This is the second blog in a two-part series.
In my last blog on leaders, I pointed out how you can be a boss — as in someone who people report to — without being a leader, meaning someone who you want to follow. But what if you’re not in a leadership position yet? If you’re still a “follower,” you may wonder if your boss is the right person on which to model your own strategy and decision making. But
I’ve been asked more and more frequently how managers can be sure they are being sensitive and inclusive. In almost all cases, I get the question from well-meaning, but fairly stressed executives, often men, usually in their late 40s to early 50s. They have teams that include women, LGBT members, and international employees. ‘
While they all appreciate and actively look for diversity, they recognize their own limitations in being able to identify opportunities to celebrate and unify a diverse team with such different backgrounds and experiences. While more than 70% of executives are white men, the increasing diversity of
Since the Great Recession of the late 2000s and early 2010s, trust in leaders and institutions has been consistently eroding or remaining stagnant. In the business world, trust in top management is vital for ensuring that employees internalize the strategies and goals of the entire company. A lack of trust can challenge the efforts of CEOs, top management teams and their Boards of Directors when they are trying to gain broad, sometimes, global followership for growth or transformation plans.
The Typical Approach – Trickle Down
In an effort to build trust and influence the company, CEOs and their teams