Podcasts about talent innovation

In this groundbreaking episode I dive deep into the dynamics of the glass ceiling and the glass floor, specifically focusing on how men in tech can play a pivotal role in fostering inclusive workplaces. With detailed statistics and compelling arguments, I highlight why inclusive cultures are essential for financial growth, innovation, and overall business success.I unpack the metaphors of the glass ceiling and glass floor, exploring how systemic barriers impact career advancement for underrepresented groups. Through five actionable strategies, I guide men on how to leverage their positions of power to break these barriers, creating a more equitable tech industry.For all my women in tech, this episode is also for you. It is a gift and call to action ll to stop self-blame and recognize the invisible systems you navigate. Learn what you can do to advocate for yourself and others.20 stats for why inclusive leadership matters for the business and your career: 1. Higher Financial Performance: Companies with more women in leadership positions are 25% more likely to have above-average profitability. (McKinsey, 2020)2. Increased Innovation: Diverse companies are 1.7 times more likely to be innovation leaders in their industry. (Josh Bersin Research, 2020)3. Greater Revenue from Innovation: Firms with inclusive teams are 45% more likely to report improved market share and capture new markets. (Center for Talent Innovation, 2013)4. Better Decision-Making: Inclusive teams make better business decisions up to 87% of the time. (Cloverpop, 2017)5. Improved Team Performance: Diverse teams outperform individual decision-makers 66% of the time. (Cloverpop, 2017)6. Higher Employee Retention: Inclusive workplaces have a 50% lower employee turnover rate than less inclusive companies. (Deloitte, 2017)7. Higher Return on Equity (ROE): Companies in the top quartile for gender diversity on executive teams were 21% more likely to experience above-average profitability. (McKinsey, 2020)8. Enhanced Company Reputation: 67% of job seekers consider diversity an important factor when evaluating companies and job offers. (Glassdoor, 2020)9. Increased Employee Engagement: Companies with higher diversity scores have 2.3 times higher employee engagement levels. (Gartner, 2018)10. Reduced Turnover Costs: Replacing an employee costs 33% of their annual salary; inclusivity reduces turnover, leading to substantial cost savings. (Work Institute, 2021)11. Faster Problem Solving: Diverse teams solve problems faster than cognitively similar people. (Harvard Business Review, 2016)12. Better Customer Understanding: Companies with more diverse management teams have 19% higher revenue due to innovation. (BCG, 2018)13. Market Performance: Ethnically diverse companies are 36% more likely to outperform competitors in market share. (McKinsey, 2020)14. Increased Workforce Productivity: Inclusive companies are 1.4 times more likely to outperform less inclusive organizations in terms of productivity. (Deloitte, 2017)15. Reduced Absenteeism: Inclusive cultures see absenteeism rates drop by 75%. (Deloitte, 2017)16. Lower Legal Risks: Companies that foster inclusivity face fewer discrimination claims and lower associated costs. (EEOC, 2020)17. More Competitive Talent Pool: 78% of companies that prioritize diversity attract top talent more easily. (PwC, 2017)18. Improved Company Sustainability: Firms with more diverse boards of directors are more likely to prioritize sustainability and environmental goals. (Harvard Business Review, 2019)19. Higher Customer Loyalty: Diverse teams are better equipped to understand and cater to a broader customer base, leading to increased customer loyalty. (Gartner, 2018)20. Better Performance During Crises: During the COVID-19 pandemic, companies with more women in leadership roles outperformed their peers. (Fortune, 2020)To submit your question for me to answer on an upcoming episode, send me an email at Nicole@TrickSteinbach.comYou can be a woman in tech and enjoy your career. When you build the skill of bravery, you will stress less, work less, and then earn more. Check out the following resources designed to help you thrive in your career: Check out my websiteJoin my mailing list for more insights, opportunities, and inspirationConnection with me on LinkedIn If you are an established woman in tech who is creating results and making an impact at work so your workload and stress just keep growing but promotions and salary bumps remain a distant dream, it is time for change. Listen, we all know the tech industry has dramatically changed. It's time your career approach did too. You don't need cookie-cutter programs or dusty advice from outdated playbooks, because what works for tech bros, won't work for you. You need individualized, bespoke support to build your brave career. One that reflects who you are as a woman in tech. I invite you to explore career coaching with me. Get all the details, including prices and client results, at TrickSteinbach.com.You can stress less, work less, and earn more. You've already earned it. Let's make it happen. 

Episode #104 of the 2B Bolder podcast features Sylvia Ann Hewlett, a distinguished author, economist, and advocate for diversity and inclusion. Dr. Hewlett is CEO of Hewlett Consulting Partners and founded The Center for Talent Innovation, which today is called COQUA, where she is still actively engaged as Chief Emeritus, a groundbreaking think tank that has pioneered Leadership in an Age of Inclusion with a Task Force of 90 global companies. Sylvia is Harvard Business Review's most-published author. She's also written 16 critically acclaimed books, including When the Bough Breaks, Forget a Mentor, Find a Sponsor, Executive Presence, and #MeToo in the Corporate World, to name just a few. In our conversation, she shares her remarkable path from her roots in South Wales to becoming a key influencer in corporate inclusivity and leadership.The show offers countless nuggets of wisdom and covers ...The driving forces behind Sylvia's career choices and her commitment to enhancing workplace diversity and inclusion.The impact of sponsorship on career development and the importance of executive presence for marginalized groups.Strategies for addressing workplace harassment and discrimination in light of the #MeToo movement.Effective ways to support and retain top female talent, along with navigating through career advancement barriers.Empowering advice for young women on cultivating confidence, tackling imposter syndrome, and mastering public speaking to stand out.Tune in to gain valuable lessons on navigating the complexities of the contemporary workplace with determination, empathy, and strategic insight.  Resources:Sylvia Ann Hewlett on LinkedIn Hewlett Consulting PartnersSylvia Ann Hewlett's websiteSylvia Ann Hewlett's books she's authoredSupport the showWhen you subscribe to the podcast, you are supporting our work's mission, allowing us to continue highlighting successful women in a variety of careers to inspire others helping pay our wonderful editor, Chris, and helping me in paying our hosting expenses.

10 Talks Podcast – with CHAMP10N Guest Natalie Paradis, Global Director of Diversity Talent Innovation - DEI - Talent Acquisition at NikeJOIN US On the Journey to Discover How Women Win Our Way…Check out this week's 10 talks podcast episode to hear HOW WOMEN WIN with Natalie Paradis.WINNING STRATEGIES1. Where does the capacity of being resilient originate? Women winning often includes coming out of adversity stronger than before. How do we get there?2. How do we win our way? The definition of winning is very individualized. What is your way?3. How do we stay true to our authentic self? This can show up in different ways across your personal and professional life. What are winning strategies to be who you are freely?Stay tuned next week to hear how Kathy and Carlette are Teaming Up to Discover, Design, and Do – "Winning Our Way". Want to G.I.V.E.H.O.P.E. to other women by sharing how you win? Learn More Here: www.championwellbeing.com/how-women-win-survey

Laura Sicola breaks down the communication tools and techniques for building a strong presence and delivering maximum impact. — YOU'LL LEARN — 1) How you're introducing yourself wrong—and how to do it better 2) The magic words to capture your audience's attention 3) What it really takes to persuade your audience Subscribe or visit AwesomeAtYourJob.com/ep769 for clickable versions of the links below. — ABOUT LAURA — Dr. Laura Sicola is a leadership communication and influence expert, speaker, podcast host, and author of Speaking to Influence: Mastering Your Leadership Voice. Laura's TEDx talk, “Want to Sound Like a Leader? Start by Saying Your Name Right,” has over 6.6 million views. As founder of Vocal Impact Productions, her mission is to help leaders master the Three Cs of Vocal Executive Presence so they can COMMAND the room, CONNECT with the audience, and CLOSE the deal. • Book: Speaking to Influence: Mastering Your Leadership Voice • TEDx Talk: Want to sound like a leader? Start by saying your name right | Laura Sicola | TEDxPenn • Website: VocalImpactProductions.com • Podcast: Speaking to Influence • LinkedIn: Dr. Laura Sicola — RESOURCES MENTIONED IN THE SHOW — • Microphone: Shure SM7B • Microphone: Shure BETA 87A • Study: The Center for Talent Innovation's Key Findings: Executive Presence • Book: Psycho-Cybernetics: Updated and Expanded by Maxwell Maltz • Book: Life Is Magic: My Inspiring Journey from Tragedy to Self-Discovery by Jon Dorenbos and Larry Platt • Book: Pete the Cat 12-Book Phonics Fun!: Includes 12 Mini-Books Featuring Short and Long Vowel Sounds (My First I Can Read) by James Dean and Kimberly Dean See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Elanco Animal Health on March 12 broke ground on its $100 million headquarters campus on the former GM stamping plant site just west of downtown Indianapolis. CEO Jeff Simmons explains why the project is far more than simply an office building. He tells host Mason King that the goal is to create what the company calls "a post-COVID workplace destination" that attracts talent to the city and the company and gives workers more flexibility and engagement. And Simmons is aiming to make the campus an epicenter for animal research and innovation, while connecting the neighborhood to downtown. The IBJ Podcast is brought to you by Taft.    

Why do so many people ask me about executive presence? • Executive Presence is hyper contextual. That means while probably most of the time you show up on point with all engines firing, this episode series is for those executive or other high-stakes meetings where your stomach swirls into soft jello. • It affects career success. One Center for Talent Innovation study found that Executive Presence accounts for 26% of the reason people get promoted. In this 3-part mini-series, Laura does a deep dive into the essence of Executive Presence. This episode covers how to build a strong foundation for your own executive presence. Foundational elements of executive presence include: - Being clear on your purpose and the value you add to the table - Bringing a useful mindset to the meeting or conversation - Getting your body language in alignment with your purpose. To learn more useful communication tools, visit www.mixonian.com

Why do so many people ask me about executive presence? • Executive Presence increases your impact. Regardless of how long you have worked in leadership, a strong executive presence makes it more likely that others will listen to your ideas and present you with fresh leadership opportunities. • It affects career success. One Center for Talent Innovation study found that Executive Presence accounts for 26% of the reason people get promoted. In this 3-part mini-series, Laura does a deep dive into the essence of Executive Presence. This episode covers what executive presence actually looks like, what behaviors do not indicate that a person has executive presence, and how you can start building your own executive presence. To learn more useful communication tools, visit www.mixonian.com.

Mi Gente! I had the amazing opportunity to chat with Pabel Martinez, founder & CEO of Plurawl, Host of the 'Quien tu Eres?' podcast and Global Account Director at TikTok. We talked about the importance of redefining professionalism, specially at the workplace. A lot of us feel that we need to leave our authentic selves on a shelf in order to fit in or to be accepted at work, one of the reasons we might feel disconnected and tired. We are in 2022, and we think is time to redefine what it actually means to be professional without jeopardizing our authenticity. Pabel's superpower is uncovering the story behind the numbers; translating data to stories. He's been able to flex this skill at various technology companies such as Facebook (previous employer) and TikTok (current employer). Although he's been successful, he has met challenges along the way. He experienced imposter's syndrome, micro-aggressions, and racism. He would often REPRESS parts of his identity inside & outside of work in an effort to feel more included and less judged. He isn't alone. "According to a new study published by the Center for Talent Innovation, Latinos at Work: Unleashing the Power of Culture, most Latinos in the U.S. do not feel that they can bring their whole selves to the office. The study found the vast majority of Latinos (76%) repress parts of their personas at work.” Please follow Pabel at: IG: @plurawl website: www.plurawl.com Podcast:¿ Quien tu eres? --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/chismethatmatterspodcast/message Support this podcast: https://anchor.fm/chismethatmatterspodcast/support

033 - Susann Fisher is a product and marketing strategy professional with a tech background. Susann and her co-founders are in early stages of launching their meeting facilitation tool Calvah, which enables equitable and inclusive meetings. Timestamps:2:30- Susann's professional background  5:00 - How was Susann's experience of Covid in Berlin?7:30 - How the work-from-home experience inspired Susann to start thinking about equity in a remote environment 11:30 - what does the existing research on equity in meetings show and how did it map to virtual meetings (4 key elements per Susann - unconscious bias, gender differences, cultural differences, and personality)19:15 - details on Calvah, Kollectiv's flagship meeting facilitation software - meeting agenda and allocating time for each speakers 25:00 - post meeting data collection on inclusivity of the meetings and assessment of how well the speaking times were observed 30:00 - What is the team's vision for Calvah? 34:30 - Reflections for men about how our experiences at work are different than women's 39:15 - 3 Things Games Susann's question - what are three things you have learned about listening? ( edit) Thomas' question - what are three things nature has taught you?Research shared by Susann:“My favorite study on gender discrepancies and the benefits (more productive, more innovative, more likely to exceed financial targets) of DE&I at work:”48% of participants are not speaking in meetings, underscoring the need for inclusion that doesn't include talking Hybrid Work Index, October 2021White men disagree 40% more on the question: “Including diverse voices in decision making is effective” White Men Leadership Study 2019, white man possess more than 40% of the leadership jobs in most companies, dramatically increasing by leadership levelBiggest Meeting irritations: 89% ineffective or poorly organized meetings, 50% people interrupting, 49% people who won't listen to others, 21% people don't contribute to meetings Doodle The State of Meetings 2019 StudyMost common microaggressions: Unprofessional behavior, being called “well spoken”, being spoken over. 2007: The Cost of Employee Turnover Due Solely to Unfairness in the the Workplace for U.S. employers is $64 billionIn a Deloitte survey, 80% of employees consider inclusion as an essential factor in choosing an employer. 37% of African-Americans and Hispanics and 45% of Asians say they “need to compromise their authenticity” to conform to their company's standards of demeanor or style. Women in the science, engineering, and technology industries shows that, regardless of gender, acting “like a man” can provide an advantage in becoming a leader in these fields. 2013 Center for Talent Innovation now Coqual Women are far more likely to be interrupted in meetings, and their ideas are taken less seriously. Also “Mansplaining” is real. Men interrupt women sometimes so they can explain something the woman actually knows more about or reiterate the woman's idea as if it were their own Our GDPR privacy policy was updated on August 8, 2022. Visit acast.com/privacy for more information.

