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S3E5: Reclaim and Reinvent Yourself with Dr. Katia Vlachos
Dr. Katia Vlachos is a reinvention coach, speaker, and author of A Great Move: Surviving and Thriving in Your Expat Assignment, recognized as a Financial Times Business Book of the Month in June 2018. With a Masters from the Harvard Kennedy School and a PhD from the RAND Graduate School, Katia began her career as a policy analyst. Her work has been featured in the New York Times, Harvard Business Review, and other media outlets globally.
Through her coaching, writing, or transformative retreats, Katia is committed to empowering women to chart their own ambitious paths towards a fulfilling, uncaged life. She lives in Zurich, Switzerland, with her family. Her upcoming book, "Uncaged: A Good Girl’s Journey to Reinvention," explores the themes of breaking free from social conditioning, making bold choices, and reclaiming one’s authentic self.
Robert Hargrove is the Founder of Masterful Coaching, Co-Director of the Harvard Leadership Research Project, and author of many landmark books. Find out more here.
Robert Hargrove and his team have decades of experience, have impacted 1000s of leaders and produced undeniable results.
Clients include CEOs and team members in Exxon Mobile, Nike, Fidelity Investments, Phillips, AbbVie, and many Silicon Valley-type firms, as well as owner-operator businesses.
Amanda Swim wrote a great Medium article called "What’s the value of a manager?" It's a solid blueprint for how a manager brings the most value to an organization and its people. I break down the article's main points and integrate them with insights from past guests Maria Åkerlund, Michael Watkins, and Liz Wiseman.
Build the team
Define mission
Hire well
Create team artifacts
Develop culture
Create connections
Develop the team
Review key deliverables
Be a practice audience
Role-play difficult conversations
Evolve the team
Feedback, growth planning, and challenging work for individuals
Reinvention, capability expansion, and skill deepening for the whole
Robert Jordan is CEO of the Association of Interim Executives. He has been launching and growing companies and helping other entrepreneurs do the same for 20 years. His first company, Online Access, put him on Inc. magazine’s Inc. 500 list of fastest growing companies. Online Access, the first Internet-coverage magazine in the world, ran for 10 years and after its sale Jordan launched RedFlash, an interim management team that specializes in corporate development work.
Robert Jordan is the author of How They Did It: Billion Dollar Insights from the Heart of America (www.HowTheyDidIt.com). He lives in Illinois.
https://www.rightleader.com/ is the site for the book "Right Leader Right Time" that we discuss in this episode. ===== 4 Winning FABS Leadership Styles
Fixers need crisis and turn things around
Artists see the world as a piece of clay to be molded
Builders want to scale and dominate markets
Strategists lead in complex organizations beyond their personal span of control
Reaching High Leadership Performance
After looking at thousands of executives, their main challenge is trying to be all things to all people.
The best leaders reject what is not for their best use.
Especially early in a career, it’s hard for people to reject work.
The best leaders double down on what they do best.
There is a lane for you!
Knowing Your Leadership Style
Apply your style to the right situation
https://www.rightleader.com/ has a self-assessment
Share your wiring with your colleagues to increase the odds of successful collaboration!
Sarah Jackson had a Business Insider story called "Nearly 1 in 5 workers are 'loud quitting' their jobs, a new Gallup poll says — and it's way more extreme than 'quiet quitting'."
What is loud quitting?
What's the difference between quiet quitting and loud quitting?
Carol Rossi has led research teams at NerdWallet, Kelley Blue Book, and Edmunds, where she started the research function from scratch. Carol has more than 25 years of experience in user experience, including a stint as the sole researcher at GeoCities in the late 90s. After 14 years leading teams in-house, Carol returned to consulting in 2022, this time focused on research leadership for orgs that have or want a research function but have no internal research leadership.
