said the protections for ethical vegans in the U.K. are “long overdue.”



“As momentum in the U.K. continues to grow, it’s imperative that employers ensure that the ever-increasing number of ethical vegans are protected and catered for in the workplace,” he said.



Eric Brent, CEO of California-based online vegan and vegetarian restaurant&nbsp;<a href="https://www.cnbc.com/2019/12/02/london-ranked-as-top-city-globally-for-vegan-friendly-restaurants.html">directory HappyCow</a>, said he believed the same legal protections should apply to vegans in the U.S.



He argued that vegans should be included on the list of people protected under Equal Employment Opportunity Commission (EEOC) laws, which protect workers in the U.S. against workplace discrimination.



The EEOC, meanwhile, told CNBC via email that veganism could sometimes be considered a religious practice and be protected under its laws.



For example, in 2012, a federal district court ruled in favor of a woman who filed a lawsuit over her dismissal from a hospital. The woman refused to get a flu vaccination which she said went against her veganism and she used biblical extracts as the basis for arguing her beliefs.



<iframe loading="lazy" width="560" height="315" src="https://www.youtube.com/embed/gj2RxzdFCYg" frameborder="0" allow="accelerometer; autoplay; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>



This article was first published on CNBC  <a href="https://www.cnbc.com/2020/02/25/vegan-friendly-offices-tips-on-how-to-make-workplaces-more-inclusive.html?forYou=true">https://www.cnbc.com/2020/02/25/vegan-friendly-offices-tips-on-how-to-make-workplaces-more-inclusive.html?forYou=true</a> and is republished with its permission.

Young Asian blogger having vegetarian breakfast at work

Vegans want to change the workplace … and it all starts in the kitchen

It’s been eight years since&nbsp;<a href="https://www.cnbc.com/2019/04/05/apple-steve-jobs-divided-people-into-2-groups-insanely-great-and-crappy-people-says-ex-employee-guy-kawasaki.html" class="">Steve Jobs</a>&nbsp;passed away on Oct. 5, 2011, but his&nbsp;<a href="https://www.cnbc.com/2019/04/05/amazon-billionaire-ceo-jeff-bezos-ask-yourself-these-12-questions-to-live-a-long-happy-life.html" class="">lessons about life, work and success</a>&nbsp;still live on today.



In a 1994, the Apple co-founder sat down for an&nbsp;<a href="https://www.rollingstone.com/culture/culture-news/steve-jobs-in-1994-the-rolling-stone-interview-231132/" class="">interview with Rolling Stone</a>. At the time, Jobs was at one of the lowest points of his career; he had long ago been booted from Apple, and the personal computer revolution seemed to be dimming. And yet, when asked if he still believed in the limitless potential of technology, Jobs answered yes.



“But it’s not a faith in technology. It’s faith in people,” he said.



<h2 class="wp-block-heading">‘Tools are just tools’</h2>



“Technology is nothing. What’s important is that you have faith in people, that they’re basically good and smart — and if you give them tools, they’ll do wonderful things with them,” he said. “Tools are just tools. They either work, or they don’t work.”



Put another way, Jobs believed that in order to achieve great success and create revolutionary changes in the world, we must learn to prioritize the intersection of technology and the humanities, because that’s how the best ideas emerge.



Jobs took this philosophy seriously. Years after he rejoined Apple in 1997, it was clear that he had become a far better leader. His goal, according to Walter Isaacson’s biography <a class="" href="https://www.amazon.com/Steve-Jobs-Walter-Isaacson/dp/1451648537">“Steve Jobs,”</a> was to build an enduring company that prioritized people. Everything else — products and profits — while still important, would be secondary.



Jobs’ vision paid off: He had successfully shifted Apple’s focus back to making cutting-edge products, which resulted in a phase of unprecedented growth for the company.



Here’s how Jobs’ put his “faith in people” into practice:



1. He hired the right people and trusted them to perform



Jobs understood the cost of hiring the wrong people. He was heavily&nbsp;<a href="https://www.telegraph.co.uk/technology/steve-jobs/8810045/Steve-Jobs-timeline.html" class="">involved in major hiring decisions</a>, and remained so&nbsp;<a href="https://www.telegraph.co.uk/technology/steve-jobs/8810045/Steve-Jobs-timeline.html" class="">even after taking medical leave</a>.



Plenty of people have a breadth of knowledge that enables them to make good decisions under a variety of circumstances, but you can’t possibly be an expert at everything. The best leaders know what they don’t know, and they bring in experts to help them plan their next move.



As&nbsp;<a href="https://www.cnbc.com/2016/09/27/steve-jobs-advice-on-hiring-helps-grow-this-ceos-talent-pool.html" class="">Jobs once said</a>, “It doesn’t make sense to hire smart people and tell them what to do; we hire smart people so they can tell us what to do.”