Sylvia Ann Hewlett is a world-renowned author, economist, and entrepreneur. She is the Founder and CEO of Hewlett Consulting Partners, a boutique consultancy focused on helping organizations leverage talents and bridge the divides of culture, gender, and generation. Dr. Hewlett is also the Founder and Chair Emeritus of the Center for Talent Innovation (formerly Center for Work-Life Policy), a non-profit leader in diversity and talent management that promotes diversity, equality, and inclusion. She is an advocate for the sponsorship of highly qualified women, people of color, and LGBTQ employees attempting to gain traction in their careers. As a celebrated speaker, Dr. Hewlett has spoken at MWC Barcelona (formerly the Mobile World Congress), the “Women at the Top” conference, and the White House. She is the most published author in the Harvard Business Review with 17 articles and has written 16 books, including When the Bough Breaks, Forget a Mentor, Find a Sponsor, and #MeToo in the Corporate World. In this episode: What can be done in the workplace for people of color and women? How has the pandemic affected the ways and means by which women progress in their careers? To discover the key to navigating this new world of work, Thomas A. Stewart joins Sylvia Ann Hewlett — whose pioneering work on the importance of sponsorship and the effects of “on-ramps and off-ramps” on women's careers has impacted a new generation of women and work. Dr. Hewlett has long been an expert on the ways in which women's careers are interrupted or stymied. She is a Cambridge-educated economist and expert on gender in the workplace who has worked with leading organizations including Cisco, Goldman Sachs, Cartier, and the State Department. Throughout her career, Dr. Hewlett has focused on promoting progress for professionals despite their gender, age, sexual orientation, race, and culture in the office and beyond — and now she's focused her attention on the ways the pandemic has disrupted the female workforce. Over the past year and a half, women, especially women of color, have left their places of work to take on the role of primary caregiver. Dr. Hewlett has studied the data: when a highly qualified woman steps off the career ladder to care for her family, she decreases her compensation by 18% upon her return to work. Further, Dr. Hewlett explains that only 90% of women who leave the workforce eventually return. How can women come back to work in their respective fields without a decrease in status or compensation? Dr. Hewlett believes that the answer can be found in sponsorship: when a higher-level executive invests their political capital in a protegee's advancement. As she says, women can cultivate a more inclusive culture that promotes their advancement when advocating for one another. However, the value of a more flexible workplace comes at a cost, and remote and hybrid work structures have made sponsorship harder. As they continue to juggle home and work roles, women must take active steps to find and shape the sponsoring relationships so important to their career progression. In this episode of The Leading Edge, Thomas A. Stewart talks with Sylvia Ann Hewlett, world-renowned author, economist, entrepreneur, and Founder and CEO of Hewlett Consulting Partners, to discuss the disadvantages women experience in the workplace and how to overcome them. Dr. Hewlett talks about the displacement of women's roles in the workforce due to the pandemic, how to bring value to your business, and why sponsorship and advocacy are essential for building your career in the current climate.

Archana Subramanian, celebrating her tenth year at Salesforce this year, serves as the COO for the Australia/New Zealand and ASEAN […]

July 16th marks the 6th anniversary of the deadly shooting at the Navy and Marine Corps Reserve Center in Chattanooga, Tennessee. A homegrown violent extremist killed four U.S. Marines and a U.S. Navy Sailor that morning: Gunnery Sgt. Thomas Sullivan, Staff Sgt. David Wyatt, Sgt. Carson Holmquist, Lance Cpl. Squire Wells, and U.S. Navy Petty Officer 2nd Class Randall Smith all lost their lives. We know many of us still think about them every single day. At the time of the shooting, host Mike Abrams was just finishing up research on veteran employment that was published by the Center for Talent Innovation. The publisher asked that Mike write an afterword about the terrorist attack to complement the research, given that he was the battery commander of the unit and went down there after the shooting occurred. This week, Mike shares the afterword in remembrance of the Chattanooga Fallen Five.   ABOUT US Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, founder of FourBlock, and author of two military transition books. He represents the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey represents the civilian perspective of this issue.  Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org/ Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate. Follow FourBlock on Social Media  LinkedIn Facebook Instagram Twitter Podcast episodes are produced and edited by the Columbia University Center for Veteran Transition and Integration.  

Nancy Di Dia, Executive Director, Chief Diversity & Inclusion Officer & Head, US DICE at Boehringer Ingelheim USA discusses her 15 years as a D&I officer, her personal history, and how she nurtured the development of the D&I programs at a pharmaceutical industry giant. She shares her learnings on how to build sustainable change over time. Nancy Di Dia is Executive Director, Chief Diversity & Inclusion Officer & Head, US DICE at Boehringer Ingelheim USA. She brings more than 25 years of change and social experience in overall management, leadership and cultural change in the corporate world. Her experience has spanned financial services and healthcare. At Boehringer Ingelheim Nancy has responsibility for leading a culture of diversity, inclusion, engagement and belonging within BI's Animal Health, Biopharma and Human Pharma business units. In addition, Nancy is an (ICF) International credentialed and certified PCC Executive Coach with a focus on finding impactful ways to engage the brain in sustainable insights and change. She is an active member of the task force for Talent Innovation- a think tank and research group of leading global companies that leverages talent across the divides of gender, generation, geography and culture. Nancy is also on the board of the International Multicultural Institute (IMCI) a non-profit that offers service, knowledge and skills for individual and institutional change through inclusion. She was recently appointed to the Governor's council on Girls and Women in STEAM for the state of Connecticut and continues to act on the PhRMA chief diversity officer council to improve diversity in clinical studies. Nancy is fluent in Italian, an avid exerciser, rower and enjoys gardening, cooking and seeking out fine wines from around the world. #Diversity #Inclusion #SustainableChange

Alice Bentinck is co-founder of Entrepreneur First (EF), the world's leading talent investor. I've worked with Alice for nearly a decade and she is one of the deepest thinkers about talent and innovation I know. In this conversation, we talk about lessons from building EF through the lens of some of TiB's favorite themes. We discuss how to identify great founders, the consequences of the pandemic for innovation, institution building, and lots more. ----------------Thanks to Cofruition for consulting on and producing the show. You can learn more about Entrepreneur First at www.joinef.com and subscribe to my weekly newsletter at tib.matthewclifford.com

7. You Need Mentors, Sponsors, and a Personal Board of Directors This is the seventh and last episode of our series on creating a career plan for diverse lawyers. In this episode, we'll discuss the importance of having mentors, sponsors and a Personal Board of Directors. “Research conducted by the Center for Talent Innovation revealed that approximately 81% of diverse professionals needed help navigating their organizations. So having a mentor to help navigate the complex waters of a law firm can be extremely beneficial to diverse attorneys.” A sponsor, on the other hand, will advocate for you in places where important decisions are made. Your board of directors will provide a broad range of opinions and support when you are making important decisions that you do not necessarily want to discuss within your firm. The bottom line is that successful lawyers leverage all three of these types of relationships. Make sure your career plan includes all three. Be coached by a seasoned female diverse attorney, plan and achieve your professional goals. Visit Legally Balanced. To get complimentary access to our Goal Setting Workshop, leave a rating and send a screenshot to podcast@legallybalanced.com. Get private access to our Facebook group and LinkedIn group. About: Ariadna (Ari) Alvarez is a diverse partner at an AM 100 firm and prior to that, a partner at a Hispanic-owned, mid-sized, corporate firm. She is also a certified career coach. Throughout her career, she has been involved with career development programs focused on women attorneys and diverse lawyers. Her tips and skills of the trade come from more than 20 years of experience in the field of law, as well as an awareness of the formal and informal requirements to grow professionally.   To know more about the programs and services we offer, visit Legally Balanced today!

Stand Up is a daily podcast. I book,host,edit, post and promote new episodes with brilliant guests every day. I have one sponsor which is an awesome nonprofit GiveWell.org/StandUp for more but Please subscribe now for as little as 5$ and gain access to a community of over 800 awesome, curious, kind, funny, brilliant, generous souls. Lauren Leader, is the co-founder and CEO of All In Together. She has dedicated her life and career to advancing women in business and politics and has been a tireless advocate for diversity and inclusion. In addition to her leadership of All In Together, Lauren was most recently senior advisor to Oliver Wyman, working with a wide range of global corporations on organizational and people challenges. Over the last decade, both in leading the global think tank Center for Talent Innovation where she was President and in her role at Deloitte, she focuses on helping large companies drive greater innovation and market growth given the implications of diversity, technology, geopolitics and demographic changes. Lauren’s first book, Crossing the Thinnest Line (Hachette Center Street, September 2016) debuted in the top 50 on Amazon in several categories and sparked an important conversation about the importance of diversity to the future of America. Her research and writing on a wide array of talent and business issues has helped shape people strategy and the public discourse for the last decade. Her writing and thought leadership has appeared in a wide range of publications including Forbes, Harvard Business Review, New York Times, Bustle, Fatherly, Refinery29 and Inc. Lauren is a frequent speaker, lecturer, and panel member at a wide array of conferences, conventions, academic meetings, investment forums, and other venues across North America and Europe including the Milken Global Conference, the World Economic Forum in Davos. She has been a regular commentator on MSNBC, HLN, Fox News and other outlets including CBS and Bloomberg TV where she addresses complex issues of women’s equality and diversity. She has been featured in Marie Claire, Cosmo, and Bustle. In 2015 Lauren was listed as one of Fortune’s 50 Most Influential Women on Twitter and was a 2018 Presidential Leadership Scholar. She is a life member of the Council on Foreign Relations and a graduate of Barnard College. I spoke with Dr Mark Rank about his new book POORLY UNDERSTOOD: What Americans Get Wrong About Poverty Dr. Rank is widely recognized as one of the foremost experts and speakers in the country on issues of poverty, inequality, and social justice. His research and teaching have focused on poverty, social welfare, economic inequality, and social policy. Dr. Rank has published numerous scholarly articles. His first book, Living on the Edge: The Realities of Welfare in America, explored the conditions of surviving on public assistance and achieved widespread critical acclaim. His 2004 book, One Nation, Underprivileged: Why American Poverty Affects Us All, provided a new understanding of poverty in America. His life-course research has demonstrated for the first time that a majority of Americans will experience poverty and will use a social safety net program at some point during their lives. In 2014, extensive research with Dr. Rank's long-time collaborator, Thomas Hirschl of Cornell University culminated in the publications of Chasing the American Dream: Understanding the Dynamics that Shape Our Fortunes. This book explores the nature of the American Dream and the economic viability of achieving the Dream through both extensive data analysis and in-depth interviews with a wide spectrum of modern Americans. The book is designed to shed light on the tenuous nature of the American Dream in today’s society, and how to restore its relevance and vitality.  Dr. Rank is the recipient of many awards including the Founders Day Distinguished Faculty Award from the Washington University Alumni Board of Governors, the Faculty Award to Improve Learning from the William T. Kemper Foundation, the Outstanding Research Award from the Society for Social Work and Research, the Feldman Award from the Groves Conference on Marriage and the Family, and the Outstanding Faculty Award from the Brown School’s Alumni Association. Dr. Rank's research has been reported in a wide range of media outlets including The New York Times, The Washington Post, The Wall Street Journal, The Los Angeles Times, The Christian Science Monitor, The Chicago Tribune, USA Today, The Chronicle of Higher Education, and National Public Radio.  He has provided his research expertise to members of the U.S. Senate and House of Representatives, as well as to many national and state organizations involved in issues of economic and social justice. Pete on Twitter Pete On Instagram Pete Personal FB page Stand Up with Pete FB page Pete on YouTube

Dov Hirsch, General Manager of Immersive Health Group opens up about how recent events shape his & his company's view.Shahar Erez CO-Founder and the CEO of Stoke Shahar Erez is a co-founder and the CEO of Stoke, an on-demand talent platform empowering companies to adopt a hybrid workforce model that scales as quickly and efficiently as needed. By combining data, a streamlined experience and access to a wide talent pool, Stoke provides full transparency and compliance to the process of hiring and managing freelancers. Stoke’s enterprise software democratizes access to a global non-payroll workforce.

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This episode just may solve the number one problem of the year!   These 4 guests will challenge what you think, and give you solid takeaways that you can use next week.   Zoe Harte, SVP, Head of Human Resources, and Talent Innovation at Upwork shares why this is the time to let go of what didn't serve us before, and focus on impact instead of face time.   Then, forget what you learned in business school about organizational charts. Aaron Dignan & Rodney Evans, from The Ready, a management consulting business based on his brilliant book, Brave New Work. Share the science of super performing companies and what you need to stop doing.   Then, your sleep is making you mediocre. Todd Whitthorne, A health and wellness expert shares new information on peak performance and sleep.   4 powerful guests that will challenge what you think, and give you solid takeaways to get the best out of your teams.

Už dlouho nebyl svět kolem nás každý den vystaven tolika změnám. Na začátku pandemie a následné karantény se život nejprve jako by zpomalil, až zastavil, aby se na jejich konci rozběhl tak, že se nám míhá před očima. Kdo má rád změnu a rychlý vývoj, může se radovat. Ovšem toho, kdo už teď dostává z rychlosti závratě, asi moc nepotěšíme, protože změn bude, jak se zdá, ještě daleko více, a zdaleka je neodstartovala jen pandemie, jen ukázala, co je možné. Čekají nás všelijaké změny, někdy k lepšímu, ale možná také k horšímu. Dost záleží na tom, co vše si necháme líbit. Co konkrétně nás čeká, na co se můžeme připravit, a na co se připravit přímo musíme? Tomuto tématu se budeme věnovat s doktorem Karlem Červeným, který je vedoucím lektorem rozvoje kreativity, managementu a strategického myšlení Talent Innovation. Kromě toho přednáší také na vysoké škole ekonomické a je spoluautorem čerstvé knihy Kreativní metody v inovacích. 1. díl, 13.10.2020, www.KupreduDoMinulosti.cz

What would you do if you earned a seat at the table, but you struggled to belong or simply feel welcomed in the conversation? Recent research from the Center for Talent Innovation found that exclusion is a growing issue. And, that more than 40% of those surveyed feel isolated in the workplace. Now, imagine being the “only one” on a team or in a meeting and not feeling as though you belong, or worse, “not being heard”. In this episode, Melonie Parker, Chief Diversity Officer at Google, shares her career journey over the years as she learned to navigate the male-dominated corporate ladder, reclaim and step into her power, and become a passionate thought leader and an advocate for change.  Melonie is an HR executive committed to innovative, relevant, and contemporary HR leadership. She is responsible for advancing Google's employee engagement strategy across Diversity, Equity & Inclusion. Additionally, Melonie serves as a Minority in Energy Initiative Champion for the Department of Energy. Highlights: [02:58] Melonie’s journey [04:05] Dealing with failure [05:34] Finding clarity on your career path [08:20] Gaining access to mentors and sponsors [15:36] Owning your seat at the table [18:30] Finding your voice [20:32] Don’t let others silence you [25:03] Feeling under the microscope as women of color [28:59] Building powerful relationships virtually [30:50] Opportunities for women of color [33:21] Diversity, Equity & Inclusion [39:06] Common traits of leaders [44:24] Leveling up and staying ahead of the curve [45:52] Parting words to listeners   Quotes: “To thy own self be true, you are enough, lean into who you are, recognize what that is and how valuable you are to the rest of the world.”– Melonie Parker “Leadership done well is servant leadership.” – Melonie Parker “Hiring is a two-way dialogue – what are you giving to a company and what are you getting back in return.” – Melonie Parker “Don’t only seek mentors that look like you. Mentoring is not about what fits you but what you need to add, stretch and grow.” – Melonie Parker “We might walk into a room and be the only one, but we always come with others, our community that always has our back.” – Melonie Parker “Have courage of voice. It empowers you when you take ownership of your ideas.” – Melonie Parker “What's the story that you’re telling yourself when you are sitting at the table, because if you go to the table, and know that your designed to be there, that conversation is enriched because you're in it.” – Melonie Parker “If we had representation at parity, across healthcare, education, all of these structures, we would see a huge difference.”- Melonie Parker   About Melonie Parker: Melonie Parker is an HR executive committed to innovative, relevant, and contemporary HR leadership. She is an advocate for change and a passionate thought leader. ​Parker is responsible f​ or advancing Google's employee engagement strategy across Diversity, Equity & Inclusion.​ Additionally, Parker serves as a Minority in Energy Initiative Champion for the Department of Energy. Prior to this role she served as the Vice President of Human Resources & Communications at Sandia National Laboratories. Parker was responsible for the leadership and Labs-wide management of human resources, health, benefits and employee services. She was also responsible for Sandia’s communication efforts, which include planning, strategy, executive communications, media relations, external branding, community affairs and internal communications. Prior to joining Sandia as the VP of HR and Communications, Parker extends expertise from a career spanning over 17 years in a variety of Lockheed Martin business areas, locations, and progressive leadership roles. During her time at Lockheed Martin, she has held responsibility ​for employee relations, staffing, EEO/Affirmative Action, diversity programs, compensation, benefits, and K-12 outreach initiatives. Parker received a B.A. in Mass Communications from Hampton University and an M.A. in Human Resources from Villanova University. She was named the 2016 HR Professional of the Year by the New Mexico Society of Human Resource Management. She was recognized with a Special Recognition Award at the 2014 Women of Color STEM Awards, and in 2012 graduated from Lockheed Martin’s Executive Assessment & Development Program.   Links: LinkedIn: https://www.linkedin.com/in/melonieparker

In this episode, Upwork SVP HR & Talent Innovation Zoe Harte and Lars bid adieu to the “future of work” and explore how Upwork has been leveraging their platform to built a hybrid workforce with on-demand talent.

