#MeToo has become a global phenomenon since 2017, when many famous women came forward with allegations of sexual harassment (SH) against many famous men. Our purpose here is to help managers of both sexes understand their role in the wake of the #MeToo movement. We reviewed recent research on SH and #MeToo from both academic and practitioner outlets to get a pulse on what is currently being written on these topics. We also studied data we collected on current attitudes and behaviors men and women are experiencing in the wake of #MeToo, as well as examined one of the newer forms of harassment, namely online SH. We use our data and research to explore actions managers can take to prevent SH and respond to it when it occurs. In doing so, we provide new insights for business practice that both managers and scholars need to be aware of, and act upon, in the wake #MeToo.

As organizations become more global, matrixed, and complex, they are requiring employees to collaborate with more internal colleagues and external contacts than ever before. According to research, most managers now spend 85% or more of their work time on e-mail, in meetings, and on the phone. And although greater collaboration has benefits, it also leaves significantly less time for focused individual work, careful reflection, and sound decision making. Organizational solutions are, of course, necessary to eradicate collaborative overload across the board. But research shows that with some strategic self-management, individuals can also tackle the problem on their own, clawing back 18% to 24% of their collaborative time. The first step is to understand why you take on too much work for and with others; this often involves challenging your identity as a "helper," a "team player," or a "star performer." Next, figure out how you add-and from where you derive-the most value and eliminate any collaborations that distract from that work. Last, ensure that the collaboration you continue with is as productive as possible.

A new supervisor in a managed health care facility created from a merger wrestles with taking charge and dealing with human resource problems for the first time. See also the B case (UVA-OB-0599).