2. He delivered his demand for excellence in a inspiring way



To many, Jobs’ version of “having faith in people” might not be considered the norm. His occasionally abrasive style of leadership has been described as&nbsp;<a href="https://www.cnet.com/news/apple-co-founder-chairman-steve-jobs-dies/" class="">“terrorizing”&nbsp;</a>and<a href="https://www.cnet.com/news/apple-co-founder-chairman-steve-jobs-dies/" class="">&nbsp;“extremely demanding.”</a>



But, as proven by Apple’s success, it worked. “Jobs’ rudeness and roughness were accompanied by an ability to be inspirational,” Isaacson wrote in a&nbsp;<a href="https://hbr.org/2012/04/the-real-leadership-lessons-of-steve-jobs" class="">Harvard Business Review</a>&nbsp;article.



Indeed, Jobs knew how to “infuse Apple employees with an abiding passion to create groundbreaking products and a belief that they could accomplish what seemed impossible,” according to Isaacson.



The author recalled Jobs once telling him: “I’ve learned over the years that when you have really good people, you don’t have to baby them. By expecting them to do great things, you can get them to do great things.”



3. He taught them about humility



Some people might get a chuckle out of this one, considering Jobs was known to have a certain degree of arrogance, but he also had the capacity to admit when he was wrong and change his opinion entirely.



<a href="https://www.cnbc.com/2019/03/01/former-apple-employee-guy-kawasaki-once-stood-up-to-steve-jobs-here-is-the-amazing-response-he-received.html" class="">Guy Kawasaki</a>, former chief evangelist at Apple who worked closely with the tech visionary,&nbsp;<a href="https://www.cnbc.com/2017/10/31/steve-jobs-taught-guy-kawasaki-this-surprising-lesson-about-intelligence.html" class="">told CNBC Make It</a>&nbsp;that one of the most important lessons he learned from Jobs “is that changing your mind, changing what you’re doing and reversing yourself at an extreme is a sign of intelligence.”



When Jobs first introduced the iPhone in 2007, for example, it was a closed system — no one outside of Apple could create an app for it. A year later,&nbsp;<a href="https://www.cnbc.com/2017/10/31/steve-jobs-taught-guy-kawasaki-this-surprising-lesson-about-intelligence.html" class="">Jobs made a complete “180-degree reversal,”</a>&nbsp;Kawasaki said. He opened the system to the public after realizing how much more the device could offer customers with apps written by anyone with a good idea.



In a world of stark dichotomies, it’s good to be fearless about changing sides or altering courses.



4. He taught them to focus



After his return to Apple, Jobs would take his top employees on annual retreats. On the last day of each retreat,&nbsp;<a href="https://hbr.org/2012/04/the-real-leadership-lessons-of-steve-jobs" class="">Isaacson wrote</a>, he’d stand in front of a whiteboard and ask everybody: “What are the 10 things we should be doing next?”



People would fight to get their suggestions on the list. “Jobs would write them down — and then cross off the ones he decreed dumb,” Isaacson continued. “After much jockeying, the group would come up with a list of 10. Then, Jobs would slash seven of them and announce, ‘We can only do three.’”



The theatrics of the activity were meant to teach his employees about focus. “Deciding what not to do is as important as deciding what to do,” Jobs told Isaacson. “That’s true for companies, and it’s true for products.”



5. He engaged face-to-face



If Jobs were alive today, it’d be unlikely for anyone to get a Slack reply from him. According to Isaacson, Jobs believed in the power of in-person conversations and always preferred face-to-face meetings.



“There’s a temptation in our networked age to think that ideas can be developed by email and iChat,” he told Isaacson. “That’s crazy. Creativity comes from spontaneous meetings, from random discussions.”



Even at Pixar, Jobs made sure the building was designed to get people out of their offices and interact with others. The front doors and main stairs and corridors all led to the atrium, which housed essentials like a fitness center, cafe, employee mailboxes and the&nbsp;<a href="https://www.newyorker.com/news/news-desk/steve-jobs-technology-alone-is-not-enough" class="">only set of bathrooms</a>.



It was meant to be the heart of the headquarters, the place where people ran into each other, talked and came up with the most inventive ideas.



<a class="" href="http://marcelschwantes.com/">Marcel Schwantes</a> is a speaker, executive coach and workplace strategist. As a leadership coach, he addresses the elements required to create human-centered workplaces that result in high-performing cultures. Marcel is also the host of the “Leadership from the Core” podcast.