In this episode, Upwork SVP HR & Talent Innovation Zoe Harte and Lars bid adieu to the “future of work” and explore how Upwork has been leveraging their platform to built a hybrid workforce with on-demand talent.

A global pandemic, economic dislocation and Black Lives Matter: three signs of how life is undergoing rapid change in 2020, and all of them are having a significant impact on what people are looking for in an employer. One of the key aspects of navigating these changes successfully is helping people to feel part of their organisations. But not everyone feels like they belong. For example, the nonprofit Center for Talent Innovation has found that White men have the highest median belonging scores of any gender or racial group, but Black and Asian women score the lowest. My guest this week is Ritu Mohanka, Head of Strategy & Business Development EMEA at Glint. Glint has just released results from 900,000 of its customers' employees, showing the sense of 'belonging' in a company is more closely linked to employee happiness than ever before. In our conversation, we talk about the challenges around belonging and identify practical ways employers can create a proper platform for genuine inclusivity. In the interview, we discuss: Ritu's story and her recent inclusion on the 2020 EMpower 100 Ethnic Minority Executives list The effect the pandemic is having on employee's sense of belonging. The relationship between belonging, performance and productivity  Why culture is more important than ever  Inclusivity and being heard Creating a safe space for uncomfortable conversations Active listening and being heard Empowering managers with high quality and timely data What does the future look like in terms of belonging and inclusion Subscribe this podcast in Apple Podcasts

Sandra Rice has served as the senior vice president of national recruitment at the Emma Bowen Foundation for 22 years. In October of 2019 she moved on to a new role to serve as the senior vice president of outreach and strategic partnerships for the Center for Talent Innovation. In this episode she will share her why. Why she got involved with the foundation, and why she dedicated her life to building up the next generation of talented minorities interested in the media industry. Any fellow from the program will undoubtedly have a story or two or three to share about Ms. Rice. Quite a few of them include receiving an email with a subject line of "Please call me...". There is no doubt that each student called Sandra as soon as possible. Sandra remembers many of the fellows when they were in the program, what they were like as they were growing up, and maintains a connection with them well into their careers at major media organizations. She shares why she was so dedicated to the success of the fellows, the partners, and the programs. "I wanted our Emma Bowen and any other interns to feel like they belong to that company and how that, how they could bring their best selves to fill up so they could climb the ladder and, and succeed." EXPERIENCE SENIOR VICE PRESIDENT, OUTREACH AND STRATEGIC PARTNERSHIPS The Center for Talent Innovation Dec 2019 – Present Emma Bowen Foundation SENIOR VICE PRESIDENT—NATIONAL RECRUITMENT AND LEADERSHIP DEVELOPMENT Jan 2012 – Nov 2019 VICE PRESIDENT—EASTERN REGION Sep 2000 – Feb 2012 REGIONAL DIRECTOR—WESTERN REGION Nov 1997 – Sep 2000 ABC Television MARKETING MANAGER—ABC DAYTIME Sep 1992 – Nov 1997 MANAGER—DISTRIBUTION Sep 1984 – Sep 1992 COORDINATOR OF AWARDS AND SPECIAL PROJECTS Sep 1980 – Sep 1984

In a recent study by the Center of Talent Innovation, only twenty percent of Black respondents indicated that they didn’t believe another African American could hold the top position in a Fortune 500 company.  Earl Shipp is a real life example of a senior global leader.  He retired from his role of Vice President at Dow Chemical after working in multiple executive leadership capacities around the world over a forty year career. In this episode, Mr. Shipp shares his learned wisdom to help you build a trajectory to succeed at the top levels of your organization, even against the odds.  

Lanaya Irvin, President of the Center for Talent Innovation, discusses ways leaders and employees can break their silence as it relates to diversity and inclusion. She points out the importance of representation and visibility in the workplace. Hosts: Carol Massar and Jason Kelly. Producer: Doni Holloway.

Lanaya Irvin, President of the Center for Talent Innovation, discusses ways leaders and employees can break their silence as it relates to diversity and inclusion. She points out the importance of representation and visibility in the workplace. Hosts: Carol Massar and Jason Kelly. Producer: Doni Holloway. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

In this episode, our guests are Cory Kazar, Director of Business Development, and Tara Thurber, Director, Talent Innovation at DefinedTalent. Cory and Tara discuss how DefinedTalent begun and what services they are striving to provide for their customers.

P.M. Edition for June 18. More companies are observing the Juneteenth holiday that marks the end of slavery in the U.S. Reporter Kathryn Dill and Lanaya Irvin, president of the Center for Talent Innovation, join host Annmarie Fertoli to discuss whether that indicates a broader push for diversity, inclusion and equity in the workplace. Plus, the Supreme Court rejects the Trump administration's decision to cancel the DACA program. Michelle Hackman reports. Learn more about your ad choices. Visit megaphone.fm/adchoices

Lanaya Irvin, president of the Center for Talent Innovation, tells WSJ's Veronica Dagher why she thinks it's important to have discussions about race in the workplace and how the killing of George Floyd sparked a conversation at her own organization.

Marsha Askins is the Chief of Staff for UBS Global Wealth Management and UBS Americas with an extensive 35-year background in financial services. In this episode, she discusses how her current position is a compilation of everything she’s done in her career, from starting as a systems analyst right out of school in the back office of a bond department to working in major banks, and a startup. Marsha shares defining leadership skills she’s learned through the years such as listening and understanding employees as they could be the best or worst advocates for a firm. Top Picks: Marsha: 1) Video clips on https://www.themakersconference.com/ 2) The Memo: What Women of Color Need to Know to Secure a Seat at the Table, by Minda Harts 3) Being Black in Corporate America by the Center for Talent Innovation, a nonprofit group Maddie: Think Dirty App Josh Convenience Store Woman, by Sayaka Murata --- Send in a voice message: https://anchor.fm/risingpodcast/message

PULL QUOTE: “What I learned in academia is that, when you publish it sits on a shelf. Some of the joy I have at Culture@Work is working so closely with organizations who implement policies and programs. Your insights, your wisdom, doesn’t sit on a shelf – it really comes to life.” - Laura Sherbin   Laura Sherbin, managing director of Culture@Work, speaks with LRN's Ben DiPietro about the joy she gets from taking academic research about how people behave, and sharing it with organizations to help them improve their corporate cultures. She discusses the vital role diversity and inclusion play in creating strong, values-base cultures of ethics and integrity. Sherbin is an economist who specializes in the creation of advantage through inclusion and diversity. She earned her Ph.D in economics from American University. Most recently, she served as co-president at the Center for Talent Innovation in New York, a think tank and content provider that studies global workplace diversity. Sherbin built a rigorous data analytics machine and team that have been core to innovative approaches to measuring and tracking employee experiences. She is known as a leading expert in applying diversity and inclusion data to human behavior in organizations, and using such data to quantify how workforce sentiments and satisfaction affect company bottom lines. She taught "Women and Globalization" at the School of International and public affairs at Columbia University, and is a coauthor of Harvard Business Review articles "How Diversity Can Drive Innovation;" "How Gen Y and Boomers Will Reshape Your Agenda;" and "Off-Ramps and On-Ramps Revisited," and several Harvard Business Review research reports.   What You’ll Learn on This Episode: [0:51] What is the mission of Culture@Work, what does the firm do to help companies improve culture, and are there specific areas on which Laura focuses? [1:53] What’s an example of a lagging indicator and one of a leading indicator? [3:42] What inspired Laura’s interest in culture in organizations and what was the career path that led her to become the managing director of Culture@Work? [4:54] One of the most important times to learn about ethics and integrity is before someone is hired. Do organizations pay enough attention to ethics during onboarding and recruiting, and how they can improve in that area? [6:24] Is Laura finding that companies are shifting more towards this, or is there still resistance toward the expense, time and effort required? [7:31] Younger people coming into the workforce are probably going to be more committed to some of these value-based standards. Instead of companies interviewing for employees, it’s employees interviewing for companies. It’s going to be the companies who are going to have to answer the questions and meet the standards of the employees more than the other way around. How has Laura seen that in play? [8:36] If a strong culture is impossible without ethics, trust, transparency, and accountability, how can organizations work to establish these in their operations if they’re lacking. What are some of the ways they can go about doing that? [10:51] What are two of the biggest challenges companies and organizations face when they’re trying to improve their culture? What can they do to overcome these things and make these improvements? [13:44] what are two or three red flags that may signal that an organization is having issues with its culture, and why are these sometimes so hard to spot? Or are they actually there, but people just don’t want to acknowledge them? [15:40] How can diversity and inclusion help build these robust cultures and how can that make a lot of these red flags disappear?  

I loved this episode of the American Negotiation Institute's newest show, Ask With Confidence hosted by Katherine Knapke, and I wanted to share it with you.  Request a Custom Workshop For Your Company Download Your Negotiation Preparation Guide  Connect With Katherine on LinkedIn Learn More About Sara Book: Women Don't Ask Book: Ask For It A leading authority on the challenges that shape women's lives and careers, Sara Laschever is the co-author, with Linda Babcock, of the groundbreaking books Women Don't Ask: The High Cost of Avoiding Negotiation—and Positive Strategies for Change and Ask for It! How Women Can Use the Power of Negotiation to Get What They Really Want. She has written extensively about women in business, women in literature and the arts, women in academia, and women in the sciences. Her work has been published by The New York Times, The Harvard Business Review, The Guardian, The New York Review of Books, Vogue, Glamour, and many other publications.  Sara worked as a research associate and principal interviewer for Project Access, a landmark Harvard University study that explored impediments to women's careers in science, and is a founding faculty member of the Carnegie Mellon Leadership and Negotiation Academy for Women. She also served as Senior Fellow at the Center for Work-Life Policy (now the Center for Talent Innovation) and as academic coordinator for the Inaugural WIN Summit, a national conference focused on helping women learn to negotiate. 

I loved this episode of the American Negotiation Institute's newest show, Ask With Confidence hosted by Katherine Knapke, and I wanted to share it with you. Request a Custom Workshop For Your CompanyDownload Your Negotiation Preparation Guide Connect With Katherine on LinkedInLearn More About SaraBook: Women Don't AskBook: Ask For ItA leading authority on the challenges that shape women’s lives and careers, Sara Laschever is the co-author, with Linda Babcock, of the groundbreaking books Women Don’t Ask: The High Cost of Avoiding Negotiation—and Positive Strategies for Change and Ask for It! How Women Can Use the Power of Negotiation to Get What They Really Want. She has written extensively about women in business, women in literature and the arts, women in academia, and women in the sciences. Her work has been published by The New York Times, The Harvard Business Review, The Guardian, The New York Review of Books, Vogue, Glamour, and many other publications. Sara worked as a research associate and principal interviewer for Project Access, a landmark Harvard University study that explored impediments to women’s careers in science, and is a founding faculty member of the Carnegie Mellon Leadership and Negotiation Academy for Women. She also served as Senior Fellow at the Center for Work-Life Policy (now the Center for Talent Innovation) and as academic coordinator for the Inaugural WIN Summit, a national conference focused on helping women learn to negotiate.

In this episode, Sara Laschever discuses the research behind why women are held back in our negotiations and what we can do to be successful. A leading authority on the challenges that shape women’s lives and careers, Sara Laschever is the co-author, with Linda Babcock, of the groundbreaking books Women Don’t Ask: The High Cost of Avoiding Negotiation—and Positive Strategies for Change and Ask for It! How Women Can Use the Power of Negotiation to Get What They Really Want. She has written extensively about women in business, women in literature and the arts, women in academia, and women in the sciences. Her work has been published by The New York Times, The Harvard Business Review, The Guardian, The New York Review of Books, Vogue, Glamour, and many other publications. Sara worked as a research associate and principal interviewer for Project Access, a landmark Harvard University study that explored impediments to women’s careers in science, and is a founding faculty member of the Carnegie Mellon Leadership and Negotiation Academy for Women. She also served as Senior Fellow at the Center for Work-Life Policy (now the Center for Talent Innovation) and as academic coordinator for the Inaugural WIN Summit, a national conference focused on helping women learn to negotiate. Request a Custom Workshop For Your Company Learn More About SaraBook: Women Don't AskBook: Ask For ItDownload Your Negotiation Preparation GuideConnect With Katherine on LinkedIn

Ripa Rashid is the Managing Director at Culture At Work, which works with Global 500 organizations to build cultural change strategies to maximize their Diversity and Inclusion efforts while generating positive business results. Ripa is the coauthor of three books: Disrupt Bias, Drive Value (Center for Talent Innovation, 2017), Growing Global Executives: The New Competencies (Center for Talent Innovation, 2015), and Winning the War for Talent in Emerging Markets: Why Women Are the Solution (Harvard Business Review Press, 2011) She is featured often in the media as a thought leader, and has appeared on BBC, NPR, CNN, CNBC, Harvard Business Review, and Bloomberg. She is cited widely in mainstream and management publications such as The Economist, Forbes, Huffington Post, Newsweek, New York Times, Washington Post, The Times of India, Hindustan Times, HR Matters and South China Morning Post. In this episode Ripa explains to me what the research shows on the benefits of increasing diversity in the workplace, and what diversity and inclusion initiatives tend to be the most successful.

As relaunchers, we focus almost myopically on the critical first role post-relaunch. While that is of course crucial, it is also important to consider longer term issues as well. In this episode, iRelaunch Guest Host and Special Advisor Cheryl McGee Wallace speaks with Dr. Sylvia Ann Hewlett, founder and president of the Center for Talent Innovation, about her research on executive presence, the crucial distinction between mentorship and sponsorship, and the importance of building relationships throughout one’s career.

