Search Results: "how to be an inclusive leader"
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If your people know you care about them, they will move mountains. Employee engagement and loyalty expert Heather Younger outlines nine ways to manifest the radical power of caring support in the workplace.
Heather Younger argues that if you are looking for increased productivity, customer satisfaction, or employee engagement, you need to care for your employees first. People will go the extra mile for leaders who show they are genuinely concerned not just with what employees can do but with who they are and can become. But while most leaders think of themselves as caring leaders, not all demonstrate that care in consistent ways. Your employees will judge you by your actions, not your intentions.
Based on Younger's interviews with over eighty leaders for her podcast Leadership with Heart—including Howard Behar, former president of the Starbucks Coffee Company; Judith Scimone, senior vice president and chief talent officer at MetLife; Garry Ridge, CEO and chairman of the board of the WD-40 Company; and Shawnté Cox Holland, head of culture and engagement at Vanguard—this book outlines nine ways that leaders can make all employees feel included and cared for. She even provides access to a self-assessment so you can measure your progress as a caring leader. But this is not a cookie-cutter approach: just as Monet and Picasso expressed themselves very differently, each leader should express caring in his or her own unique, personal style.
Younger takes an often nebulous, subjective concept and makes it concrete and actionable. Leaders have the power to change the lives of those they lead. They shouldn't just want to care, they should see caring as imperative for the success of their employees and their organization.
Heather Younger argues that if you are looking for increased productivity, customer satisfaction, or employee engagement, you need to care for your employees first. People will go the extra mile for leaders who show they are genuinely concerned not just with what employees can do but with who they are and can become. But while most leaders think of themselves as caring leaders, not all demonstrate that care in consistent ways. Your employees will judge you by your actions, not your intentions.
Based on Younger's interviews with over eighty leaders for her podcast Leadership with Heart—including Howard Behar, former president of the Starbucks Coffee Company; Judith Scimone, senior vice president and chief talent officer at MetLife; Garry Ridge, CEO and chairman of the board of the WD-40 Company; and Shawnté Cox Holland, head of culture and engagement at Vanguard—this book outlines nine ways that leaders can make all employees feel included and cared for. She even provides access to a self-assessment so you can measure your progress as a caring leader. But this is not a cookie-cutter approach: just as Monet and Picasso expressed themselves very differently, each leader should express caring in his or her own unique, personal style.
Younger takes an often nebulous, subjective concept and makes it concrete and actionable. Leaders have the power to change the lives of those they lead. They shouldn't just want to care, they should see caring as imperative for the success of their employees and their organization.
This complete guide to effective, transformative diversity training provides an answer to the superficial, check-the-box DEI efforts that are undermining the entire field.
DEI work is getting a bad reputation. But that's because it's not being done right, say veteran diversity consultants James O. Rodgers and Laura Kangas. Too many organizations are treating diversity training as a quick-hit, low-cost, check-the-box activity.
Effective diversity training involves behavioral change based on adult learning theory. It is rigorous, deeply personal, experience based, and, if done well, life changing. Rodgers and Kangas offer a complete guide, from design to implementation to results. They show how to
• determine what specific, tangible outcomes an organization wants before it starts
• link diversity training to overall organizational strategy
• help all participants forge an individual, emotional connection to the training
• identify what skills a facilitator needs—the right facilitator makes all the difference
• create memorable learning experiences, not simply educational programs
The authors' goal is nothing less than to spark a worldwide revolution of informed practitioners, employees, and business leaders who will demand diversity training be given the same time, resources, and attention as any other critical enterprise initiative.
Reading group discussion guide available in book.
DEI work is getting a bad reputation. But that's because it's not being done right, say veteran diversity consultants James O. Rodgers and Laura Kangas. Too many organizations are treating diversity training as a quick-hit, low-cost, check-the-box activity.
Effective diversity training involves behavioral change based on adult learning theory. It is rigorous, deeply personal, experience based, and, if done well, life changing. Rodgers and Kangas offer a complete guide, from design to implementation to results. They show how to
• determine what specific, tangible outcomes an organization wants before it starts
• link diversity training to overall organizational strategy
• help all participants forge an individual, emotional connection to the training
• identify what skills a facilitator needs—the right facilitator makes all the difference
• create memorable learning experiences, not simply educational programs
The authors' goal is nothing less than to spark a worldwide revolution of informed practitioners, employees, and business leaders who will demand diversity training be given the same time, resources, and attention as any other critical enterprise initiative.
Reading group discussion guide available in book.
Saving Face
2020
“Maya Hu-Chan shares a blueprint for becoming a more empathetic, self-aware, and inclusive leader. Saving Face guides us to consider different perspectives, to think first and speak last, and to respect others above all else.”