This article first appeared on CNBC <a href="https://www.cnbc.com/2019/10/05/apple-ceo-steve-jobs-technology-is-nothing-heres-what-it-takes-to-achieve-great-success.html">https://www.cnbc.com/2019/10/05/apple-ceo-steve-jobs-technology-is-nothing-heres-what-it-takes-to-achieve-great-success.html</a> and is republished with its permission.

Steve Jobs: ‘Technology is nothing’—here’s what he said it really takes to achieve great success

By <a href="https://www.cnbc.com/courtney-connley/">Courtney Connley</a>



The flexibility to work remotely is a perk many workers dream of having.



But according to bestselling management author and CNBC contributor Suzy Welch, working from the comfort of your home or coffee shop can easily become “a career killer.”



“I understand that as an employee, sometimes remote work is the only way work is possible,” Welch tells&nbsp;<a href="https://www.cnbc.com/make-it/" class="">CNBC Make It</a>. “And I understand as a boss, sometimes remote work is the only way to get the person you need.”



However, she says, though working remotely has a few “very real upsides,” it has serious drawbacks as well.



“Here’s the truth,” says Welch. “The best work in an organization, the important work, it never gets done on the phone, or over email or on Slack.”



Instead, she says, “it is almost always facilitated by relationships and understandings that only happen when people are together physically.” Great teams are built on “the banter, the lunches, the late nights, the jokes, the asides, the shared ah-has!”



That type of bonding, she says, “builds layers of trust, and trust is a career’s rocket fuel. You can fly without it, but you can’t soar.”



Welch emphasizes that if you’re content with where your career is now, or you’re not interested in a leadership role, working remotely may be a perfectly acceptable option for you. “You can contribute working remotely,” she says. “You can even get promoted.”



But, if you want to move up the ranks and become a leader in your organization, “you need to be in the building.”



“Leadership is an inside job,” says Welch, “and it starts in the room where trust happens.”



Suzy Welch is the co-founder of the <a class="" href="http://jwmi.com/?mcv=jdg469">Jack Welch Management Institute</a>and a noted business journalist, TV commentator and public speaker. Think you need Suzy to fix your career? Email her at gettowork@cnbc.com.



This article first appeared on CNBC <a href="https://www.cnbc.com/2019/07/01/suzy-welch-why-working-from-home-can-be-terrible-for-your-career.html">https://www.cnbc.com/2019/07/01/suzy-welch-why-working-from-home-can-be-terrible-for-your-career.html</a> and is republished with its permission.

Suzy Welch: Why working from home can be terrible for your career

By <a href="https://www.cnbc.com/courtney-connley/">Courtney Connley</a> 



The #MeToo and Time’s Up movements have brought huge attention to the challenges women face at work, but a new survey finds that 60% of male managers say they’re uncomfortable mentoring, working one-on-one or socializing with a woman.



According to the survey, released by&nbsp;<a href="https://leanin.org/mentor-her?utm_campaign=mentorher&amp;amp;utm_medium=social&amp;amp;utm_source=twitter" class="">LeanIn.org</a>&nbsp;and SurveyMonkey, that’s a 33% increase from last year.



Senior-level men also say they are 12 times more likely to be hesitant about one-on-one meetings with a junior woman than they are a junior man, nine times more likely to be hesitant to travel with a junior woman for work than a junior man, and six times more likely to be hesitant to have a work dinner with a junior woman than a junior man.



LeanIn.org founder and Facebook COO Sheryl Sandberg calls the results “totally unacceptable.”



She tells Julia Boorstin on&nbsp;<a href="https://www.cnbc.com/video/2019/05/17/facebook-sheryl-sandberg-metoo-women-in-workplace-women-leadership.html" class="">CNBC’s “Squawk on the Street”</a>&nbsp;that the problem with this dynamic is that “women already weren’t getting the same mentorship men were, particularly women of color.” And in her experience, she says, “no one has ever gotten a promotion without getting a one-on-one meeting.”



Though some have argued that the #MeToo and Time’s Up movements have had a negative impact on relationships between men and women at work, Sandberg disagrees. She says the movements have had an “overwhelmingly positive” impact on the workplace, especially in spotlighting the problem of sexual harassment against women.



“The thing is, it’s not enough,” she says. “It’s really important to not harass anyone, but that’s pretty basic. We also need to not be ignored.”



Rachel Thomas, president of LeanIn.org, tells&nbsp;<a href="https://www.cnbc.com/make-it/" class="">CNBC Make It</a>&nbsp;that “sexual harassment is a lot of things, and it’s a really complicated issue, but a big piece of it is power dynamics.”



“We need more women in positions of leadership, more people of color and more LGBTQ people,” she says. “We need to change what leadership looks like in our organizations because we know that will lead to more safer and stronger workplaces.”