Hosts Ellen Bailey and Dalia Molokhia from Harvard Business Publishing dive into the future of work, and more importantly, what organizations need to do to keep up with it. Rishav Gandhi, Director of Talent Innovation at The Coca-Cola Company, joins the table to share insights how The Coca-Cola Company is changing its thinking about learning and leadership in today’s complex job landscape to help them build the right leadership capabilities, learning, and development, as well as how they are leveraging their talent to prepare for the future of work.

“You have to take a long-term view, which means you may need to invest more up front in order to give people the flexibility or better benefits, and the returns we know we get with a more diverse workforce are greater innovation, we get an improved bottom line.” Kristin Haffert on Green Connections Radio   One of the ways that many employee survey tools fall short, is that they don’t measure how your workforce feels about specific aspects of their workplace, and even specific policies.  Enter Kristin Haffert and her company Mine the Gap’s new survey, conducted with FTI Consulting. Listen to this episode Kristin explain to Green Connections Radio host Joan Michelson what the “enthusiasm gap” is between men and women in the workplace according to their new research, and if you listen closely, you’ll hear what you can do about it.    If you care about these issues in your workplace, you’ll want to take notes…. You’ll hear: ·       What the “enthusiasm gap” is and why it matters. ·       Why women think they are not being promoted – and why they leave one job to do  something else or work someplace else.·       The top workplace issues for women, especially in energy and tech fields, as well as other fields. You may be surprised…and if you think these don’t apply to you, ask the women on your team.·       Why training the women on your team is not the answer. “There’s this tension between I’m being expected to fit in…and I have a whole toolbox that you’ve never even seen.”·       And, so much more! "Take the talent and focus (you) have and build a small, informal kind of committee for (yourself) wo can continue to give (you) advice. Even when you feel very directed and you know where you want to be in your professional life, your life will always become richer with the feedback and advice from people who have already gone through similar things.” Kristin Haffert on Green Connections Radio You’ll also want to listen to: ·       Laura Liswood, Diversity & Inclusion expert, Secretary General of the Council of Women World Leaders  Lauren Leader-Chivee: former president of the Center for Talent Innovation, author on book on women in leadership·       Mary Lee Gannon, CEO of a multimillion dollar healthcare foundation and executive coach, on maximizing a multigenerational workforce. ·       Rainia Washington,VP, Global head of Diversity and Inclusion at Lockheed on innovating with purpose. ·       Go for the Outliers, Read Joan’s Forbes blog on hiring people who don’t “fit in.”   Thanks for subscribing on Apple Podcasts or iHeartRadio and leaving us a review! Join our mailing list to stay up to date on the top podcasts and special offers! Reach us on Twitter @joanmichelson    Learn more about your ad choices. Visit megaphone.fm/adchoices

 Julia Taylor Kennedy is the Executive Vice President at the Center for Talent Innovation (@TalentInnovate), driving cutting edge research on the issues impacting today's professional workforce.  She led the sponsor dividend research and coauthored Mission Critical: Unlocking the Value of Veterans in the Workforce (Center for Talent Innovation) with FourBlock founder Michael Abrams. Julia has spoken at the United Nations, the Carnegie Council for Ethics and International Affairs, and many others. She's been featured in the Washington Post, CBS News, Bloomberg Business Week, Forbes, Time and the Harvard Business Review. ABOUT US  Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, FourBlock founder, director of the Columbia University Center for Veteran Transition and Integration, and author of two military transition books. He'll be representing the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey will be representing the civilian perspective of this issue. Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org Over 77% of FourBlock alumni stay at their first jobs over 12 months. Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate Follow FourBlock on Social Media  LinkedIn: linkedin.com/company/fourblock/ Facebook: facebook.com/FourBlock/ Instagram:@fourblock Twitter:@FourBlock  

Doris Bentley is the author of Basic to Brilliant: The definitive guide to transforming your people practices. A playbook for the small to mid-size enterprise, where she shares her insights into how business owners and leaders can address the continual and urgent need to find, attract, hire, and retain the right people. Listen Here:  […] The post Podcast: Talent Innovation is the Difference Maker appeared first on JenningsWire.

Adrienne Penta is the Executive Director for the 200-year-old company and oldest private bank on Wall Street, Brown Brothers Harriman and their Center for Women and Wealth. A lawyer by training, Adrienne joined Brown Brothers in 2008, and in 2014, spearheaded the launch of the Center for Women & Wealth, dedicated to serving women and the wealth that they control.   In this episode of The Culture Gap, Adrienne and Daniel dive deep into the topic of values, values-based investing, and why this is becoming more and more important as more women enter the industry of wealth management as clients. Adrienne reveals some of the key trends in the wealth management space that are bringing women to the forefront of the discussion, and also why inclusiveness and diversity are the way forward. Tune in to find out where the culture gaps exist in an industry that is valued at over $40 trillion. Welcome to Culture Gap.   Key Takeaways: [:42] Daniel introduces his guest for this episode — Adrienne Penta. [1:28] Who is Adrienne, and what are the values that have shaped her as a person? [4:39] Adrienne shares a little about Brown Brothers Harriman, its history, and how she ended up there. [6:04] The wealth management industry is transforming, as is every other industry. Adrienne explains more about the industry and the trends within the customer base right now. [9:34] Adrienne stresses the importance of thinking in a more inclusive way and being more deliberate about how they serve clients to create a trusted adviser relationship. [10:55] How does Adrienne approach the idea of influencing and cultivating the supply chain of future leaders that represents that client base of the future? [16:13] What is the Center for Women & Wealth, and who is its target audience? [22:16] How did Adrienne make the case for change in Brown Brothers Harriman around topics like diversity and inclusion? [26:01] How has the Center for Women & Wealth intersected with the Me Too movement? [29:37] What have been some of the most eye-opening insights Adrienne has had from running the Center for Women & Wealth? [32:30] What does Adrienne anticipate and predict for the future of the wealth management industry?   Brought to You By: The Culture Gap Podcast THRUUE Podfly Productions   Learn more about: Adrienne Penta Brown Brothers Harriman Center for Women & Wealth Ray Dalio Lilly Family School of Philanthropy, Women's Philanthropy Institute Center for Talent Innovation

In the era of #MeToo, how has your workplace changed? Laura speaks with Julia Taylor Kennedy, Executive Vice President at the Center for Talent Innovation about the study behind their HBR article, Ending Harassment at Work Requires an Intersectional Approach. Julia talks about what the data revealed about the role of power men and women’s experience of harassment in the workplace, and why protecting employees is vital to success. Originally aired with host Laura Zarrow on July 10, 2019 on SiriusXM's Business Radio, Powered by The Wharton School, Channel 132. See acast.com/privacy for privacy and opt-out information.

Human Resources needs new skills, but what are the skills you will need in the future.  Join Michael and Robin as they discuss this and other topics about the world of work with Zoe Harte.   The world of work is evolving rapidly. Yet only 1 in 5 HR leaders feels prepared to handle the challenges ahead. As head of HR for the world’s largest freelancing website Upwork, Zoë Harte has seen firsthand how quickly the pace of change has accelerated and will be joining us to discuss what's next.  Zoë  Harte // SVP of HR and Talent Innovation, Upwork As SVP of HR and Talent Innovation, Zoë leads the talent strategy at Upwork. As such, she has guided the growth of the company’s team by more than 75 percent since its merger in the spring of 2014 and helped guide the company through its public offering in October. She implements innovative management approaches and focuses on building a mission-driven culture for Upwork's team of employees and a global network of freelancers. Zoë’s team includes HR business partnerships, learning and development, workplace management, recruitment, compliance and onboarding, talent innovation and HR operations. In 2017 and 2018 Zoë was named to SIA's Global Power 100 Women in Staffing List. Rapidly changing skills requires HR to play a more proactive role in talent development.HR needs to get out of HR, to have a better understanding of the business.     

Sylvia Ann Hewlett, an economist and the founder of the Center for Talent Innovation, has studied the difference between mentoring and sponsorship and what leaders have to gain from the latter. She says it's important to seek out protégés who outperform, are exceptionally trustworthy, and, most importantly, offer skills, knowledge, and perspectives that differ from your own, so you can maximize the benefits for both parties. Hewlett brings real-world lessons from several successful pairings and tips on how to effectively launch and manage these long-term relationships. She's the author of the book "The Sponsor Effect: How to Be a Better Leader by Investing in Others."

Julia Taylor Kennedy: Center for Talent Innovation Julia is Executive Vice President and Director of Publications at the Center for Talent Innovation. She has co-authored Disabilities and Inclusion, Mission Critical: Unlocking the Value of Veterans in the Workforce, and The Power of the Purse: Engaging Women for Healthy Outcomes, on women and health. CTI recently released a new report, titled, The Sponsor Dividend. Key Points A sponsor actively advocates for the career of their protege. If you’re looking for a sponsor, be very clear on where you want to go in your career. Sponsors want to be sure they can trust the protege to deliver on the opportunities the sponsor presents. Sponsors do better when they have a protege who has complementary skills to their own. Resources Mentioned The Sponsor Dividend: Key Findings Related Episodes How to Help the Underdog Thrive, with Terry Lipovski (episode 275) How to Make Inclusion Happen, with Deepa Purushothaman (episode 307) How to Connect Personal Growth to Business Outcomes, with Jonathan Raymond (episode 373) Why Men Are Heard and Women Are Liked, with Lois Frankel and Tom Henschel (episode 392) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Julia Taylor Kennedy: Center for Talent Innovation Julia is Executive Vice President and Director of Publications at the Center for Talent Innovation. She has co-authored Disabilities and Inclusion, Mission Critical: Unlocking the Value of Veterans in the Workforce, and The Power of the Purse: Engaging Women for Healthy Outcomes, on women and health. CTI recently released a new report, titled, The Sponsor Dividend. Key Points A sponsor actively advocates for the career of their protege. If you’re looking for a sponsor, be very clear on where you want to go in your career. Sponsors want to be sure they can trust the protege to deliver on the opportunities the sponsor presents. Sponsors do better when they have a protege who has complementary skills to their own. Resources Mentioned The Sponsor Dividend: Key Findings Related Episodes How to Help the Underdog Thrive, with Terry Lipovski (episode 275) How to Make Inclusion Happen, with Deepa Purushothaman (episode 307) How to Connect Personal Growth to Business Outcomes, with Jonathan Raymond (episode 373) Why Men Are Heard and Women Are Liked, with Lois Frankel and Tom Henschel (episode 392) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