Carol holds Master's degrees in both Human Factors and Dance Ethnology. She has deep experience as an educator and loves to give back by regularly mentoring people interested in UX careers. She has taught both UX Research and yoga at community colleges and universities across Los Angeles.
Don Schmincke has been accused by a NY press agency of providing “the most provocative and sensational view of business than any other speaker today.”
What else would you expect from an MIT and Johns Hopkins researcher who was nearly arrested as a capitalist spy in the Soviet Bloc, got shot off an aircraft carrier, survived in the Kurdish capital as the Ayatollah held hostages in Tehran, and developed missile inertial guidance systems while his frat brothers took Vegas (later portrayed in the movie “21”)?
Don Schmincke’s irreverent humor and unconventional methods provide audiences such a refreshing change to other status-quo topics that he’s been called the world’s “management renegade.” His patent-pending offerings transcend typical programs via refreshing alternatives to trendy theories, unproven methods, and phony “experts.” The industry agrees.
Don's latest book "Unleash Your Potential" is available on Amazon here.
========== Artificial Intelligence
why hadn’t we asked “artificial intelligence how to humanize us?”
latest book was a humorous experiment
ChatGPT came up with title and defined the chapters
it took ChatGPT 30-40 minutes to write the book
ChatGPT is “still an infant” but could see us and tell us how to improve ourselves
AI's view on improving ourselves
the answers were primarily a representation of what's been written, such as understand yourself, build goals, and build habits
but it added two interesting ideas: improve your mental health and build strong relationships
How to use AI
use it as a tool for speed
it’s not too different from when the calculator was invented
gather information efficiently as a research source
but it’s not infallible and makes mistakes
Don't abdicate your thinking
it doesn’t provide insights
it’s an efficient algorithm
humans provide insight on what they see or how they ask
the danger comes when we allow AI to be autonomous with other machines
Have fun with it!
experiment
people use it for things like constructing workout programs
Alise Cortez and Associates is founded and led by Dr. Alise Cortez, Chief Purpose Officer. She is also an inspirational speaker, social scientist, author, and host of the Working on Purpose radio show. Having developed her expertise within the human capital / organizational excellence industry over the last 25 years, she is focused on enabling organizations to lead from purpose and create cultures of meaning that inspire impassioned performance, meaningful engagement and fulfillment, while encouraging a devoted stay within the organization. She has helped develop and transform thousands of managers and executives in their leadership along the way.
Alise's latest book "The Great Revitalization" can be found on Amazon here.
========== The Great Revitalization
Alise wrote the book after talking to clients and authors over the past few years
everyone was trying to explore and understand the changes in employees' thoughts on work
Why have people's opinions on work evolved?
with COVID, people stopped and took stock of their lives
the Great Resignation occurred because people realized their commutes, work environments, and lack of meaning in their work wasn't worth their one precious life
lives revolved around work but they want work to fit into their lives
Meaning from work
different people need different things from their work
but overall they do want meaning and purpose in what they do
GUSTO NOW framework
PART 1: What? G – gumption (what) U – urgency (when and where) S – sustainability (why) T – therapy (how) O – ownership (who)
PART 2: How? N – nurture (IQ) O – open (EQ) W – wake (SQ)
The story talks about 3 psychosocial hazards in the workplace:
lack of role clarity
inadequate reward and recognition
poor support
The article states, "As part of this new regulation, Australian businesses will soon have a more explicit duty to manage psychosocial hazards in the workplace and be required to implement control measures to proactively reduce these risks."
real values don't necessarily match what's written on the walls
Learning
gain actionable insight asap in your new role
have a living learning agenda
identify sources of actionable insight
be systematic in asking questions
active listening is a critical skill
========== Michael Watkins has spent the past two decades working with leaders, both corporate and public, as they transition to new roles, negotiate the future of their organizations, and craft their legacy as leaders. A recognized expert in his field, he ranked among Thinkers50’s top fifty management influencers globally in 2019. He is the best-selling author of The First 90 Days, Updated and Expanded: Proven Strategies for Getting Up to Speed Faster and Smarter, the globally acknowledged handbook for leadership and career transitions, which recently earned the accolade of Amazon’s Top 100 Leadership Books. He is Professor of Leadership and Organizational Change at the IMD Business School in Switzerland and previously served on the faculty at INSEAD and Harvard University, where he earned his PhD in Decision Sciences.