Both she and Sandberg point out that sexual harassment is twice as likely to occur in organizations where men dominate the C-suite. That’s why, Thomas says, it’s imperative that men speak up and take action. “My suspicion is that a lot of good guys don’t realize that by not actively mentoring, sponsoring or creating full access, that they’re inadvertently part of the problem,” Thomas says.



As a solution, Thomas and Sandberg say any man who doesn’t want to have work dinners with a woman should also not have work dinners with a man. Instead, they should have group dinners so that everyone is included.



“That’s one way to create equal access,” says Thomas. “I don’t fully understand it, but for whatever reason if a man is also uncomfortable having a one-on-one meeting with a woman or working with a woman, then leave the door open.”



Regardless of how a man may feel about working with a woman, Thomas says there is “no excuse for not being a good manager, not being a good leader and not offering equal access to the mentorship and sponsorship that we know all employees need to succeed.”



Correction: This story was revised to correct a headline. The researchers found that 60% of male managers now say they’re uncomfortable participating in work activities with women.



This article first appeared on CNBC <a href="https://www.cnbc.com/2019/05/17/60percent-of-male-managers-now-say-theyre-uncomfortable-mentoring-women.html">https://www.cnbc.com/2019/05/17/60percent-of-male-managers-now-say-theyre-uncomfortable-mentoring-women.html</a> and is republished with its permission.

Improperly appointed boards spell disaster for organisations

60% of male managers now say they’re uncomfortable participating in work activities with women

By Genevieve Jozaffe-Naidoo, Training Management and Organisational Development (TMOD) Manager
Care is a verb at Continental Tyre South Africa, which is why the company has consistently been named a Top Employer in South Africa.
It is critical for all employees to know and understand how wealth is created and distributed within the organisation.
Equally, every employee needs to appreciate their individual contribution towards common goals. To this end, our leadership team has established line-of-sight for each employee. 
Growth and profitability can only be achieved through shared purpose and values (Trust, Passion to Win, For One Another and Freedom to Act), coupled with employees’ talents, motivation and willingness to learn.
Our values unify how we engage and challenge our actions, results, successes and opportunities. Trust and transparency talk to just some of the lived values of our leadership team – sacrificing short-term gains for long-term growth. The leadership team have committed their time, efforts and minds being of service down the line to create “one Continental”.
Over the past few years, there has been significant investment in building our people capability. Hosting development programmes aimed at enhancing critical skills was just one of the interventions we undertook.
2018 has certainly challenged our business. This year – in the spirit of building capability – business sustainability and humanising the scoreboard has been our priority. Political and economic uncertainty, both locally and globally, has created added pressure to deliver affordable, quality products consistently. These challenges have brought us full circle to our values.
Our people have responded well to these challenging times. Dialogues and joint action planning define our culture, with various platforms accommodating multi-faceted conversations. We are motivated to change our lived experiences by creating alliance and value, striving always to be an attractive and progressive employer.
Participating in the Top Employer awards has been of tremendous use in raising our awareness on policy, process and practice. Additionally, it has added value to our brand. Continental Tyre South Africa’s 70-year presence in South Africa is evidence of our leadership and learning agility. Our organisation is fully geared toward shaping our future in motion.
OUR PEOPLE, OUR CULTURE, OUR FUTURE.
&nbsp;
Content supplied by Continental Tyre South Africa

How Continental Tyre’s values are creating value

Linda Trim | Giant Leap
Successful companies the world over are making the necessary shift of recognising the value of the workplace as a business tool to help hire and keep the best talent. 
<img loading="lazy" decoding="async" class="aligncenter wp-image-296377 size-full" src="http://cnbc.africa/wp-content/uploads/2018/01/office-space_Pixabay.jpg" alt="" width="960" height="642" />
Linda Trim, Director at workplace specialists Giant Leap, said that for South African companies, the overarching imperative must be to see workplace strategy as a business opportunity rather than a just a design challenge and a cost containment exercise. 
 
With 80 percent of the average company’s costs tied to its talent, which is increasingly globally mobile, here are the top 5 workplace changes South African companies will need to adopt in the next 2 years to keep pace with international trends: 
 