We have the honor of speaking with author, social worker, and community activist Feminista Jones about the importance of supporting black women at the workplace and the ways in which people can help lift up and advocate for them. We also talk about her new book, Reclaiming Our Space, and announce a giveaway of some free copies!Connect with Feminista on IG and Twitter!Her new book, Reclaiming Our Space: AmazonPatricia Hill Collins’ catalog: AmazonTRANSCRIPTAde: "An extensive survey of hundreds of books, articles, and white papers concludes that women leave the tech industry because they're, quote, treated unfairly, underpaid, less likely to be fast-tracked than their male colleagues, and unable to advance. A study by the Center for Talent Innovation found that 20% of women in tech feel stalled in their careers and 32% are likely to quit within one year. 48% of black women in tech feel stalled." This excerpt from Rachel Thomas called The Real Reason Women Quit Tech (and How to Address It) speaks to the ever-present challenges women, especially those of color, face at work. The common narrative is that diversity and inclusion drive innovation. If so, why are black women so often on the short end of the stick, and what does it look like to effectively support them? My name is Ade, and this is Living Corporate.Zach: So today we're talking about supporting black women at work.Ade: Yeah. So why do you think we're focusing specifically on black women and not talking about women as a whole?Zach: Well, one I think because the reality of intersectionality is real, right? The fact that we exist in multiple spectrums, not just one or the other. I think that when you talk about--when we have conversations about gender, they often can be overly binary in a way that really erases the very real experiences and perspectives of millions of people, particularly when it comes to black women. You know, often times we ignore the fact that, historically, the feminist movements of the early 1900s ignored or aimed to kind of like neutralize and minimize black women's voices. We ignored the fact that black women have endured a history of abuse and negligence by our country. I think that we really often enough just don't talk about and really seek to empower black voices and experiences, particularly black voices and experiences who are women. So that's why I think we're talking about--we're zooming in on black women today.Ade: So you can't see me, but I nodded so hard throughout all of that. I want you to know that if I have whiplash in the morning, I'm billing you directly.Zach: Don't bill me. Don't bill me please.Ade: No, thank you for sharing that. To kind of expound and share some of my own personal experiences, I mean, I've been in situations where I had my bonus docked at work, and I'm asking for concrete reasons as to why I don't have all my money, because I earned this bonus, and the manager is making excuses like, "Oh, well, your computer failed, therefore you didn't get this deliverable in on time," and I'm like, "Okay, so you acknowledge that this was something that this was not within my control and I'm still being punished for it anyway?" And I had no allies. Like, I had plenty of people who were nice to me, plenty of people within that space who would listen to me and bring me coffee and acknowledge that I would be, you know, one of the few people who would show up to work on Sundays to get work done, which I'm never doing again. But nobody felt the need to go to bat for me the same way that they did for other people, and I think in retrospect there were a lot of people who were like, "Oh, she's got this. Oh, she's strong enough to deal with this. Oh, she'll speak up for herself." I mean, and I did, but nobody was listening to me, right? And that's just one of several occasions in which I felt alone. I felt like I was being punished for things that were outside of my control, and even when I spoke up for myself people would treat me as though as I was overreacting or disturbing the peace by just asking to be treated fairly, right? And I found that ultimately I have had to be my own best advocate, and I think in ways that others don't even have to think about, right? Thinking about ways in which I am communicating. For example, I have a pretty sarcastic sense of humor.Zach: Yep.Ade: Thank you for backing me up. But I found that there are situations in which I have consciously dialed back, because I recognized that there were people who would say that I am being mean or that if I am not relating to the topic at hand--for example, people are just kind of talking through experiences that I've never experienced. I'm not gonna get up every day and wash my hair. That's not how my hair functions. And so if I'm quiet in that conversation, people will report that I'm being standoffish. And so there are all of these things and all of these micro-aggressions that ultimately lead to me feeling isolated and unsupported in various workplace scenarios and situations. And so ultimately I want a world in which I don't have to feel different. Like, I want to feel as though I can bring my whole self to work, my whole self, whether my twist-out is bomb or not, whether I feel like I need to go on every single coffee run with every single one of my coworkers just so that I feel like I belong. But that's a conversation we can have a little bit later. Can you think of any situations that you've observed in which you felt that the black woman or black women in your spaces weren't being taken seriously or were being treated differently?Zach: So for sure, right? Interestingly enough though in my career, I have not--I haven't really worked with a lot of black women who were not actually much more senior than I was, right? So, you know, my first experience when I think about it was I was in industry. I was in the oil and gas industry, and she's now a mentor of mine. She's easily one of the most learned, most educated people that I know period. Like, she has an MBA, a Ph.D. She teaches. She's a college professor. And it was interesting watching her navigate these spaces, like, despite her education, people still, like, kind of, like, looking past her or, like, looking through the things that she would say and kind of just cutting her off and making a lot of very presumptive statements.Ade: Ooh. Cutting her off? Good lord.Zach: Cutting her off. Cutting her off, yeah, and watching her handle those situations with a lot of poise and grace and a still certain level of, like, firm confidence. Like, "Okay, nope. I got it." And she's--you know, she's about, like, my mom's age, so certainly she's had a litany of experiences that I would imagine have, you know, helped her kind of deal with what it means just to be who she is in the spaces that she exists. But yeah, I think--I think that that's been, like, the most common experience that I've seen, like, black women in the workplace who would be directors, senior managers--again, they were always senior to me--and they would be--they'd just be dismissed. Like, their opinion would be kind of, like, taken with a pound of salt, slight eye rolls and things of that nature, or kind of to your point, even I've seen situations--and this has been my experience as well, but we're not talking about Zach's experiences, we're talking about black women's experiences--where people will--you know, they'll smile and they'll nod, and then they'll go off and they'll do exactly what they want to do anyway.Ade: Oh. Oh, my God. This is--this is just bringing back so many different flashbacks.Zach: [laughs] No, but it's real though. I've seen that, like, where it's like, "Oh, okay. Yeah, okay. Yeah, no, for sure," or like I said, you know, they'll say things--they'll be very nice, but then, like, they don't really support you, and I think that kind of, like, speaks to a larger phenomena of people who think that you being nice is in some way you being an advocate, right? Like, no. Like, you're just being nice. Like, there's a difference, and I think to your earlier point about, you know, people saying you're overreacting, I think people--it's so funny. Like, when it comes to--in my experience when it comes to people of color, particularly women of color, folks are really able to see the implications of their decisions with folks' careers when it's their career.Ade: Mm-hmm, say that.Zach: But they don't understand--like, they don't understand the reality of your decision when it comes to my money, right? So, like, when you sit back and you say, "Oh, okay. Well, yeah, you know, your computer didn't work, and so we cut your bonus." You understand, like, you're taking away my money? You're taking away my livelihood. We live in a capitalistic society. Like, I need bread to live.Ade: Right.Zach: So when you sit back and you make decisions that are gonna impede my promotion, they're gonna impede my ratings, they're gonna impede my bonus, like, you're actively taking money out of my pocket. So if you're gonna do something like that where you're gonna take money out of my pocket, you need to have a quantitative, valid, ethical and legal reason--Ade: Have an ironclad reason.Zach: An ironclad reason to do so, and it's just crazy that people don't grasp, like, you know, you're talking about my bread. We're gonna have a problem. But guess what though? I bet if somebody came at you like that, you'd be the first one to run to a lawyer, to run to whoever you're gonna run to who's gonna listen to you.Ade: You'd be on the phone with [inaudible].Zach: On the phone [inaudible] lickety-splickety. So, like, why are we playing?Ade: [laughs] Lickety-splickety.Zach: Lickety-splickety.Ade: But yeah, I couldn't have said it better myself. I spoke only of my own experiences, but there's, like, a litany of experiences of the women in my circle and the women who are well above me who are just dealing with things that I don't think they would be dealing with if they were white men, right? Just being excluded or people being condescending to you or people either treating you like you're the third rail and they can't speak to you like you're a regular human being, or when they do speak to you it's with this air of condescension like they know better than you what to do when you're the subject matter expert, and it's just--I can't list literally every single one of things, but I do know this. I know that the tide is going to have to turn, not just because that it is so, but because people who have been studying and working and putting in time and effort to elucidate just what it means to be a black woman in America have extended themselves, right? And so I know that the work is being done. I know that I am just a small piece of a much larger universe of women who are like, "Yeah, this is cute and all, but we're not having it. Thank you." And of those, I think you had the opportunity to speak to one very, very amazing writer. You want to introduce her?Zach: Yeah, so absolutely. So I got the opportunity, or rather Living Corporate had the opportunity, to speak with Feminista Jones. For those who may not know her, she's an activist, she's a black feminist. She's a wonderful person, great writer, and she actually has written a book called Reclaiming Our Space, and we'll get into that in the interview. The next voice you're gonna hear is in the interview that we had with Feminista Jones, and we'll talk to y'all soon.Ade and Zach: Peace.Zach: And we're back. And as we said before the break, we have Feminista Jones on the show. Feminista, welcome to the show. How are you doing?Feminista: I'm doing well, thank you. How are you?Zach: I'm doing great. Now, let me--let me ask you this. For those of us who don't know you, would you mind sharing a bit about yourself?Feminista: Sure. For those who don't know me, I am a writer. I am a social worker. I am an activist. I am a speaker, I am a mother, and I am a really amazing friend.Zach: Let's go, yes.Feminista: I do a lot around really advocating for girls and women, advocating for racial justice. I do a lot of anti-poverty work. That's, like, my main primary focus is anti-poverty work. And I'm located in Philadelphia. I'm a native New Yorker, but I moved to Philadelphia a couple years ago because I really wanted to do work to fight poverty, and this city has such a high poverty rate that I wanted to come here and see what work I could help, you know, get done while I'm out here.Zach: So today we're talking about supporting black women in the workplace.Feminista: Mm-hmm. [laughs]Zach: [laughs] I am familiar with your content and your work through social media. We're excited to have you here because of your thought leadership in this arena. So what do you think are some practical ways black women can be better advocated for and supported in their 9-to-5 jobs?Feminista: This is a really great question. I'm someone who is in a senior management position in the social work field, in the community activism fields, and a lot of people have misconceptions about, you know, community work and social work and think that it's just about low-paying work all the time. And some of it is, but there is a lot of opportunities to move up, and when you're in a senior-level position you've got to use multiple skill sets. And I think, just for black women, you know, people make a lot of assumptions that we can do so much all the time, and they rely on us to do that. So I think a lot of times people take for granted the contributions that we make or they take advantage of them, and they may expect that, you know, black women will just handle it, you know? Whatever the fires that need to be put out, black women come with an extinguisher. You know, we're the problem solvers, and a lot of times, you know, we have no choice. We have to because we're looked at, you know, one as being black, two as being women. We're looked at it being doubly, you know, incompetent, and I feel like we've worked so hard to prove otherwise. And you're working alongside men or alongside white people or reporting to men or reporting to white people. You have to, like, be mindful of how you're gonna be perceived, and I think one of the biggest challenges facing black women in the workplace is this idea that people make assumptions about our attitude and our personality and just based on our affect, or, you know, they say we have attitudes or we have issues with communication. And that's one of the things that I struggle with, because I feel like men are celebrated for being, you know, direct and blunt and forward and aggressive. I feel like white people are celebrated for, like, not taking no for an answer and, you know, really kind of just putting it out there and taking risks, but it's like when black women do it, you know, people kind of look at us like, you know, we just tried to suggest something really radical. They kind of look at us like, "How dare you?" almost, and it sucks because we are smart and we are capable, we are talented, and sometimes it's just we're not appreciated simply because we're black women.Zach: That's just--that's so true, right? So, like, as a black man in the workplace--so I'm a consultant, and I don't often really work with black women on projects. I don't really work with other black people often, but when I do I notice that there's this--there's this pattern where if a black woman speaks up--I've noticed where if they speak up and they're being assertive, it is taken completely different than when a white woman speaks up as being assertive and certainly when a man, especially a white man, speaks up and is being assertive. Now, speaking for myself as a black man, there's also, like, a weird balance, right, because we--like, black men do participate in patriarchy of course, and we also--we also sit higher on the privilege pyramid than black women, and at the same time there's a--there's a certain level of balance in terms of not being too assertive but but not being assertive enough at the same time. It's like you truly can't win for losing, so I definitely--I relate to that, and I have--and I've seen it more than a few times with black women, especially if they're, you know, a bit more seasoned in their careers. Let's say if they're, like, over 35 and they really know what they're talking about, they're often seen as a--they're often seen as a threat as opposed--Feminista: Absolutely, absolutely. And I just wanted to touch really quickly what you were saying about, you know, black men in the workplace. Like, I've had situations where I've been, you know, on the same level as a black man, and, like, he's made mistakes, and I'm like, "I'm not trying to have this brother go down," you know what I mean? Because he messed up, or I'm not gonna make him look bad in front of these white people that hired--you know, that are over all of us, but at the same time I'm looking like, "Bruh," like, "I need you to get it together."Zach: And support me.Feminista: "You can't rely on me to fix all your things, you know?" Like, you know that I have a certain skill set. You know that I'm not gonna let you fail 'cause you're my brother, but at the same time don't take that for granted.Zach: That's so true.Feminista: And then when you do have the space to advocate for me as, like, a woman, I need you to do that, and I think, you know, one of my colleagues, I had a great conversation with him, and he said, you know, "I can get the race stuff with the snap of a finger," he said, "but every time you point out something about gender," he said, "I think about it, like, what if this was being said about a white person?" And he's like, "And I feel so stupid that I don't get it," you know? And so it's--like, there's work to be done, and he's acknowledging that, like, some of his gender stuff is still real, and it's almost like I have to compare it to race to help him to see it more, and he hates it. Like, he feels so bad, and he, like, resents it, but, you know, definitely he's getting better, and I respect him for at least doing the work. But there are, like, those boys' club kind of environments that while I know a lot of brothers say that, you know, they have their own experiences, they're still invited into those clubs before we are.Zach: That's true. Absolutely, absolutely. So I've been married for about 5 years, 5 1/2 years, and being married has really helped open my eyes to male privilege. And again, like, it's a--I think black men, like, we can get really sensitive about kind of broaching that topic 'cause it's like, "Well, there's still racism." It's like, "No." Absolutely, like, white supremacy still exists, and it subjugates all non-white people. At the same time, there's still a nuance, an element of privilege that we participate in because we are men, and it's important to realize that. Also to your point around women helping--you said you've helped your colleagues in the past 'cause they're a brother, and shout-out to the countless black women in my career who have pulled me aside and helped me and taken the time to just--felt the need to just educate me or mentor me. Really that's really the inspiration behind Living Corporate, because I didn't have a lot of those people in my family coming up giving me, you know, professional wisdom and insights, but it would often be black women pulling me aside and being like, "Hey, look now. [I know that you did this?]."Feminista: [laughs] Yeah, I hear that a lot. You know, if my colleague listens to this he'll laugh, because just the other day we were at the--we were at a conference, and we went to the bar, and I sat him down and we were drinking, and I turned to him and I said, "Look, I'ma need to get your ass together," you know what I mean? Like, I really--he said, you know--and he got quiet. He's like, "I know it's coming from love. I know it's coming from a good place," but it's like--it is, because it's like, "Brother, I don't want to see you fail, but, you know, some of the things you're doing is like--I need you to do better," and I said, "I'm gonna help you because I have the resources and I have, you know, the ability to do that, because I want to see you succeed," and I think sometimes, you know, I think within our spaces, particularly as black women, it's like we are so few when we're in, you know, these upper spaces, it's like we look to each other to build community, and it's like that's all we got, you know? That's really all we got, and so it's hard when there's tension there, 'cause it's like, "We shouldn't have tension between us." We can disagree on things, but honestly we all we got.Zach: We've got to work together.Feminista: That's the approach I'd take, yeah.Zach: Absolutely, and you know--I don't want to get on too much of a tangent, but your other point around there is, like, this desire and, like--'cause I cape for black women every day. Like, I have to. My mom is black. My wife is black. Like, I have black sisters. I love--I love black women, right? And what I realized is a lot of times I do believe that there has--there is a pattern of black men, like, using up black women, like as means of support and encouragement and all these different things and really taking them for granted. And I've seen it--I have seen it in the professional workplace. Of course I've seen it in the workplace. We see it in relationships. We see it--we see it in a variety of spaces, and I do believe to your other--to your point around black men need to play a more assertive part for advocating for, speaking up, and supporting black women as well. Okay, so let me ask you this. I do feel as if language is becoming more inclusive but at the same time not as explicit when it comes to centering blackness, specifically black women. So as an example, we hear things like "person of color" or "women of color," but often in my opinion our race is the uniqueness of black identity and black feminine identity. So my question is one, am I tripping, and if two--if not, what are ways to affirm and assert intersectional identity, do you think?Feminista: Mm-hmm. Well, you're not tripping, and I think, you know, anti-blackness is, you know, a quite valuable currency, even among black people. We have all internalized the idea that black is bad, and it's going to take generations, centuries of work, to collectively divest of that idea that blackness is tarnishing, blackness is a blemish. And so there are people who will say women of color, people of color, rather than just saying black, because people have been afraid to say black. And, you know, of course for some people, you know, black means a black American, but for me, you know, when I say black I mean, you know, inclusive of everyone in the diaspora, whether you are from the continent, whether you're from South America, North America, Asia, wherever, Europe. For me that's just a unifier. For others it means different things, you know? So a lot of times people shy away from that, and then when they say people of color or they say women of color, in many ways it does dilute the focus, and what happens is this. So much of what happens to women, like, say, in a negative way, happens to black women, and so people want to use our statistics to make their points. And so they'll say "women of color," right, but of those 10 women of color, like, 7 of 'em are black, and so they can say, you know, "70% of women of color experience this," and it's like, "Yes, seven black women experience that." [laughs] We see that in the feminist movement. We see that in the queer movement. We see that wherever black people exist. Folks want to use our statistics to push their agenda, and I have a problem with that. I have a very serious problem with that, and I agree with you. Like, we need to name blackness for what it is, or if you want to say African-American or Afro-Latino, whatever you want to say. They need to name it for what it is, because it's real. Like, if you look at some place like Brazil, it's--like, you can't say there's 55 million, you know, women of color in Brazil. No, there's 55 million black women in Brazil, you know? And that's more black--there's more black women there than there are black people in the United States. So no, we have to name these things, and it's powerful. It's powerful when you name blackness for what it is, for its achievement and success but also for its struggle, because it puts the focus and the spotlight on us. So, like, when you're talking about black women and black feminine identity, particularly, like, in the workspace and beyond, we have to focus specifically on that, because an Asian woman is not facing the same hair issues. She may have similar name issues on her resume, right? But she's not--she's not facing the hair issues, right? An Indian woman may be seen as, you know, she's super smart with tech, because that's an assumption that is made, you know? It's very different for us, you know? Either a biracial woman, you know, may not have the same issues with color if her skin tone is lighter. You know, there's a--there's a lot of things that are going on there that we need to name explicitly.Zach: And see, I think--and my anxiety about even bringing that question up is that people will hear that and say, "Oh, okay. Well, now you're excluding other people," when not at all. Really what we're trying to do is push that we're explicit with identity language across the board, right? So you just gave three examples, right, of why it's important to be specific when it comes to speaking to identity and intersectionality. I believe that we see it at a larger point, and we talked about this in season one, around the pay gap, and we talked about--we talked about that from the perspective of, you know, when you conflate gender across the board and you say, "Well, women believe this, and men are like--" Well, no. Like, that's--I mean, just being a very, like, initial cut, black men and white men do not have the same experiences. Black women and white women do not have the same experiences. Asian women and white women don't have the same experiences. So it's really empowering across if we can have the courage to just speak explicitly to who we're talking about.Feminista: Yeah, yeah. And, I mean, the experiences are different. People will say, "Oh, women make 77 cents on the dollar," but that's not true for a black woman. A black woman is more like 56 cents, 54 cents or something like that.Zach: It is, yeah.Feminista: Like, it's different. Again, but that's, like, padding the numbers, and things like that to bring down the average, 'cause I believe, like--I think I read something like Asian women are on par with white men, and white women are, like, 80% or something like that. Like, they're--Zach: So it's crazy. Like, the numbers absolutely agree [inaudible]. Like, you know, I've seen numbers that are, you know--so, like, white men are 100%, and then white women might be at, like, 77 cents. Black women are at 64 cents, and black men are at, like, 67 cents or 68 cents. But, like, we never talk about--we never talk--not we never talk about, that's not fair, because there's plenty of people driving those discussions, but when you talk about, like, the major narrative talking points in the media, we don't ever talk about the fact that, like, white women make more than black men. Like, that's--I've never heard that, right?Feminista: Oh, I've heard that discussion quite a bit. I mean, it just--we may just be in different circles.Zach: I defer.Feminista: You know, I've heard quite a bit, and it is important, you know, to discuss, because, I mean, it's the truth, right? So it's like--you know, but black women just kind of sit back and be like, "Y'all have at it," because you're either gonna bicker over the race thing or you're gonna bicker over the gender thing.Zach: It's never both, right?Feminista: And we're both. We're the ones that are saying it's both, you know? [laughs] And nobody wants to listen to us on either side, so you all hash it out.Zach: You're absolutely right. No, you're absolutely right, and so--and no, I defer. I would trust that if you've heard it then it's--then those conversations are happening in the right places. So I believe that leads us well into your book, Reclaiming Our Space. Can you talk a bit about the book and how you arrived at that title?Feminista: The title was really interesting. It took us a while to get there. I didn't know what I wanted to call it. What I did know was, you know, shout-out to my editor, Rakia Clark at Beacon Press. She's amazing. She's fantastic. She helped me along the way. On--okay, so if we talk about the book, I--she came to me, right? I guess she was among a bunch of folks who thought I had already written something like this, because my first two books were self-published and did really well, and so I was never--like, I wasn't looking for a publishing agent or a publisher or anything like that. I wasn't looking for a literary agent. I was like, "I can just do it myself," you know? And cut out the middleperson, but when she came to me and approached me it was like, you know, "Have you written anything like this?" And I was like, "No." She was like, "Well, do you want to?" Like, "We're interested in this," and I was like, "What? Sure, okay," and the idea was really to write about not just modern black feminism but specifically kind of speak to my experiences and those of my peers of existing as black feminists in these digital spaces. So ultimately the book is about how black feminists and black women, even those that don't openly identify as feminists, have been able to build community by using digital platforms and how social media has been a--you know, basically a change agent in how we do activism or how we connect across the world and how it's changed our ability to get our messaging out and to change the face of feminism, and we've been able to educate people and influence popular culture and shape laws and everything, you know? I talk about our political influence. I talk about our, you know, influence on television and, you know, this whole live tweeting thing came from us. And, you know, we're talking about black women voting. We're talking about critiquing white feminism. We're talking about--even things down to, like, quote tweeting and threading tweets and things like that. Like, all these things really became popular because of us. So I do a deep dive into that, but I start off with basics of, you know, what is black feminism? I wanted to write a primer for black feminism that was accessible to people of today. We know that people have shorter attention spans. They really want the hot takes. They want the summaries and things like that. They're not going to sit down with a thick Patricia Hill Collins book, although they should. They're not going back and reading, you know, everything from bell hooks, everything from Toni Morrison. They may not even know who Florence Kennedy is, right? But they need to, and so I was like, "Well, how do I tell our story? 