About Dr. Bridget Cooper in her own words: I'm a cage rattler; a coach, speaker, and author with over two decades of experience helping teams and leaders think and communicate more clearly and strategically so they can work and navigate problems proactively and effectively. I work with clients to overcome the attitudes, tactics, and patterns that derail their success through down-to-earth insights and action plans. I do this through coaching, corporate consulting, and leading workshops that guide and inspire people to live more authentic, peaceful, and powerful lives. My mission is to change the world, one life at a time.
I'm an informative and engaging speaker and collaborator who revels in authentic, thought-provoking, game-changing conversations.
Brian Slade is a Combat Rescue Helicopter Evaluator Pilot in the United States Air Force with 25 years of military service. He is also a real estate professional and recently minted author. His debut book "Cleared Hot" is a compelling, non-fiction account of what it takes to face your fears and overcome potential PTSD. When it comes to war and life, there are a lot of things that can happen. And while you can't always control what happens to you, you can control how you react to it. With wit and humor, he recounts his experiences in the military and how he overcame the challenges he faced both during and after his service. His story is inspirational and educational, and it's sure to help anyone dealing with PTSD or any other kind of trauma.
"Cleared Hot" is available as a book and audiobook.
For 69% of people, their manager affects their mental health more than their therapist or doctor. With this in mind, here are some things managers can do:
Manage yourself: resist the urge to take on extra work and overload yourself
Recognize your impact: empathize with others and ask how they're doing
Give people a reason to care: remind them of the purpose of their work
Connect people: be accessible and responsive yourself, while connecting team members to each other
Provide challenge: find the right amount of stress for people to develop and be motivated
Tricia Broderick, co-author of Lead without Blame, is a leadership and organizational advisor. With over twenty-five years of experience, her transformational leadership ignites the growth of leaders and resilient high-performing teams to deliver quality outcomes. Tricia boldly role models putting people first. Her aim is to create inclusive connections and collaborations that challenge and support people in an authentic, vulnerable, and engaging way. She is a highly-rated trainer, coach, facilitator, and motivational keynote speaker. In 2020, she founded Ignite Insight + Innovation.
When not traveling to experience the world, Tricia lives in Denver with her family.
==========
In this episode, we talk about:
Groups v. Teams
Groups and teams are different
Groups are cooperative, willing to work together, and reactively supportive
Teams are collaborative, feel a sense of shared ownership, and are proactively supportive
Groups are good for task-based work
Teams are better when we need to discover value amidst complexity
Most organizations are structured for group-based work
Leaders Shouldn’t Have All The Answers
You’re promoted for your last job’s skills
You can’t scale yourself
Leaders can be the bottleneck to high performance
Organizations likely look at the leader as the expert
Efficiency v. Effectiveness
Efficiency is doing something fast, but what if it’s fast and wrong?
Effectiveness is doing something well
Collaboration is not efficient
You have to take the time for the team, take time for learning
Resilient Learning Teams
People don’t come to work trying to blame
But there’s blame all over in organizations
The momentum in organizations looks for a false sense of control
Put effort into what you can learn rather than what you falsely believe you can avoid
There’s no checklist to create that safe environment, but to promote learning focus on essential motivators and resilience factors
Peter Hayashida is a nonprofit consultant and coach based in Honolulu. He most recently served for more than 12 years as president of the UC Riverside Foundation and vice chancellor for advancement at the University of California, Riverside. He oversaw development, alumni engagement, university communications, and advancement services and led planning, execution, and completion of UCR’s first comprehensive fundraising campaign. The effort surpassed its $300 million goal, doubled annual production of private support, and tripled the endowment.