1. Build the ‘internet of Workplace.’ 
In larger companies, “Internet of Things” (IoT) integration has so far primarily been at the building level, using real-time dashboards to track workplace occupancy, building water consumption, elevator usage, temperatures and more. 
“However, threads of the next stage of this are starting to emerge, “ Trim noted. 
 “Companies are starting to embrace everything from smartphone apps that control the window shades, to tablets in meeting rooms that enable employees to order a coffee through a virtual concierge or to adjust the temperature.” 
Companies that build a workplace linked by internet connectivity – an “Internet of Workplace” – will leverage devices, furniture and environments that interact digitally to drive productivity. 
For example, Dutch bank ABN Amro is using occupancy data to help employees find available workspaces, and analysing traffic patterns around lunchtime to manage lift rush hours.
2. ingrain the co-working mentality in real estate strategy
By 2020, there will be 26 000 co-working locations worldwide. By comparison, there are 24 000 Starbucks globally. Initially, co-working was simply a term for the use of a shared workspace that businesses – many of them individual entrepreneurs or small startups. 
“Today, top class co-working spaces like FutureSpace in Sandton, are used by a wide variety of businesses, including multinational companies,“ said Trim.
In the future, companies will also need to think more about accessing office space rather than owning or leasing it. This paradigm shift will require an evaluation of “core” and “ flexible” space needs so that businesses can execute a real estate strategy that minimises cost and maximises opportunities.
3. Make employee experience a core part of business strategy
While most business leaders already have an understanding of the importance of employee engagement, three-quarters of those surveyed in a Harvard Business Review study said that most of their employees are not highly engaged.
Said Trim: “Engagement and productivity can have a direct impact on the bottom line. One of the best ways that companies can ensure that their employees are engaged is to dedicate someone entirely to the employee experience. By creating a position of a chief experience officer, you can focus attention and resources to reduce work-day friction and create positive experiences for employees.” 
4. Create a workplace that makes people healthier 
Low productivity due to poor health damages companies profitability. In the U.S. for example, overweight workers and those with chronic health conditions account for more $153 billion in lost productivity annually. 
“To combat these trends, wellness is and will remain one of the hottest topics in workplace design, “ said Trim. 
“Employees will soon expect to be healthier when they leave the office than when they arrived. This will be thanks to access to high-quality air, natural light, water and healthy food choices, plus wellness programs with opportunities for exercise, health care services and social engagement.”
Technology can also play a role. Some European companies encourage employees to wear Fitbits and answer daily questions to assess exercise levels, stress levels, productivity and overall well-being. Employees then translate data-driven insights into decisions around how, where and when to work. 
“By 2020, we expect that the importance of benchmarking built- environment performance to wellness standards will increase dramatically,” Trim added. 
5. Enable an agile organisation
Most organisations have dedicated teams with certain expertise that work on specific products or services for clients. 
“Due to changing client demands, a quickly shifting environment and evolving technologies, organisations are starting to rethink these structures by prioritising collaboration between teams, breaking down silos. 
The “agile organisation” is a term that’s getting a lot of attention right now,” said Trim. 
To boost collaboration between people with different areas of expertise and backgrounds, agile organisations must be able to bring people physically together to work. Collaborations are key, which means that more people will come to the office and average occupancy rates will increase. Additionally, formal planned meetings are replaced by short, effective “meeting moments” and continuous informal collaboration within teams.
According to a study from McKinsey &amp; Company, businesses that are deploying agile development at scale have accelerated their innovation by up to 80 percent. 
“The year 2020 isn’t that far away. It is critical for South African companies to make space and location decisions that create engaging and productive experiences for employees,” Trim concluded.