'Cause I need to show how we got here," and so I do give a very straightforward quick primer on black feminism, and I go back, like, 125 years or so, and then I bring us to the present, and I'm like, "Well, here are your modern black feminists of today," and so I'm talking about, like, my sister Jamilah Lemieux. I'm talking about Imani Gandy. I'm talking about Zerlina Maxwell. I'm talking about, you know, these really--CaShawn Thompson, who created Black Girl Magic. You know, I'm talking about these women who, right now, in present day, are making history. I'm talking about Trudy, you know? And just a bunch of others. They're currently making history. Not just black history, not just women's history, but they are making history in the ways in which they are transforming these social media platforms. We are creating campaigns. We are, you know, changing literally the world and culture, and I'm writing all about it, 'cause I felt that it needed to be documented. We needed to have something that encapsulated this entire moment right now.Zach: So for our audience, I think many have heard of the term feminism, but the modifier black is still new for a lot of people. So would you mind explaining the difference between what we often think of as feminism and black feminism?Feminista: That's a great question. I get it a lot, and I think the difference is just we are directing people to our identity as black women, which we believe is important in every discussion about our womanhood, and I think, as I said earlier about kind of looking at the both sides of things, the gender and the race, there's a really great collection of works that really references this idea that, you know, all of the men are black and all of the women are white. When we think about, within our black community, you know, blackness really is depicted through a black man, and those are our leaders, and those are the people we care more about when they're killed by police and all these other things, but when it's for a woman, when we think "woman" it's white women, right? But some of us are--we exist in the middle, and to say that we are feminists is--you know, it's a collective idea. All people, women--all women of all races can be feminists, but when we say that we are black feminists, we are saying yes, we believe in women's rights, yes, we support gender, you know, equality, and yes, we support equity, but don't forget that we're black and that we have different issues on top of all of these other issues that women deal with, right? So we have all the feminist issues AND those that come with being not just black but black women within the black community.Zach: You know, it's interesting that you say that because, you know, I have a colleague who is a very senior leader, and she's a white woman, and she said, "Yeah, Zach. I mean, I'm a woman, but I'm white, right? Like, I don't have it that bad," and so--and she kind of chuckled about it, and she was like, "But let's be honest, I don't." And I said, "Okay." You know, with that being said--Feminista: Well, she's right.Zach: She is right. I said, "Yep." [laughs] Yeah, and I laughed. I was--you know, kind of as an aside, I laughed because I was so shocked because she's so senior and she was being--she was speaking so frankly that I said--I laughed and I said, "Well, you know, you're right. You're right," and so it leads me to this question. What are some practical ways you believe white women can support black women generally and at work? And what have you seen be helpful in your journey?Feminista: If I say get out the way, is that too harsh? [laughs] Nah.Zach: It's your energy.Feminista: You know, I mean, ultimately--the bottom line is this. There is no single person I believe that is willing to totally divest of whatever privilege they have if it means staying alive and it means that their children are fed, and I don't care who you are. You will cling to some privilege, whatever privilege you have, to make sure that you can stay alive and that your children are fed. With that said, there are white women who I have really come to know and love and respect, who value my opinions, my thoughts, my work, and amplify it without adding qualifiers to it. They'll share my work. They'll share information about my articles and my books, and they'll direct people to events that I'm having or things like that. They'll use their platforms to really kind of boost, you know, the work that I and other people are doing, which is super important. In the quiet spaces that I don't even have access to they'll stand up for me and folks like me. They'll call out people that are close to them, you know? Even at the risk of losing those connections. Those are women that I find to be truly amazing when you're talking about in the corporate space. I'm coming from, you know, the social work/non-profit field, and we know that that field is ripe with white saviors. Many liberal white women, and men, you know, kind of get into this work 'cause they want to "do good" and they want to "help the needy," and sometimes that can really be actually racist, 'cause the assumptions they make about, you know, people in need or poor people or black people or things like that under the guise of wanting to help can be rather violent. So I've had my share of run-ins with white women in that space, 'cause I'm like, "You'll never tell me that you know what's better for a black child than I do." [laughs] I don't care who you are. We have the same education and experience. But what you can do in that space is really just listen, and I think that, you know, social media definitely has made it a lot easier to listen and to access the voices and experiences of marginalized folks, whereas a lot of white women never really had exposure, you know, in such even and equal platforms. I can tweet just as much as you can, so we have an even playing field right there, and you can listen and you can read and you can learn from me as I'm telling you my experience that I just had today. You don't have to pick up a book later on in the year of anecdotes. You can see right now that I am telling you that 20 minutes ago my white boss did this, you know? And I think that that's really helped white women come to understand more about the daily experiences of women of color and black women specifically. So a lot of women are actually--you know, especially millennials. The younger folks are really kind of just, like, "Eff it. I'm just gonna say what I need to say."Zach: Yeah, we with the smoke. Yeah. [laughs]Feminista: "I'm gonna stand up for this--I'm gonna stand up for this black woman right here, 'cause this ain't right," you know? And I love the energy. I mean, you know, for an older person like myself, I really love the energy that I'm seeing. So maybe we'll see some major changes coming.Zach: Maybe so. That's my prayer for sure. Before we get out of here, let me ask you this. What was the process like for you writing this book? I know you talked about that you were self-published before. This was a different journey. You know, did you learn anything about yourself from this journey?Feminista: Oh, my gosh. Yes. This is totally different. My first book I wrote over the course of 2 years. The second one I actually pulled some pieces that I had written before and wrote some new ones, but it only took me a few months. This one I was on a deadline. I had, like, "You need this by this time and this by this time, and you need to get this in, and you need to review this, and we need this back by this day," and I was like, "What is happening?" I've been the kind of person who, if you give me a deadline it starts to feel like work, and sometimes when it starts to feel like work it doesn't come as--you know, it doesn't flow as well. So I struggled a little bit with that. I had 6 months to write it, and the first 2 months I just was like, "What?" I was like, "What is going on?" I had just had, like, a really bad breakup. I was depressed. I was like, "I don't want to do anything with anyone ever, and I don't want to talk anyone, and I don't want to do--" I couldn't write a word, and then my editor gently nudged me and reminded me of that first check that I got, and I was like, "I should probably write this book." The other thing, you know, I'm also, you know, a mental health consumer and advocate, and I realized that part of my writing struggle was the medication that I was--that I had been taking. It evens my mood so much that I'm--like, I can't--I'm not creative. I don't think of things. I couldn't--I literally couldn't write, so for about a month I stopped taking my medication, and I'll tell people, I wrote about 80% of the book in a month, that month, and it was, like, kind of--it was such a negotiation for me because I knew that without the medication I would be a bit manic, I would be a bit frenzied, you know? I would have these bouts with, you know, depression or whatever, but I knew I could get it done. And so there were days where, you know, I would write until 3:00 or 4:00 in the morning and just write, like, brilliant stuff, like, that I don't half-remember now, so. But I knew it was a risk, you know, and I am being very transparent about it because, you know, I just think it's important to do that, but it was a risk, but I was able to get it done. And so what I learned--it helped me really learn how much of my, you know, mental health experiences have been tied into my ability to write, and it's been a fascinating, fascinating discovery. So after the book was done, you know, I went back on my medication, and I've been in therapy and what have you, but as I was doing rewrites and things like that and reviewing it, I was reading it, like, for the first time. I was just like, "I wrote this?" I just couldn't remember writing so much of it, and then I was like, "I actually wrote this," and I was like, "This is pretty damn good." [laughs] But that's--you know, so that is a very, very unique writing process, and it's funny 'cause this is the first time I'm talking about it. A very unique writing process that I won't recommend to anybody else ever, but you know what? The easiest thing I'm gonna have to say is this - I enjoy writing about my friends and myself, 'cause that's really what I was doing, and if you can imagine--let's imagine we go back to the Harlem Renaissance, right? And we look at all those people that we group together as, like, these collectives from the Harlem Renaissance. Imagine if one of them had been documenting what they were doing at the time. It's kind of like the crisis, like, I mean, you know, these other papers and stuff that they had, like, imagine if somebody actually wrote a book in real-time kind of documenting, you know, what was happening and that we were able to read it in their words. That's what I wanted to do, and so I get to write about all these women that I love and respect and love reading their writing, love having drinks with them, love--you know, and I'm privileged. I'm privileged, and it was an honor for me to be able to document their contribution to black feminist work.Zach: That's amazing, and--I'm certainly taken aback, and I'm excited and honored with the fact that you're able to--you're transparent enough to share your journey in putting this work together. The book is called Reclaiming Our Space. Before we let you go, do you have any parting thoughts?Feminista: I'm just really excited that the book is coming out and that people can read it, and I wrote it to make it accessible to teenaged girls all the way up to your mee-maw, your big momma. I really hope that it gets into the hands of people that need it, and then maybe it could start to shift this discourse a bit and get black women a little bit more respect for what we're doing. [laughs]Zach: Amen.Feminista: Yeah, that's it. So thank you so much. Oh, my gosh. This was great.Zach: No, this is great. So Feminista, something you should know is on our website we have something called Favorite Things, and that's where we highlight books and even sometimes food and just other items, things that we really care for, and your book, Reclaiming Our Space, will be #1 on our Favorite Things list. So we're gonna make sure that we push and encourage people to check it out, to buy it and to read it. So thank you so much, and we definitely consider you a friend of the show. We hope we can have you back.Feminista: Oh, I would love to come back. Thank you.Zach: All right, now. Peace.Ade: And we're back. Thank you so much, Zach. That was amazing. Enjoyed that conversation. I think it helped me really think through what it means to lift up the black women in your circle, not just your personal circle, 'cause it's really easy to uplift your friends, but also thinking through how you're uplifting the black women at work, in your corporate spaces, wherever you might hold sway or have some sort of influence that you might be able to use better help others. What part of the conversation did you really enjoy?Zach: So we had a conversation there where we talked about the fact that really, for me, black women have always been, like, the core of my support in my career, right? So there was always some type of either kind of like motherly or kind of big aunt or big sister type figure around me. Like, they would chastise me, but it would always be out of love, right? It would always be in the spirit of "I want you to do better" or "I know you can do better so I'm holding you accountable," and it was crazy because these women who would--again, who would help me, they were not getting the support that they needed, and yet they still found it in themselves to give me the support that they knew I needed, and, you know, I think there's gonna have to be a day eventually--I mean, the day is now frankly, right--that black women are poured into, right? They can't continue just to be the exporter of support and wisdom and empathy and effort, right? Like, they're going--like, they need to be imported into. Like, they need to be given support. They need to be empathized with. They need to be heard. They need to be--and their words should be--their words should be adhered to, right? Like, they need--the things that they are giving they need to also receive.Ade: Aye, reciprocity.Zach: Reciprocity, thank you. No, straight up. That's the word really, reciprocity. Like, they need that, because I think so many times--like, it's so interesting. Also I've seen women at work, black women at work, who will eventually just get kind of fed up with, like, the BS and kind of call people on it. Like, in a professional way, but it may be, like, a more assertive way, and then the narrative is "Oh, she has an attitude problem," or she doesn't know how to handle things. Like, no, she doesn't have an attitude problem. She's tired of y'all treating her like this. She's tired of--she's tired of being the work mule for everybody, from a work perspective, from an emotional perspective. She's tired of it. Like, that's what it is.Ade: And I just want to say how important that is, because very often you'll hear about the trip of the angry black woman. I mean, it follows us everywhere, especially to Corporate America, and everybody wants to talk about the angry black woman, but nobody ever wants to talk about what y'all did to make her angry.Zach: That's so true, wow.Ade: Okay, so one, anger is a valid emotion.Zach: Right? [laughs]Ade: I just--I don't feel like running away from the trope. To be frank, so much occurs that we get to be upset about. Like, everybody gets to be upset about whatever it is upsets them, because that's their right, so I don't understand why it is up to black women--I mean, no, I do understand. I'm just saying that I'm done with that.Zach: Facts. [laughs]Ade: Women very often will be graded on likability, and black women will be graded on likability and your ability to swallow a whole bunch of nonsense and just grin and bear it, right? But if you decide that you are A. not going to grin and bear it and 2. not only are you not going to grin and bear it, you're going to alert the folks who feel as though it's your duty to grin and bear it that you see through the BS and you will not be having any portion of it. Suddenly you're the bad guy, and so ultimately I think it's important that we take away from this - if you feel as though the black women in Corporate America or in your spaces or at your jobs are angry, perhaps they have a right to be, right? There is this phenomenon I've noticed. I mean, I haven't conducted a federally-funded study of this, so there's that. Most of this is from my own personal experiences.Zach: Right, right.Ade: But I've noticed that, you know, these companies will bring in somebody who meets their diversity quota. So in this situation we're talking about bringing a black woman in to your notoriously anti-black misogynistic spaces, and you just leave her to sink or swim, right? And so this woman is cataloging all the ways in which you could be doing better as an organization and saying, "Hey, I have noticed that this is trash, and these are the ways in which you could do better," and instead of, you know, actually paying attention and doing better like the [inaudible] claim that you are, you ignore her. You shut her down. You make her feel as though she is imagining things or pulling things out of thin air or that she is in fact the problem, and then when she finally gets fed up and goes, "You know what? Y'all got it. I'm good," suddenly she is the insane one in the scenario, or suddenly she's the one that's making a big deal out of nothing, or she's playing the victim, and this mass gaslighting of black women in Corporate America 1. is trash, 2. honestly, I feel as though we can't be the only ones who see it, right?Zach: No. We're definitely--no, definitely not. Definitely not.Ade: And even further, here are some concrete ways in which I believe everyone could reach a hand out to the women in your circle. One, it is not enough for you to simply have a diversity and inclusion program. I mean, that's cool and all, but a lot of your diversity and inclusion programs are--flimsy is the word I want to use. It's the one G-rated word that I have off the top of my head to describe your diversity and inclusion programs. They're flimsy, and they do not actually take into account the needs and experiences of the populations that you want to actually address. So for one, every person that you hire, period, should feel like they're able to bring their whole selves to work. And I don't say--I'm not saying that they should show up to work in an unprofessional manner or that they should show up to work and bring drama or chaos to work. That's clearly not what I'm saying, and I'm hoping that you people hear me when I say that. What I am saying is that I should not feel as though I have to decipher what it is that you want from me as an employee because you are uncomfortable just speaking to me like I am a regular human being. I should not feel as though I don't know what the company culture is, because it is your responsibility as the company who creates the culture to communicate that clearly and honestly and fairly. Give me a fair shot to show that not only do I belong here, I can thrive here. And more importantly, do not put the onus on your individual employees to change the entire company structure. It is unfair. It is irrational to say that, "Well, they didn't say that they wanted an employee resource group," or "They didn't say that they needed sponsorship programs that would, you know, put the black women on partnership track," or "They didn't say that they needed XYZ in order to be more successful." It is--it is your responsibility as the managers, as the directors, as the partners, to reach out, because you are the ones with power in your hands to do something about the situation and the environment that your employees are in. And if you are a black woman who finds herself at work and incapable of really navigating your career to the best of your abilities, for one I am sorry. It's trash. It is a terrible situation to be in, to feel as though you have walked a thousand miles, you've crossed deserts, you have swam oceans. You have done everything above and beyond where you felt that you needed to be, where everybody else needed to be, and you walk into the room and people are still questioning your right and your ability to be in there and succeed. That's trash. Secondly, find allies. Find a safe space. Find somebody who is able to look outside of themselves and see you and really want to help you, and I am sorry that, again, it seems to be your responsibility to do so, but we gonna be alright. And thirdly, and I can't stress this enough, find a therapist, and here's why I say find a therapist. You will have days at work, some days, that make you feel as though it is all in your head and you really have no idea what's going on, but when you write things down and you're able to really talk through what happened and why you feel the way that you do at work it really helps. It helps you see yourself, see the truth of the situation, and also create, like, a plan of attack as to how you're going to address the nonsense that you are--that you are facing. I wish all of you love and light. I think we said all of that--not to be performative, but in the show notes we'll have a list of suggested readings for anyone who is interested in really learning about the crux of the conversation today, which was black feminism. We'll have some books, including Feminista Jones's book called Reclaiming Our Space, to help those who are interested in really helping black women at work. Zach, do you have any thoughts?Zach: I mean, nah. You said everything right there. I don't want to really encroach on your space. You did a phenomenal job. Let's continue on with our Favorite Things. You ready?Ade: All right, guys. Favorite Things. So this week, my Favorite Thing, it's called The Self-Taught Programmer by Cory Althoff. Actually, let me read the whole title. The Self-Taught Programmer: The Definitive Guide to Programming Professionally, and I've been reading this book, I mean, for the last couple of days between studying, and it feels good. I mean, it's giving some super actionable advice. It's not, like, a code-heavy or an algorithm-heavy book. Instead it talks about many of the habits that you need to build to be--like, to be really successful and have a sustainable trajectory, and it's been amazing. What about you?Zach: Yeah, so my Favorite Thing right now is obviously Feminista Jones's new book Reclaiming Our Space. It was a great, powerful, approachable read when you talk about around all items of black feminism. I love Feminista Jones's work, and what's refreshing about this book is that it captures the same unapologetic energy that she has, like, that's really part of her brand, and it just captures it well in this book. I think a lot of times you can end up kind of reading someone's book and it's like, "Man, this does not really capture your voice at all." It just doesn't really, like, align with things that I've read or things that I've--other things that I've seen come from you." This is not that, and it's also really convicting, right? Like, it--again, I think--I know rather that black women are often---their voices and experiences are often minimized, even when it comes to inclusion and diversity discussions or equity discussions, often times with black men being the predominant character in the--in the narratives that we drive, right? So, like, even when you talk--like, a prominent example would be police brutality, and they always say, you know, "Black men are killed at XYZ rate that's disproportionate," and that's true, black men are killed at ridiculously disproportionate rates compared to their white counterparts, but do you know who's killed at even higher rates disproportionate to their white counterparts? Black women, right? But, like, we don't--but when you talk about, like, the common talking headline, we don't say that. We don't say--we don't even just say "black people," we say "black men," right? Like, there's a desire to center them, to center us, in a space that--it's not even accurate, right? It's not even the whole truth, and I think that, you know, it's important for black men to recognize--and we talked about this during the interview as well, but to recognize that yes, we are--we are on the receiving end of oppression and white supremacy. We also benefit from a patriarchal society, and there are ways that we benefit from patriarchy that black women do not, and it is important for us to leverage that little bit of privilege that we have to help black women, 'cause they don't have--they don't have it. And that reminds me, we actually have a couple copies of her book, and we'll be giving them away. Yeah. So if you want to be entered in the drawing to win a copy of Feminista Jones's book Reclaiming Our Space, @ us a screenshot of a 5-star review on iTunes and caption Living Corporate, okay? So go on Instagram, take a picture, screenshot your 5-star review on iTunes, and then tag us in it, and we'll make sure to put you in the drawing so you can get the book.Ade: Dope. Well, thank you for joining us on the Living Corporate podcast. Make sure to follow us on Instagram @LivingCorporate, Twitter @LivingCorp_Pod, and subscribe to our newsletter through www.living-corporate.com. If you have a question you'd like us to answer and read on the show, please make sure you email us at livingcorporatepodcast@gmail.com. That's it for us today. This has been Ade.Zach: This has been Zach.Ade and Zach: Peace.