—Frances Hesselbein, former CEO, Girl Scouts of the USA, and Presidential Medal of Freedom recipient
Organizations now need to attract, retain, and motivate teams and employees across distance, time zones, and cultural differences. Building authentic and lasting human relations may be the most important calling for leaders in this century. According to management and global leadership specialist Maya Hu-Chan, the concept of “saving face” can help any leader preserve dignity and create more empathetic cross-cultural relationships.
“Face” represents one's self-esteem, self-worth, identity, reputation, status, pride, and dignity. Saving face is often understood as saving someone from embarrassment, but it's also about developing an understanding of the background and motivations of others to discover the unique facets we all possess. Without that understanding, we risk causing others to lose face without even knowing it. Hu-Chan explains saving face through anecdotes and practical tools, such as her BUILD leadership model (Benevolence, Understanding, Interacting, Learning, and Delivery). This book illustrates how we can give face to create positive first impressions, avoid causing others to lose face, and, most importantly, build trust and lasting relationships inside and outside the workplace.
—Frances Hesselbein, former CEO, Girl Scouts of the USA, and Presidential Medal of Freedom recipient
Organizations now need to attract, retain, and motivate teams and employees across distance, time zones, and cultural differences. Building authentic and lasting human relations may be the most important calling for leaders in this century. According to management and global leadership specialist Maya Hu-Chan, the concept of “saving face” can help any leader preserve dignity and create more empathetic cross-cultural relationships.
“Face” represents one's self-esteem, self-worth, identity, reputation, status, pride, and dignity. Saving face is often understood as saving someone from embarrassment, but it's also about developing an understanding of the background and motivations of others to discover the unique facets we all possess. Without that understanding, we risk causing others to lose face without even knowing it. Hu-Chan explains saving face through anecdotes and practical tools, such as her BUILD leadership model (Benevolence, Understanding, Interacting, Learning, and Delivery). This book illustrates how we can give face to create positive first impressions, avoid causing others to lose face, and, most importantly, build trust and lasting relationships inside and outside the workplace.
Be BIG
2008
Too many people have decided that the safest way to get through life is to be small. They try not to attract attention to themselves, just tending their own safe little garden. They've decided it's too dangerous to think big, to speak out, to take risks. They might get shot down. Or look foolish. People will think they're just not good enough.
But, particularly today, organizations need people to step up and be BIG. We need new ideas, new products, new processes. People have to bring more of themselves to the workplace, to contribute more, and to have a bigger impact on the success of the organization.
This inspiring illustrated book challenges all of us to show up more fully as individuals and in our interactions with others and to find ways to be BIG together. In straightforward, incisive language, Judith Katz and Frederick Miller help us understand all of the many, sometimes subtle ways we make ourselves small. They show how we make others small as well and how these same attitudes can keep us from working together effectively. And they encourage us to nourish new attitudes that will make us, our coworkers, and our organizations bigger.
Be BIG invites us to bring more of ourselves to each situation—whether working independently, with another individual, or with a group—so that we can do our best work together.
But, particularly today, organizations need people to step up and be BIG. We need new ideas, new products, new processes. People have to bring more of themselves to the workplace, to contribute more, and to have a bigger impact on the success of the organization.
This inspiring illustrated book challenges all of us to show up more fully as individuals and in our interactions with others and to find ways to be BIG together. In straightforward, incisive language, Judith Katz and Frederick Miller help us understand all of the many, sometimes subtle ways we make ourselves small. They show how we make others small as well and how these same attitudes can keep us from working together effectively. And they encourage us to nourish new attitudes that will make us, our coworkers, and our organizations bigger.
Be BIG invites us to bring more of ourselves to each situation—whether working independently, with another individual, or with a group—so that we can do our best work together.
Daring to Do Our Best Work Together
Too many people have decided that the safest way to get through life is to be small. But organizations need people to step up and be big. People have to bring more of themselves to the workplace, to contribute more and have a bigger impact.
Be BIG challenges each of us to show up more fully as individuals and in our interactions with others and to find ways to be big together.
“There exist hundreds of books that aim to coach the individual (me) in the workplace: even more are written to help managers and leaders bring the best out in their employees (you). And a few books touch on the subject of the we of a company, organization, or group. The gem you are holding brings me, you, and we together into one small miracle of a book that has BIG implications for you, your job, and your workplace. I recommend Be BIG to anyone ready to step into a livelier, more fulfilling, and more generous way of being.”