Peter previously worked for more than 19 years at UCLA, mainly in advancement leadership. He earned a Bachelor of Arts degree in communication studies from UCLA and an M.B.A. from California State University, Northridge.
Peter served on the Council for Advancement and Support of Education (CASE) Board of Trustees and has chaired and presented at CASE educational programs for 25 years. He served for a decade on the board of directors of the Los Angeles LGBT Center, the world’s largest and most comprehensive provider of healthcare and human services to the LGBT community He speaks and writes on issues of fundraising, leadership, diversity, talent management, and succession planning.
==========
In this episode, we talk about the following:
Interviews
When interviewing, look for a place aligned with your values, that will challenge you, and where you'll report to someone invested in your growth.
Have a healthy objectivity about your job opportunities.
Behavioral interviews are the norm.
Be prepared with questions about the organization.
Search committees are valuable when they bring a diversity of perspectives, members are present and engaged, and aligned on job definition.
Bad Managers
Maybe they've not been coached?
Anyone can become an effective manager.
They might be missing organizational training.
Culture
It's the set of values, practices, norms, and rituals that makeup where we work.
Toxic cultures tend to have a lack of trust, lack of transparency, and/or inconsistent accountability.
Leaders can help culture by modeling behaviors, creating incentives for others to come along, operationalizing values, and confronting bad actors.
Practice respect and show compassion.
Hybrid v. Remote v. In-Person
Remote/Hybrid present challenges for building camaraderie and holding meetings.
An intentionally handled hybrid setup may be the best.
But there's not enough history or data to conclusively weigh in on this.
https://www.wsj.com/articles/personality-managers-effective-teams-11675879509 ("The One Personality Trait Crucial to Creating Effective Teams") was in the Wall Street Journal a couple of days ago. It discusses a study led by Siyu Yu at Rice University that suggests "status intelligence," or the ability for someone to understand who has influence within a team, is the key individual skill for an effective team dynamic.
According to the article:
Managers and employees spend 75% of their time collaborating
The key skill for individuals is "status intelligence"
Status intelligence is different from emotional intelligence
One's status intelligence is predictive of how effectively they'll work with others
Liz Wiseman is a researcher and executive advisor who teaches leadership to executives around the world. She is the author of the New York Times bestseller Multipliers, The Multiplier Effect, and Wall Street Journal bestsellers Rookie Smarts and Impact Players. She is the CEO of the Wiseman Group, a leadership research and development firm headquartered in Silicon Valley, California. Some of her recent clients include: Apple, AT&T, Disney, Facebook, Google, Microsoft, Nike, Salesforce, Tesla, and Twitter. Liz has received the top achievement award for leadership from Thinkers50 and has been consistently named one of the world’s top 50 management thinkers in its bi-annual ranking.
She has conducted significant research in the field of leadership and talent development and writes for Harvard Business Review, Fortune, and a variety of other business and leadership journals. She is a frequent guest lecturer at Brigham Young University and Stanford University and is a former executive at Oracle Corporation, where she worked as the Vice President of Oracle University and as the global leader for Human Resource Development. Liz holds a bachelor’s degree in business management and a master’s degree in organizational behavior, each from Brigham Young University.