5 workplace changes South African companies must adopt by 2020

Brian Roberts | CNBC Contributor
Millennials don&#8217;t have it like the boomer generation.
Compared to our predecessors, the cost of living is higher, taxes are higher and decent paying jobs are scarcer. Without the basics covered, it&#8217;s that much harder for millennials to land ― let alone excel in ― leadership roles.
It&#8217;s hard to want to put in extra effort at the office when you&#8217;re feeling undervalued. For millennials who feel caged by constraints like this, the solution may be a lot simpler than you think: Pack your bags.
That&#8217;s right. Move.
<a class="inline_asset" href="http://growella.com/" target="_self">Growella</a>, a media site that helps millennials make smart money, career and lifestyle choices, conducted a comprehensive study on the <a class="inline_asset" href="https://growella.com/working/top-ranked-cities-for-millennials/" target="_self">best cities for millennials</a> in the U.S. The cities were ranked by pulling data from more than 70 public, available resources.
They looked at everything from availability of entry-level jobs to take home pay and more. Ultimately, the study boiled down to answering this question: Is it possible to earn a living, have a life and still set aside money for your future? And if so, where?
For instance, New York City wages are higher compared to a lot of places, but net income ― what you take home ― isn&#8217;t.
&#8220;What you make isn&#8217;t always &#8216;what you make.&#8217; Favorable tax rates and a low cost of living can be the great equalizer in some cities,&#8221; says Dan Green, the founder and CEO of Growella.
In short: Cities with greater career opportunities and less expenses might afford millennials opportunities they crave. These include the ability to focus on bigger goals and become leaders in fields they&#8217;re passionate about.
&#8220;Each of the top five has a character and prevailing industry, from technology and robotics to finance and other fields,&#8221; he says.
According to the study, these are the top five cities for millennials and their prevailing industries:
<h2 class="subtitle">1. Durham, North Carolina</h2>
<div id="attachment_123649" style="width: 610px" class="wp-caption alignnone"><img loading="lazy" decoding="async" aria-describedby="caption-attachment-123649" class="size-full wp-image-123649" src="http://cnbc.africa/wp-content/uploads/2017/05/Durham.600x400.jpg" alt="" width="600" height="400" />Barry Winiker | Getty Images An office complex in Durham, North Carolina</div>
Industries: Life sciences and IT
For millennials with leadership aspirations in the life sciences or IT sector, go to Durham. The city is home to Duke University and Research Triangle Park, a preeminent high-tech research hub. Plus, with over 100,000 residents between the ages of 18 to 34, there&#8217;s no shortage of other ambitious millennials to connect with.
<h2 class="subtitle">2. Pittsburgh, Pennsylvania</h2>
<div id="attachment_123674" style="width: 610px" class="wp-caption alignnone"><img loading="lazy" decoding="async" aria-describedby="caption-attachment-123674" class="size-full wp-image-123674" src="http://cnbc.africa/wp-content/uploads/2017/05/104460422-Pittsburg.600x400.jpg" alt="" width="600" height="400" />Danita Delmont | Getty Images</div>
Industries: Tech and robotics
When people first think of Pittsburgh, they think of steel. But the &#8216;Steel City&#8217;, once known as a vibrant steel manufacturing city, is now buzzing with &#8220;technology and robotics&#8221; according to Dan Green. Ambitious millennials will also love Pittsburgh for it&#8217;s rich art and cultural scene, and with over 346,400 people between the ages of 18 to 34 in Pittsburgh, there&#8217;s no shortage of folks to enjoy it with.
<h2 class="subtitle">3. Nashville, Tennessee</h2>
<div id="attachment_123675" style="width: 610px" class="wp-caption alignnone"><img loading="lazy" decoding="async" aria-describedby="caption-attachment-123675" class="size-full wp-image-123675" src="http://cnbc.africa/wp-content/uploads/2017/05/104460390-Nashville.600x400.jpg" alt="" width="600" height="400" />Danita Delmont | Getty Images The Nashville, Tennessee skyline</div>
Industries: Healthcare and publishing
If you&#8217;re looking to make a name for yourself in healthcare, publishing ― and we can&#8217;t forget music ― then Nashville may be the place for you. Having just spent a week there with other young professionals, I can attest to the opportunities Nashville has for anyone looking to make a name, regardless of the industry. Although you may know it as &#8220;Music City&#8221; my one Lyft driver referred to it as &#8220;Crane City&#8221; due to the sheer number of cranes dotting the skyline, office buildings and apartments.
<h2 class="subtitle">4. Des Moines, Iowa</h2>
<div id="attachment_123676" style="width: 610px" class="wp-caption alignnone"><img loading="lazy" decoding="async" aria-describedby="caption-attachment-123676" class="size-full wp-image-123676" src="http://cnbc.africa/wp-content/uploads/2017/05/104460374-Des_Moines.600x400.png" alt="" width="600" height="400" />Jeremy Woodhouse | Getty Images The Des Moines, Iowa skyline</div>
Industry: Insurance
This city, although not as popular as the other names on this list, is one of the best places for leaders in America. Business costs are far below the national average, and it&#8217;s been a hotbed of economic growth since 2010. Insurance is a key industry here.
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Millennials don&#8217;t have it like the boomer generation.
Compared to our predecessors, the cost of living is higher, taxes are higher and decent paying jobs are scarcer. Without the basics covered, it&#8217;s that much harder for millennials to land ― let alone excel in ― leadership roles.
It&#8217;s hard to want to put in extra effort at the office when you&#8217;re feeling undervalued. For millennials who feel caged by constraints like this, the solution may be a lot simpler than you think: Pack your bags.
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That&#8217;s right. Move.