This month’s coaching conversation explores the three pillars of executive presence. In this episode's commentary, Tom mentions research about Executive Presence conducted by the Center for Talent Innovation. The key findings are available at: https://www.talentinnovation.org/publication.cfm?publication=1340 Three episodes grew directly from ideas in that white paper: Gravitas Emotional Intelligence Showing Teeth The Executive Coaching Tips archive has a filter for "Executive Presence." It's at: https://essentialcomm.com/tag/executive-presence/ Four additional episodes you might listen to are: Conquering Fear Inhabiting Executive Presence Short Sounds Confident The Voice of Authority Browse the entire archive at: https://essentialcomm.com/podcast/ Be in touch with us at: info@essentialcomm.com

Svět se neustále mění. To, v čem jsme vyrůstali, na co jsme zvyklí a v čem se cítíme doma, mizí do nenávratna. A je těžké se vyznat v tom, co se děje, odkud a kam svět směřuje. Vyžaduje to mnoho přemýšlení a rozjímání, ale do toho se nám většinou příliš nechce. Ale přesto každý v nějaké míře touží po tom, aby se vyznal v proměnách svého života i dění kolem. Z toho důvodu vznikají různá pravidla a teorie, podle kterých se pokoušíme poměřovat svět. V posledních letech se hodně hovoří o takzvaném Paretovu pravidlu. Co to ale vlastně je? Co nám říká, co může objasnit, v čem pomoci tak, abychom se v sobě i světě lépe vyznali? O tom rozmlouvá Martina Kociánová s doktorem Karlem Červeným, který je vedoucím lektorem rozvoje kreativity managementu a strategického myšlení Talent Innovation. 1. díl, 30.10.2018, www.KupreduDoMinulosti.cz

An exclusive podcast with Robert Martellacci discussing the ICTC Digital Literacy and Skills Roadmap for all Canadians with ICTC Vice President, Talent Innovation Sandra Saric.