==========
In this episode, we talk about:
Rookie Mode outperforms expert mode
To get into Rookie Mode, 1) force yourself to think like a rookie or 2) say yes to things you don't know how to do
Impact Players are people who more successfully 1) handle unclear roles 2) handle messy problems without clear owners 3) handle unforeseen obstacles
As managers, to help contributors get closer to becoming maximally impactful: 1) tell them about the high impact behaviors 2) show them what you appreciate about them 3) give them safety 4) stretch them by giving them right-sized, hard things
Zach Mercurio is an author, researcher, and consultant specializing in purposeful leadership, meaningful work, and positive organizational psychology. He wrote "The Invisible Leader: Transform Your Life, Work, and Organization with the Power of Authentic Purpose” and works with hundreds of companies, schools, and governments around the world to forge purposeful leaders and cultivate positive cultures that enable more meaning, mattering, motivation, well-being, and performance. Some of his clients and partners include J.P. Morgan Chase, The Government of Canada, Marriott International, American Express Global Business Travel, the Food and Drug Administration, Michelin, the National Park Service, and Hewlett-Packard. His writing on purposeful leadership has been featured internationally in outlets such as Forbes, Inc. Magazine, and The Denver Post and his research has been awarded by The Academy of Management, the Association for Talent Development, and The Association for Human Resource Development.
Wellness Five, LLC is a boutique training and consulting firm that delivers research-based well-being solutions that instill healthy habits to help an organization's workforce achieve long-term health and productivity results.
Jess Gardner is a Storytelling and Communication Coach who specializes in helping professionals tell their stories more effectively. Many people struggle to find their voices and speak with confidence. She uses her expertise in communication and teaching to empower everyone to level up their careers through better communication and storytelling.
Jess started her private coaching business in 2017 and has worked with clients from Google, Uber, and Yelp. She has given workshops on storytelling for organizations such as AIGA, Women Talk Design, and Design Buddies. You can find her on LinkedIn or read more about her work at jessgardnercoaching.com.
Goals are hard! Defining them, agreeing on them, following through, and measuring them...all a challenge that grows exponentially as more and more stakeholders and team members get involved.
To increase the chances of success, Collaborate, Quantify, and Correct.
Emi Nietfeld is the author of the memoir Acceptance. A former foster youth, she graduated from Harvard in 2015 and worked as a software engineer at Google and Facebook. Her work has appeared in The New York Times, Vice, and Slate, as well as other publications. She lives in New York City with her family.
had always avoided taking on leadership roles in his life. At the age of 13, an experience occurred which caused him to doubt his ability to speak in front of people, and caused him to shy away from the spotlight. This worked for Terrance until he eventually had to learn leadership skills by necessity at his first engineering job out of college.
When he had been working in his first role for a short time, his mentor put in his two-week notice. Terrance then found out that he had to take his place presenting to a group of experienced engineers and pilots for a highly technical review. Despite feeling extremely nervous, the meeting that Terrance led went well; which gave him a giant confidence boost.
Since then, Terrance has taken on many leadership and management roles as an introvert at several Fortune 500 companies in the defense industry, with proven results. He utilizes his platform to empower introverts to tap into their own inner leadership potential and is never shy about sharing the tips that he has learned throughout his journey.
We talk with Jim Reiman (https://negotiationsimplifiedbook.com, https://reimanadr.com) about his 2021 book "Negotiation Simplified" and the process of how to effectively negotiate. Some takeaways:
Understanding goals, needs, and wants are keys to a successful negotiation
Negotiation and haggling are not the same thing
Asking yourself "why" and understanding your goal is a commonly overlooked success criterion for effectively negotiating
The attributes of an effective leader are the same as a skilled negotiator
***** Jim Reiman serves an arbitrator and mediator of complex domestic and international disputes, serves on boards of directors of public and private companies, and teaches and coaches negotiation and strategic business decision making at leading business schools and other institutions around the world.
He also teaches and qualifies senior attorneys in international arbitration with the Chartered Institute of Arbitrators. Jim is a member of the commercial arbitration panels of multiple US and foreign arbitral institutions, and additionally is a member of the mediation panels of multiple US courts and mediation institutions. Jim is a Fellow of the Chartered Institute of Arbitrators (UK), a Q.Arb (Canada), and a Board Leadership Fellow of the National Association of Corporate Directors (USA).
