When millions of U.S. office workers were sent to work from home in March to curb the spread of the coronavirus, employers did something few have done successfully at scale — they sent corporate culture home with them.

Last weekend, Kamala Harris made history when she became America's first female, first Black and first South Asian vice president-elect, representing a new face of political power. The California senator's history-making win also represents the millions of women in the demographics -- often overlooked, historically underrepresented, and systematically ignored -- who are now the recipients of that new power for the first time in the country's 200-plus-year history.

Americans – Generation Z (“Gen Z”). Born after 1996, most members of this generation are not yet old enough to vote, but as the oldest among them turn 23 this year, roughly 24 million will have the opportunity to cast a ballot in November. And their political clout will continue to grow steadily in the coming years, as more and more of them reach voting age. Members of Gen Z are more racially and ethnically diverse than any previous generation, and they are on track to be the most well-educated generation yet. They are also digital natives who have little or no memory of the world as it existed before smartphones.

A survey released this month by Women Who Tech, which includes responses from 1,003 tech employees, founders, and investors, globally found that nearly 50% of women founders and women working in tech have experienced harassment — a statistic that has barely budged since 2017.

If you are committed to tackling inequality, racism, sexism, classism, ableism, at some point in undertaking this work, you will realize that the work begins with each of us. We have to address our own racist and sexist beliefs on a daily basis, with the curiosity and compassion needed to transform these beliefs.

Since the outbreak of COVID-19, emerging data and reports from those on the front lines, have shown that all types of violence against women and girls, particularly domestic violence, has intensified. Isolation makes the situation worse, as women and girls are more vulnerable, because of a lack of established social support systems. The temporary shutdown of non-essential businesses has led to unemployed and economic strain and quarantine conditions are associated with alcohol abuse and depression. All of this coupled with the stay-at-home orders have led to the global increase in domestic violence. This is the "Shadow Pandemic" growing amidst the COVID-19 crisis. As COVID-19 cases continue to strain health services, essential services, such as domestic violence shelters and helplines, have reached capacity. More needs to be done to prioritize addressing violence against women in COVID-19 response and recovery efforts.

There is growing research demonstrating how ineffective unconscious bias training is. A longitudinal study found that traditional diversity trainings are the least effective efforts in increasing numbers of underrepresented minorities, while experimental research has shown that presenting evidence that people commonly rely on stereotypes — information often found in diversity trainings — isn’t helpful and can even condone the use of stereotypes.

Imposter syndrome was first identified in 1978 by psychologists Pauline Rose Clance and Suzanne Imes. In their paper, they theorized that women were uniquely affected by imposter syndrome. Since then, research has shown that both men and women experience imposter feelings, and Clance published a later paper acknowledging that impostor syndrome is not limited to women.

Today, employees must manage both a virtual workplace and a work environment at home. This takes different types of skills, like online collaboration, delegation, and time management. For leaders, the primary concern is how to ensure engagement, wellbeing, and inclusion in a virtual work environment. Employee engagement is critical to enabling creativity, innovation, problem-solving, productivity, and profits. And what enables engagement? Leadership.

In 2018, Uber Founder Travis Kalanick stepped down as CEO following a number of public scandals, which revealed the toxic organizational culture. Studies show that 40% of women with engineering degrees quit or never enter the profession, with the vast majority leaving due to hostile work environments. But how do so many young tech companies develop these types of toxic atmospheres and what can we learn from cases like these?