<a class="inline_asset" href="http://growella.com/" target="_self">Growella</a>, a media site that helps millennials make smart money, career and lifestyle choices, conducted a comprehensive study on the <a class="inline_asset" href="https://growella.com/working/top-ranked-cities-for-millennials/" target="_self">best cities for millennials</a> in the U.S. The cities were ranked by pulling data from more than 70 public, available resources.
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<a class="" href="http://video.cnbc.com/gallery/?video=3000603143" data-videoid="3000603143" data-videotype=""><img loading="lazy" decoding="async" title="Professionals in these cities take home the most money after rent and taxes" src="http://fm.cnbc.com/applications/cnbc.com/resources/img/editorial/2017/03/21/104354743-makeit_cities_disposable_income_after_rent_taxes_mezz.600x400.jpg?v=1490104745" alt="Professionals in these cities take home the most money after rent and taxes" width="600" height="400" /></a>
<div class="headline">Professionals in these cities take home the most money after rent and taxes</div>
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They looked at everything from availability of entry-level jobs to take home pay and more. Ultimately, the study boiled down to answering this question: Is it possible to earn a living, have a life and still set aside money for your future? And if so, where?
For instance, New York City wages are higher compared to a lot of places, but net income ― what you take home ― isn&#8217;t.
&#8220;What you make isn&#8217;t always &#8216;what you make.&#8217; Favorable tax rates and a low cost of living can be the great equalizer in some cities,&#8221; says Dan Green, the founder and CEO of Growella.
In short: Cities with greater career opportunities and less expenses might afford millennials opportunities they crave. These include the ability to focus on bigger goals and become leaders in fields they&#8217;re passionate about.
&#8220;Each of the top five has a character and prevailing industry, from technology and robotics to finance and other fields,&#8221; he says.
According to the study, these are the top five cities for millennials and their prevailing industries:
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<h4 class="subtitle">1. Durham, North Carolina</h4>
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<div class="attribution">Barry Winiker | Getty Images</div>
<div class="caption">An office complex in Durham, North Carolina</div>
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Industries: Life sciences and IT
For millennials with leadership aspirations in the life sciences or IT sector, go to Durham. The city is home to Duke University and Research Triangle Park, a preeminent high-tech research hub. Plus, with over 100,000 residents between the ages of 18 to 34, there&#8217;s no shortage of other ambitious millennials to connect with.
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<h4 class="subtitle">2. Pittsburgh, Pennsylvania</h4>
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<div class="attribution">Danita Delmont | Getty Images</div>
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Industries: Tech and robotics
When people first think of Pittsburgh, they think of steel. But the &#8216;Steel City&#8217;, once known as a vibrant steel manufacturing city, is now buzzing with &#8220;technology and robotics&#8221; according to Dan Green. Ambitious millennials will also love Pittsburgh for it&#8217;s rich art and cultural scene, and with over 346,400 people between the ages of 18 to 34 in Pittsburgh, there&#8217;s no shortage of folks to enjoy it with.
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<h4 class="subtitle">3. Nashville, Tennessee</h4>
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<div class="attribution">Danita Delmont | Getty Images</div>
<div class="caption">The Nashville, Tennessee skyline</div>
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Industries: Healthcare and publishing
If you&#8217;re looking to make a name for yourself in healthcare, publishing ― and we can&#8217;t forget music ― then Nashville may be the place for you. Having just spent a week there with other young professionals, I can attest to the opportunities Nashville has for anyone looking to make a name, regardless of the industry. Although you may know it as &#8220;Music City&#8221; my one Lyft driver referred to it as &#8220;Crane City&#8221; due to the sheer number of cranes dotting the skyline, office buildings and apartments.
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<h4 class="subtitle">4. Des Moines, Iowa</h4>
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<img loading="lazy" decoding="async" src="http://fm.cnbc.com/applications/cnbc.com/resources/img/editorial/2017/05/10/104460374-Des_Moines.600x400.png?v=1494423113" alt="The Des Moines, Iowa skyline" width="600" height="400" />
<div class="attribution">Jeremy Woodhouse | Getty Images</div>
<div class="caption">The Des Moines, Iowa skyline</div>
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Industry: Insurance
This city, although not as popular as the other names on this list, is one of the best places for leaders in America. Business costs are far below the national average, and it&#8217;s been a hotbed of economic growth since 2010. Insurance is a key industry here.
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<h4 class="subtitle">5. Charlotte, North Carolina</h4>
<div id="attachment_123677" style="width: 610px" class="wp-caption alignnone"><img loading="lazy" decoding="async" aria-describedby="caption-attachment-123677" class="size-full wp-image-123677" src="http://cnbc.africa/wp-content/uploads/2017/05/104460361-Charlotte.600x400.jpg" alt="" width="600" height="400" />Walter Bibikow | Getty Images</div>
Industry: Finance
When you think of finance, you probably think of Wall Street, but you should probably be thinking about the city of Charlotte instead. Boasting almost 300,000 people between the ages of 18 to 34, it&#8217;s the second largest banking center in the United States and the perfect place for millennials looking to rise the financial ranks.
Check out the full list <a class="inline_asset" title="https://growella.com/working/top-ranked-cities-for-millennials/" href="https://growella.com/working/top-ranked-cities-for-millennials/" target="_self">here</a>.
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The 5 best cities for millennials to start their careers