Jim practiced law in Chicago, IL (USA) for 18 years before accepting a senior executive position with a NASDAQ listed auction company at which he created and executed the company's e-commerce strategy. In 2002, he was asked to takeover and turn-around a failing chain of cell phone stores in China, a company at which he served as CEO and then Chairman, grew from 30 stores to over 300, and took public on the London Stock Exchange's AIM market in 2005. During that period Jim successfully unwound a public/private joint venture with one of China’s largest SOE’s, becoming one of the first to accomplish such while preserving strong governmental relations. In 2011, Jim stepped off the Board of the Chinese company to build a US and Canadian business which developed and sold aerodynamic enhancing products for heavy duty trucks. In this capacity, he co-developed and co-invented technologies which have been awarded 19 domestic and international patents.
He is also the author of Negotiation Simplified: A Framework and Process for Understanding and Improving Negotiation Results, published by Amplify Publishing, an imprint of Mascot Book, Herndon, VA, 2021, Print, www.NegotiationSimplifiedBook.com
Jim is a graduate of Columbia University, New York (USA) (BA), Northwestern University School of Law (JD) (USA), and also holds a Certificate from the Advanced Executive Program, Kellogg School of Management, Northwestern University (USA). He is the past President of the Chartered Institute of Arbitrators, North America Branch, and past Chairman of the American Bar Association’s
BIO Fun. Quirky. Clever. Sassy. Erika’s leadership style begins and ends with relationships. With over 20 years of experience in the tech industry - from application development to spinning up new quality departments - Erika has learned to lead with grace, patience and a little bit of snarky humor. She started her career as an application developer, gaining a deep understanding of business processes, SDLC and the role quality plays in achieving business goals. She is an empathetic servant leader whose mission is to help people lead from a more compassionate space to build teams that are engaged, empowered and excited.
Featured on The Today Show, ABC, the Global BV-TV Network, Beyond the Business Radio Show, and CEO World, Dr. Troy Hall is an award-winning talent retention consultant, international speaker and author of the bestselling titles, Cohesion Culture: Proven Principles to Retain Your Top Talent, and Fanny Rules: A Mother’s Leadership Lessons That Never Grow Old.
As the founder of Cohesion Culture™, Dr. Troy has dedicated his career to establishing a cycle of culture wellness in the corporate and professional sphere. His executive coaching is built on the strategic framework of Cohesion Culture™, making the concepts of belonging, value, and shared commitment easy for organizations to adapt and implement.
From the U.S. to Canada and the United Kingdom, from the Middle East to Africa, Asia, Europe, and Australia, Dr. Troy has spoken at global conferences as a subject matter expert on the topics of culture & leadership, strategy, and change.
Terrance Lee, AKA The Introvert Leader had always avoided taking on leadership roles in his life. At the age of 13, an experience occurred which caused him to doubt his ability to speak in front of people, and caused him to shy away from the spotlight. This worked for Terrance until he eventually had to learn leadership skills by necessity at his first engineering job out of college.
When he had been working in his first role for a short time, his mentor put in his two-week notice. Terrance then found out that he had to take his place presenting to a group of experienced engineers and pilots for a highly technical review. Despite feeling extremely nervous, the meeting that Terrance led went well; which gave him a giant confidence boost.
Since then, Terrance has taken on many leadership and management roles as an introvert at several Fortune 500 companies in the defense industry, with proven results. He utilizes his platform to empower introverts to tap into their own inner leadership potential and is never shy about sharing the tips that he has learned throughout his journey.
Maria Åkerlund (gdq.se) tells us how teams can use the Group Development Questionnaire to become productive, talks about cultural intelligence, and tells the story of how her career was inspired by a film.
Just a heads up to everyone that the season premiere of the podcast comes this Wednesday, March 27. I can't wait to share the insights of my first guest with you!
Jason shares recommendations for 14 leadership books you can grab for yourself or someone you care about this holiday season. These books cover a wide range of topics, from business acumen to culture, teams, personality & personal development, and personal stories.