—Elizabeth Lesser, cofounder, Omega Institute, and author of Broken Open: How Difficult Times Can Help Us Grow and The Seeker’s Guide
"This important book offers organizations the keys to introvert inclusion."
—Susan Cain, New York Times bestselling author of Quiet Influence
The first guide to creating a welcoming culture that maximizes the powerful contributions introverts bring to the workplace.
As the diversity, equity, and inclusion wave widens and deepens its reach, introversion is becoming a natural part of that movement. After all, about half the population identify as introverts, but many organizations are stuck in traditional extrovert-centric workplace cultures that reward people for speaking up publicly, expect them to log face time, and employ hiring and promotion practices rooted in the past. This ultimately discourages introverts from contributing and reaching their full talent potential, which could have a major impact on the bottom line.
"Champion for introverts" Jennifer Kahnweiler offers a road map for everyone in the workplace--including leaders, human resource managers, and team members--to create inclusive, introvert-friendly cultures. Kahnweiler provides an assessment to determine how introvert friendly your organization is and looks at every aspect of organizational life--hiring, training, leading, communicating, meeting, designing workplaces, and more--through an inclusive lens.
You'll discover how to make open-space offices introvert friendly, what the best practices are for encouraging introverts to participate on teams, which training techniques work best for introverts, and how to make remote positions work.
—Susan Cain, New York Times bestselling author of Quiet Influence
The first guide to creating a welcoming culture that maximizes the powerful contributions introverts bring to the workplace.
As the diversity, equity, and inclusion wave widens and deepens its reach, introversion is becoming a natural part of that movement. After all, about half the population identify as introverts, but many organizations are stuck in traditional extrovert-centric workplace cultures that reward people for speaking up publicly, expect them to log face time, and employ hiring and promotion practices rooted in the past. This ultimately discourages introverts from contributing and reaching their full talent potential, which could have a major impact on the bottom line.
"Champion for introverts" Jennifer Kahnweiler offers a road map for everyone in the workplace--including leaders, human resource managers, and team members--to create inclusive, introvert-friendly cultures. Kahnweiler provides an assessment to determine how introvert friendly your organization is and looks at every aspect of organizational life--hiring, training, leading, communicating, meeting, designing workplaces, and more--through an inclusive lens.
You'll discover how to make open-space offices introvert friendly, what the best practices are for encouraging introverts to participate on teams, which training techniques work best for introverts, and how to make remote positions work.
All humans have bias, and as a result, so do the institutions we build. Internationally sought after diversity consultant Tiffany Jana offers concrete ways for anyone to work against institutional bias no matter what their position is in an organization.
Building upon the revelatory power of her book Overcoming Bias, which addressed managing individual and interpersonal bias, Erasing Institutional Bias scales up the framework to impact systemic change in organizations. Jana and coauthor Ashley Diaz Mejias bring together in-depth research on how biases become embedded into workplace cultures with practical and engaging tools that will mobilize readers toward action. They confront specific topics such as racism, sexism, hiring and advancement bias and retribution bias, meaning when organizations develop a culture of aggression, and offer solutions for identifying and controlling them.
This book urges readers to ask questions such as, “Are we attempting to create systems in which all people can thrive? What kind of world and what kind of workplaces are we cultivating?” These questions, the authors say, must first be answered by ourselves, recognizing our own role in perpetuating harmful biases that come to define institutions.
In a world divided, Erasing Institutional Bias is designed to raise awareness about imbalances and help us hold ourselves accountable for creating a world that works for everyone. Each of us can evaluate our own current role in perpetuating systemic bias and define our new role in breaking it down. Jana and Mejias inspire and equip us so that we can all affect organizational change, together.
Building upon the revelatory power of her book Overcoming Bias, which addressed managing individual and interpersonal bias, Erasing Institutional Bias scales up the framework to impact systemic change in organizations. Jana and coauthor Ashley Diaz Mejias bring together in-depth research on how biases become embedded into workplace cultures with practical and engaging tools that will mobilize readers toward action. They confront specific topics such as racism, sexism, hiring and advancement bias and retribution bias, meaning when organizations develop a culture of aggression, and offer solutions for identifying and controlling them.
This book urges readers to ask questions such as, “Are we attempting to create systems in which all people can thrive? What kind of world and what kind of workplaces are we cultivating?” These questions, the authors say, must first be answered by ourselves, recognizing our own role in perpetuating harmful biases that come to define institutions.
In a world divided, Erasing Institutional Bias is designed to raise awareness about imbalances and help us hold ourselves accountable for creating a world that works for everyone. Each of us can evaluate our own current role in perpetuating systemic bias and define our new role in breaking it down. Jana and Mejias inspire and equip us so that we can all affect organizational change, together.
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