We are all familiar with the stereotype of the young entrepreneur; technology whizz kids with all the latest mobile devices and the ability to multitask as they type hundreds of words a minute. Sage’s Walk with Me report which examines the key characteristics, attitudes and behaviours of young entrepreneurs around the world – confirms that there is plenty of truth in this picture of how young people work and interact with technology.
 What’s more, our research in Nigeria and 15 other countries shows that we are just at the beginning of a major shift in how businesses are run as the young entrepreneurs make their presence felt. Mobile technology has already made us all much more productive and helped companies of all sizes to reduce costs and become more efficient, but most young entrepreneurs see plenty of opportunities to do even much more with the tools and apps available at their disposal.
 Some of the most interesting local findings on Nigerian young entrepreneurs include:
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<li>96% say that they still feel the same excitement about their business as they did when they first started it</li>
<li>44% say they will start over 5 businesses in their lifetime</li>
<li>42% say they would have still been able to run their business with the technology available 20 years ago</li>
<li>38% say they socialise with their team once a month</li>
<li>29% say that work comes before life</li>
<li>16% say that they get out of bed in the morning because they want to make a difference in the world and do some social good</li>
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Mobile devices are the platform of choice for today’s entrepreneur and, as you might expect from a generation that has been mobile literate from an extremely young age, a large proportion place huge emphasis on technology and are keen to be at the forefront of new trends. Young Nigerians are mobile-first people, so that’s no surprise at all.
 Dion Chang, founder of Flux Trends has done a lot of work with organisations in South Africa that are looking to change the way they operate to better accommodate millennial entrepreneurs. The changes can seem daunting to big corporates, he says, because in many ways the new social values of this generation mean throwing out practices we’ve relied on for decades – a 9 to 5 work day, and the traditional desk work space, for example.
 Oiling the wheels of a smooth business 
 More than a third of young entrepreneurs (38% in Nigeria) say the technology they use is the most important element when it comes to the smooth running of their business; they couldn’t prosper without it. 42% say they could probably not have run their business with the technology available 20 years ago. That’s an incredible stat: far from destroying jobs through automation, technology is inspiring young people to create businesses that could not have existed in the past.
 When it comes to networking and new business, nearly 70% of Nigerian respondents say that they use technology rather than a face-to-face approach. Some 39% say that they depend on technology to succeed, while 44% say technology is invaluable in helping them market their business. These are numbers that would no doubt increase if we had to repeat this survey in five years’ time. Put simply, we’re seeing technology being woven into the very fabric of today’s businesses.
 It’s also interesting to note how confident Nigerians are about their mastery of technology.  About 80% of young entrepreneurs in Nigeria claim that despite technology constantly evolving, they do not worry about whether they will be able to keep up. Most Nigerians (80%) also say they do not worry about whether they will be able to afford the latest technology.
<img loading="lazy" decoding="async" src="/media/19197139/15750_sage_own_business_reasons_nig_infographic_v03_page_1_599x552.jpg" width="599" height="552" alt="15750 Sage Own Business Reasons NIG Infographic V03_Page _1"/>﻿
Will your desk be defunct? 
 Looking to the future, in the next ten years, 33% of Nigerians surveyed believe that technology will make the concept of ‘your desk’ defunct and that, in future, everyone will work remotely and flexibly, via a mobile device. Additionally, 45% agreed the workplace will have more virtual staff, working remotely and flexibly, while 23% said that they will save money on office space and overheads.
 It’s intriguing to hear how young entrepreneurs are already transforming their businesses with technology, and how they expect to see the landscape keep evolving in the years to come. What we hear very clearly from our research is that young entrepreneurs in Nigeria and the rest of the world greatly value flexibility and want to have freedom over when, where and how they work, as well as with who.
 For them, technology is not only a means to boosting efficiency and productivity; it is also a way to achieve the flexibility and work-life balance that they value so much. The future is mobile and we at Sage are giving our customers the power to control their businesses from the palm of their hand and embrace the future of mobility and what’s to come.
 Entrepreneurs who understand the ‘giving economy’
 Sage’s research showed that millennial entrepreneurs are far more focused on creating businesses that ‘give back’ to local communities and the world. At the recent Sage Summit in Chicago, the largest event for Small &amp; Medium Businesses in the world, Zooey Deschanel and Gwyneth Paltrow spoke about the ‘Giving Economy’ and the idea that today’s consumer want more than products that will better their lives – they want to support companies that are socially conscious.
 For big, established companies, this is also an important insight into how they can inspire their employees as well as their customers by having a positive influence on the community they serve. 
<a href="http://www.Sage.com">www.Sage.com﻿</a>

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60% of male managers now say they’re uncomfortable participating in work activities with women

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