Business Acumen
The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter by Michael D. Watkins
Negotiation Simplified by Jim Reiman
Impact Players: How to Take the Lead, Play Bigger, and Multiply Your Impact by Liz Wiseman
Right Leader, Right Time: Discover Your Leadership Style for a Winning Career and Company by Robert Jordan and Olivia Wagner
Culture
How to Work With and Lead People Not Like You: Practical Solutions for Today's Diverse Workplace by Kelly McDonald
The Invisible Leader: Transform Your Life, Work, and Organization with the Power of Authentic Purpose by Zach Mercurio
Cohesion Culture by Dr. Troy Hall
The Great Revitalization: How Activating Meaning and Purpose Can Radically Enliven Your Business by Alise Cortez
Teams
Creating Effective Teams by Susan A. Wheelan, Maria Åkerlund, and Christian Jacobbson
Lead Without Blame: Building Resilient Learning Teams by Diana Larsen and Tricia Broderick
Personality & Personal Development
Quiet Voice Fearless Leader: 10 Principles for Introverts to Awaken the Leader Inside by Terrance Lee
Unleash Your Potential: How Artificial Intelligence Wants to Upgrade YOU! by Don Schmincke
Personal Stories
Acceptance: A Memoir by Emi Nietfeld
Cleared Hot: Lessons Learned About Life, Love, and Leadership While Flying the Apache Gunship in Afghanistan and Why I Believe a Prepared Mind Can Help Minimize PTSD by Brian L. Slade
If you've objectively identified a problem your team is having, try the COOP framework for cooperatively fixing it!
C - Challenge: Identify the Challenge O - Opportunity: Reframe it as an Opportunity O - Options/Optimize: List the Options and choose what to Optimize for P - Progress/Progress: Decide to Progress and measure Progress
Over the last 50 years in America, conscious prejudice has improved significantly but implicit bias has not.
DEI training fails when they 1) use implicit-bias education to shame trainees for holding stereotypes and 2) seek to solve the problem of bias by invoking the law to scare people about the risk of letting bias go unchecked.
"Making people feel ashamed can lead them to reject the message. Thus people often leave diversity training feeling angry and with greater animosity toward other groups (“There’s no way I’m biased!”). And threats of punishment, by the law in this case, typically lead to psychological “reactance” whereby people reject the desired behavior (“Nobody’s telling me what I can’t say!”). This kind of training can turn off even supporters of equal-opportunity programs."
Training programs should empower managers to counter biases.
"DEI training can’t squelch implicit bias; nothing short of changing people’s life experiences can do that. But when done right, implicit-bias education can alert students to the fact that people committed to equality nonetheless hold biases. And that knowledge can, in turn, motivate them to reshape their workplaces to counter discrimination by democratizing key parts of the career system."
Kelly McDonald is an acclaimed speaker who specializes in consumer trends and changing demographics. She is the president of McDonald Marketing and has authored four bestselling books on the customer experience, leadership, and marketing -- all from the standpoint of working with people "not like you". Her book, How to Work With and Lead People Not Like You has been on two bestseller lists. You can learn more about the book and McDonald's work by visiting www.kellycmcdonald.com. ===== Diversity Fatigue
often from a bad training experience
media driven
sometimes people aren’t clear on value of diversity
afraid of the topic and don’t want to say the wrong thing
social injustice training sometimes left people feeling overwhelmed
Fraternities/Sororities Murder Mystery
when groups of 3 had an “outsider” added to their group they were more than twice as effective
but their feelings about the experience were that it was more difficult with an outsider
working with people not like you is difficult but produces better outcomes
if you’re “bickering,” that’s also part of the process!
companies that tend to hire people of the same background don’t grow as much as organizations with diverse team members, especially if the company is already pretty successful
The Biggest Challenges
it’s hard when we don’t understand someone else’s perspectives
when we’re focused on the differences, the mountain feels too high
there’s a lot of sameness, though, we want similar things
How do we start making progress?
find ways to naturally interact more with those who are different from us
usually we default to withdrawal and avoidance
“tell me about yourself”
they focus on what they think is important
find common ground
seek first to understand
What do leaders do to help a welcoming and inclusive workplace?
Be sincere about wanting to make progress
Work to eliminate the fear around this conversation
Get the right training to help people, such as dos/don’t
**GET A FREE BOOK** Be one of the first three to comment on this interview with Jim Carlough and get a signed copy of his book, "The Six Pillars of Effective Leadership," for free. No strings attached!
Leadership + Writing a Book
even though there's a gene for some tendencies, leaders are made and not born
he wrote a book because managers aren't given guidance when promoted
he started mentoring others and common manager challenges were around dealing with people
Jim stopped watching the news because he wasn't sure who was telling the truth anymore
Integrity
it's the foundation of effective leadership
"Did I do anything today for my benefit that was at the expense of someone else?"
Integrity leads to trust, commitment, focus, and retention
to build integrity, journal, listen to your people, and take notes
CEOs aren't necessarily role models, but they are easy to find references to help us connect the dots
Empathy
put yourself in the shoes of your employee, understand the problem, and help them solve it
"What would I want?" when thinking situationally about others
very challenging to develop empathy
we're afraid to say the wrong thing; first, start by listening
ask yourself where you've seen empathy being shown and then model it
people right now need to hear "it's going to be okay"
About Jim Carlough in his own words: I am a graduate of Seton Hall University, South Orange, New Jersey with a degree in Psychology. I am an accomplished executive with experience in the C-suite and EVP/VP with over 30 years of expertise in driving explosive growth and profitability for healthcare and healthcare technology organizations ranging from start-ups to large scale enterprises. With a demonstrated history of success in building high-performance teams, revitalizing struggling portfolios, and leading successful M&A integrations. A strategic leader capable of energizing and transforming any organization.
Gallup released the State of the Global Workplace report, which you can download for yourself here. Jason discusses some of the findings and how skilled managers are the critical and influential element that unlocks well-being, engagement, and results.
Jason talks about Leading By Example versus Delegating. There's meaning and benefits in doing it yourself, but there are also effective ways to delegate to your team that free you as the leader/manager up (and give your folks growth opportunities!).
it's crowded; it will be a long process and you need to be persistent
Writing a great resume
Think of Tinder: you don't have a recruiter or hiring manager's time for long
how you market yourself leads to those first impressions
Common mistakes
don't make others have to sift through your resume
think of how we read (top to bottom, left to right) and position important details accordingly
layout is important, being first bullet point with important stuff
think of accomplishment - problem - how you solved it
One page resume
early career should be a page; mid career can be 2
Have a master resume
that way you ruthlessly edit to a new version for each job you're tailoring it to
Cover letter
it's very important
it complements your resume in a narrative way that bullet points can't
Employment gaps
just address the elephant in the room in one sentence
don't make it the focal point
most employers understand
AI
it's a great tool for efficiency
but know that it can hallucinate
you are the driver
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As a dynamic and innovative IT leader with 15+ years of experience, Sherman Chen is passionate about driving technology transformations that empower organizations to achieve their strategic objectives. With a proven track record of successfully leading 100+ projects, he has a keen ability to bridge the gap between business and technology, delivering solutions that not only meet but exceed expectations.
Throughout his career, he's had the privilege of working with companies like AT&T and Children's Hospital Los Angeles, where he played a pivotal part in implementing innovative technology solutions, driving efficiency and effectiveness while transforming the way they do business.
Beyond his technical prowess, Sherman takes great pride in his mentorship skills, nurturing talent and fostering a culture of growth within the teams he leads. As he continues his journey, he's eager to tackle new challenges and explore opportunities that allow him to leverage his experience and drive meaningful change.