Data breaches keep on happening, information security professionals are in demand more than ever. Did you know  that there is currently a shortage of one million infosec pros worldwide? But the solution to this “man-power” shortage may be right in front of and around us. Many believe we can find more qualified workers by investing in Diversity & Inclusion programs. According to Angela Knox, Engineering Director at Cloudmark, "We're missing out on 50% of the population if we don't let them [women] know about the job." For skeptics: creating a more diverse workplace isn't about window dressing. It makes your company more profitable, notes Ed Lazowska, a Professor of Computer Science and Engineering at the University of Washington-Seattle. "Engineering (particularly of software) is a hugely creative endeavor. Greater diversity — more points of view — yields a better result." According to research from Center of Talent Innovation, companies with a diverse management and workforce are 45 percent more likely to report growing market share, and 70 percent likelier to report that their companies captured a new market. I wanted to learn more about the benefits of a D&I program, and especially how to create a successful one. So I called Allison F. Avery, Senior Organizational Development & Diversity Excellence Specialist at NYU Langone Medical Center, to get the details from a pro. She is responsible for providing organizational development consultation regarding issues such as diversity and inclusion, performance improvement, workforce engagement, leadership development, and conflict resolution. In part one of our interview, Ms. Avery sets the foundation for us by describing what a successful diversity & inclusion program looks like, explaining unconscious bias and her thoughts on hiring based on one's social network. Transcript Cindy Ng: Allison Avery is a senior organizational development and diversity specialist at NYU's medical center. She is responsible for providing organizational development, consultation regarding issues such as diversity and inclusion, workforce engagement, leadership development and conflict resolution. In our interview, Allison demystifies common misperceptions about diversity and inclusion, offers a successful framework and methodology to implement D&I and, yes, confirms that diverse organizations do make more money. Can you define for us what diversity and inclusion means? Allison Avery: The way that I like to define, or the way that I'm going to talk about diversity, is really referring to the richness of human differences. And so, that can mean anything from socio-economic status, race, ethnicity, language, nationality, sexual orientation, religion, all the way to learning styles and life experiences. I know, for the context of this conversation. We're really going to target specifically on a lot with regard to race, and ethnicity and gender because that's really who's primarily underrepresented in the tech field. We're going to talk a lot about that, but diversity in and of itself primarily just means, really, difference, and it's sort of a naturally-occurring phenomenon. And then, inclusion is the way in which we engage that diversity. So, it refers to active, intentional and ongoing engagement with that diversity. It's the way that we foster belonging, that we value and encourage engagement and that we really connect individuals throughout. Whether it's an organization or institution, to leverage their excellence, leverage their skills, leverage their skill sets and promote them to grow into the climate and the culture that we're trying to cultivate within an organization, within an institution and even within an industry. So, it's the way that we intentionally, and ongoingly and actively engage the diversity at hand. Cindy Ng: Describe for us the kinds of diversity and inclusion programs you've implemented and what has been successful. Allison Avery: There are a couple of different arenas that I think diversity and inclusion programming gets parsed into. One is primarily along the lines of recruitment and retention. Now, in medical school, we tend to not have any general issue with retention, but that tends to be in the domain of professional development. And that's pervasive throughout any industry, and I see that within a lot of the articles I was reading in the tech industry. There are some initiatives going on through Google and Twitter of trying to recruit individuals from different industries to companies, and that's just a pervasive element. So, we do a lot of recruiting here at the medical school for students from the educational pipeline. So, we go to undergraduate institutions, we have summer programs for students that are rising juniors and seniors to come and spend the summer to do basic science research, primarily targeted for Blacks and Latinos because those targeted minority groups are underrepresented in medicine. Only about 6% of medical school matriculants are Black-identified and about 4% are Hispanic-identified in the country. About 56% are white-identified matriculants in medical school in 2014. So, there's a huge underrepresentation and, as we see the shifting demographics of the country over time, minorities will become the majority by 2050. That's kind of the projected...and even before, that's kind of of the projected year. So, we see a kind of need for greater representation in a medical school, so we do a lot of recruitment effort. NYU just matriculated its highest composition of diversity this past year or so. The entering class of 2014 was the most diverse ever, and so our efforts were quite rewarded in having a cultivated class of compositional diversity. That was a very successful effort and that is from going schools to having a very diverse group of individuals on the screening committee, on the interview committee. We have multiple mini interviews, so we have, where individuals do not review the full record. When students come into interviews, we try to eliminate aspects of bias. So, there's trainings on unconscious bias for all the interviewers, trainings on unconscious bias for all the screeners. That's another effort that we do. So, recruitment is a really big, targeted effort with regard to any industry for trying to attract and recruit underrepresented minorities. Another area is educational enrichment. And so, there's a lot of efforts to look at how do we ameliorate and reduce health and health care disparities. That's basically looking at cultural competency training for all physicians, because healthcare is something, and rendering appropriate healthcare and rendering it across different cultural lines, is something that every physician needs to have the capacity for, especially when we're looking at the diversity in the pluralistic community of the patient population that all physicians are needing to have the capacity to serve. And so, I think that that's also generalizable to the tech industry when you look at the shifting demographics of the country of users. So, there is a huge pluralistic nation that we have, and people have different needs and there are very different markets that can be targeted and marketed toward. Having different educational initiatives, looking at how do we reduce health and health care disparities, and training students has been a very big initiative within the curriculum. So, how do we basically educate our entire population of students to be able to render care for a huge and diverse patient population? They need to know about things like health disparities, they need to know about things like social determinants of health. They need to know about how bias might impact their decision-making on treating different types of patients of certain races, of certain genders, of certain sexual orientations. And they need to know how, generally, socially disadvantaged groups tend to receive worse quality healthcare. Cindy Ng: Earlier you mentioned unconscious bias. Can you define that term for us? Allison Avery: Unconscious is pretty much anything that's outside of our conscious awareness, which is primarily the main way that we operate, it’s likened that about 90% of our mental processes and the way that we operate is outside of consciousness. So, the unconscious is pretty much any mental process that is inaccessible to consciousness, but it influences our judgments, our feelings and our behavior. It's pretty pervasive. And then, bias is really neutral term. It gets a kind of negative rap and it's something that we cannot do without, nor would we want to. But bias is pretty much, it's just a tendency or an inclination, but it's one that prevents an unprejudiced consideration of a question. So, it has this sort of stigma to it but bias is really, it's just a neutral thing. But the way that we understand unconscious bias and the way that we're talking about it, is in this arena of prejudice, social stereotypes and attitudes that we form about certain groups of people without our intention or our conscious awareness. And that's what we really mean when we're talking specifically about unconscious bias as it relates to certain groups of people and how that influences the way that we engage with people. That's how I'm sort of using the term as it relates to D&I work in our workspace and how it might prevent the hiring of a person, how it might impede diversity and inclusion efforts, and that's been noted as one of a main and contributing barrier to compositional diversity effort. Hiring practices in the recruitment phase, in the interview phase, in trying to really, really have a very, very diverse workplace, unconscious bias has been kinda targeted and denoted as one of a huge area or an impediment to having the diversity that we would like to consciously see. And I think it's really important to make the distinction. It's the distinction between the way that we consciously believe, and we might have these very consciously-held egalitarian views, which I believe that we do if you look at social attitudes in this country over the past 40 years and the evolution of which they've grown, and they've changed and they've evolved very, very drastically. It's more stigmatized now to be a racist in this country than probably almost anything else. It's very, very stigmatized. However, when you look at some of our unconscious attitude and what some of the outcomes, a lot of our actual practices, i.e. some of the health outcomes, some of our housing outcomes, some of the actual behaviors and outcomes have remained unchanged. So, like you were saying, in the tech industry, there have been a lot of things that have remained unchanged for the past 15 years or, you know, two years or 10 years. It's that spectrum or that dichotomy between the way that we consciously believe and, sometimes, the way that our unconscious behaviors and the manifestation of which gets played out. And bridging those two is the space of bias, and trying to bring those two things a little bit more in alignment and a little bit more closer together. So, we have there pretty egalitarian conscious attitudes, but the outcome of which doesn't really reflect that when you look at some of our composition in the workspace, some of our health outcomes and the way that we hope to think of ourselves. You know, look at the composition of our prison system, look at the composition of women in the tech field. Cindy Ng: It's popular in the tech field to hire based on one's social network. What's your opinion on that? Allison Avery: I think on face value and on first flush, that seems like a good idea but I don't think we've tracked the full ramifications of what that means. And I think that there's a way that, on first pass, that seems like a very respectable way to go about doing business, and I think on one level it is. But we need to do a little bit of a deeper dive on what do we mean by things like, how do we define culture fit? How do we define somebody who is aligned with our organization and the diversity that we want? And what are the actual ramifications of just pulling from our social networks? So, when we look at how people's social networks get created and cultivated, they tend to be, like you said, people tend to migrate toward people that are like them. And that tends to also fall within similar social identity categories, socio-economic lines and class status, correct? So, on one level, it seems like a very good...on first pass, if you don't dig any deeper, it seems like a very good idea. Okay. Somebody suggests a friend and that person comes into the organization, and they probably do fit in very well, and they probably get along very well and then you kind of go forward without thinking much further. But then, when you look at the compositional diversity of who, then, you attract, everybody sort of seems to either come from similar schools so you're not getting a diversity of educational experiences, come from similar classes and, potentially, demographics. So, you might have similar social identity categories of composition. When you look at the composition...I was just reading this article called, "What it's actually like to be a black employee in a tech company," and they cited some really, really interesting statistics and I think it's very worthwhile to go over those because the Public Religion Research Institute has some statistics related to people's social networks. And you know, white Americans have 91 times as many white friends as black friends. I think that's really important because three-quarters of whites have entirely white social networks without any minority presence. So, if that's where you're pulling from, what are the odds that you're going to have a huge minority presence if that's the pool that you're pulling from? Clearly, just from a statistical representation, very, very small, correct? But unless you know that and unless you're thinking in those terms, it just seems like a very good idea from first pass. That's why a deeper dive is so much more necessary, and that's why I think that there isn't this intentionally evilness to people who are anti-diversity. It's just that they don't tend to know, nor do they tend to dig, and there's this naiveté of, "Well, invite individuals from their social networks and things should just be fine." But people think that other social networks are much more diverse than they actually are, and that's just not true. And so, once you know that, once you know that, "Okay, if this is our structure, employees are actively encouraged to suggest friends or former colleagues," well, if you also know that your company is comprised of 57% of this, and then you know that those individuals are going to be 91 more times likely to, "Blah, blah, blah," well, then you're going to rethink your methodology. But generally, people don't have that type of statistical awareness or insight into how these social networks are formed or structured, and so they don't understand all the nuance related to recruitment and why it's so difficult to have elements of compositional diversity. Cindy Ng: How would you reshape hiring practices? Allison Avery: So, a couple of different things. One, I would have pervasive unconscious bias training for all hiring managers completely required. I mean, that's just a given and an automatic. Number two, there are some things right at the outset that take people out of the running right away, like affiliate universities. There's pooling from similar universities that have a lower representation of underrepresented minorities. So, you make partnerships with schools that are serving very high, either women or very high minority-serving institutions, and those tend to actually not be the Berkeleys and the Stanfords of the world. So, you can look at the compositional diversity of different institutions. So, I know at NYU we tend to partner with certain very specific institutions that have either very strong STEM programs, so they're doing a lot of work with very high-quality students and doing a lot of rigorous scientific work, and we make very strong partnerships with them so that we also know the quality and the caliber of the student. And so, you can be a hiring manager and you make partnerships with, whether it's a nonprofit or whether it's an undergraduate institution that's a high serving minority, but that you also are vetting with regard to the quality or you're investing in the quality. So, you can help mentor them in the creation or co-creation of their program and have some sort of influence. That's another way. So, you develop these kind of pipeline programs, that's another one, and then you reward those elements. Having internship, that's another element. Not just pooling people from your social network. Also, the more diverse your hiring system is...so, we know that whatever kind of interview process you have, if you put five people in a room and that's the interview team, they are going to replicate themselves in who they hire. So, whomever you want hired is how you comprise your hiring team. So, if you would like a very diverse team hired, then you need to have a very diverse hiring team. The worst thing that you want to do is just have one hiring manager because you're most likely going to have that person replicated in whomever they hire. So, you want as many people to weigh in as possible and you want that team that gets weighed in as diverse as possible. So, that's another recommendation that we do. So, those would be just the first pass of things that I would recommend, very quickly. And taking out words in the job description of what you're looking for. So, we know that there's a lot of gender priming in the job description, like things like, "Strong leader," and "Aggressive manager," and those are very, very gender-oriented. Or when people assume at the very outset, sometimes, a lot of things about people, relocation, if they're interested relocating or not, or inappropriate questions that they wouldn't ask, you know, a man versus a woman, and things like that and really being conscientious that is not present within any part of the on-boarding. So, that's also looking at the job descriptions and really making sure that those aren't either gender or sort of racially-leaning. And making sure that these things are advertised and reaching individuals in different pockets, so utilizing and leveraging people in-house too, utilizing any type of people in-house. So, you know, in kind of reading some of these articles, there's a lot of informal or even formal professional networks within an organization or institution. So, we have the Black and Latino Student Association and they belong to a professional association called the Student National Medical Association. Well, that's primarily for black medical students. Then there's the NHMA, which is National Hispanic Medical Association and that serves Hispanic medical affiliates. And so, there's a lot of affiliate, there's formal and there's informal. I know there was one in one of the articles that I was reading of Twitter, called each other the Blackbird, Twitter's internal group for black employees leveraging the internal group that is serving or is in the interest group of certain underrepresented or underserved minorities that is your target. And being really intentional about saying that this is a priority, and this is why and this is why we're valuing a certain demographic that's extraordinarily underrepresented in this organization. Also, when we look at paid differentials, so something that is very pervasive. So, when you look at how people are staffed, when you look at upper-level management and the composition, and how the color changes as you go along the rungs. And we know that the American Institute for Economic Research has done a lot of noting that, you know, employees of color as statistically paid less by a considerable margin. And that's substantiated by a lot of economic research looking at how pay is a differential and trying to reconcile that, looking at how people are promoted and looking where they're staffed. Are the majority of black employees on the janitorial and security contractor level, or are they, you know, in middle management? And how are people being staffed throughout the organization, and where, and what does that look like? And you can be more intentional about that, and it's important.

In this week's episode Matt Alder talks to Catalina Schveninger about Vodfone's innovative approaches to talent acquisition

In this episode Matt Alder talks to Cody Royle, Managing Partner at NTSQ Sports Group and Head Coach of AFL Team Canada about talent innovation

Engaging, enlightening and entertaining interviews with innovators and leaders in energy, clean tech and sustainability – featuring mostly women. Green Connections Radio helps you “live green, work green, earn green.” Learn more about your ad choices. Visit megaphone.fm/adchoices

Julia Taylor Kennedy now works at the Center of Talent Innovation, but her career has taken twists and turns all due to her curiosity and desire to learn about many different topics. In this episode she shares her journey or how she got into radio, her real-life run in with the imposter syndrome and why you need to be confident and raise your hand, veterans in the workplace, how you can create a career using the skills you love,  politics in the workplace, and more.

Julia Taylor Kennedy now works at the Center of Talent Innovation, but her career has taken twists and turns all due to her curiosity and desire to learn about many different topics. In this episode she shares her journey or how she got into radio, her real-life run in with the imposter syndrome and why you need to be confident and raise your hand, veterans in the workplace, how you can create a career using the skills you love,  politics in the workplace, and more.

Lauren Leader-Chivee, co-founder, and CEO of All In Together (AIT) and the author of Crossing the Thinnest Line: How Embracing Diversity-from the Office to the Oscars-Make America Stronger  joins Host Deirdre Breakenridge on Women Worldwide. Lauren has dedicated her career to closing the most critical personal, professional and political gender gaps for women. In addition to her role at AIT, Lauren is an Executive Advisor to Deloitte working with a range of global companies on their most pressing diversity issues. On the show, Lauren discussed how the thinnest of lines separate groups. Establishing an emotional connection, through a shared experience, makes you less of an outsider and helps you to understand different cultures. The shared experience also leads to relationships and trust. She gave examples of soldiers in the military and prison populations. Lauren offered insights on Millennials as a generation, who are much more accepting and inclusive. You can see the trend of Millennials moving to urban areas. However, Lauren stressed that these attitudes and gains are not guaranteed moving forward. Although Gen Y has benefited from the opening of the world through the Internet, if schools become more segregated and the Internet is more of an echo chamber with siloed and like-minded thinking, then the next generation will be less inclusive. Laura also shared how she was able to constantly move out of her comfort zone. She has used her network and different relationships, knowing when to ask for help. She is committed to moving forward and knows that there will be ambiguity. Lauren also stated that you have to think beyond networking and really share more of yourself to build a relationship. A little more about Lauren Leader-Chivee ...Lauren was recently named by Fortune as one of the 50 Most Influential Women on Twitter.  She writes extensively for the Huffington Post, Harvard Business Review, and  Inc magazine.  Formerly the President of the global think tank Center for Talent Innovation and Founding Partner at Hewlett Chivée Partners LLC, she has tirelessly advocated for women’s leadership as a driver of economic growth and opportunity. You can connect with Lauren on LinkedIn and Twitter @laurenchivee

auren Leader-Chivée is the Co-Founder and CEO of All In Together. She has dedicated her career to closing the most critical personal, professional and political gender gaps for women. In addition to her role at AIT, Lauren is an Executive Advisor to Deloitte working with a range of global companies on their most pressing diversity issues. Formerly the President of the global think tank Center for Talent Innovation and Founding Partner at Hewlett Chivée Partners LLC, she has tirelessly advocated for women’s leadership as a driver of economic growth and opportunity.  Recently chosen by Fortune as one of the 50 Most Influential Women on Twitter, Leader-Chivée writes extensively for the Huffington Post, Harvard Business Review and Inc and her thought leadership has been featured in a wide range of media including the BBC, Dow Jones, CNN, Washington Post, NY Times and the Wall Street Journal. She is the co-author of Center for Talent Innovation publications “Executive Presence,” “Sponsor Effect UK,” “The Battle for Female Talent in India” and “The X-Factor.” Her forthcoming book “The Thinnest Line” looks at why and how American diversity is its best and most underleveraged asset. While at the Center for Talent Innovation, Lauren led cutting-edge research and advised global clients across industry including Bristol Myers-Squibb, Genentech, Siemens, Deutsche Bank, EY, Bloomberg, Credit Suisse, HP and many others and drove significant advancements for professional women. Her work has made her a sought after speaker for a wide array of forums around the world. Lauren began her career in Human Resources at a number of top companies including Weiss, Peck & Greer, Pfizer, Credit Suisse and Office Tiger. She began actively advocating for women’s issues in 2007. In collaboration with National Partnership for Women and Families, she lobbied congress to expand the FMLA. She later worked with a Better Balance to advocate for paid sick leave bills in New York State. Lauren is a term member of the Council on Foreign Relations and on the boards of the 30% Club and Inkwell.

Adam Quinton is passionate about diversity and inclusion. And it's not just talk: he spends his time (and money) investing and advising companies with diverse founders, teaching as an adjunct professor at Columbia, and working as an executive in residence for the Center of Talent Innovation helping companies become more inclusive. In this episode, Adam shares his journey into the start-up space after having a successful career in finance, his view on the importance and value of diverse teams, his advice for companies that want to become more inclusive, his method for evaluating the companies he invests in, and the dangers of stereotypes.

Adam Quinton is passionate about diversity and inclusion. And it’s not just talk: he spends his time (and money) investing and advising companies with diverse founders, teaching as an adjunct professor at Columbia, and working as an executive in residence for the Center of Talent Innovation helping companies become more inclusive. In this episode, Adam shares his journey into the start-up space after having a successful career in finance, his view on the importance and value of diverse teams, his advice for companies that want to become more inclusive, his method for evaluating the companies he invests in, and the dangers of stereotypes.

To innovate, we need new ideas, new perspectives, new solutions. To get these new ideas, we need differing points of view at the table. differing experiences and perspectives. To get these differing points of view, we need a diverse set of people at the table. Yet, senior leadership remains stubbornly white-male dominated, as the 2016 Fortune 500 reveals. Only 4% of these CEOs are women. The 2016 Fortune 50 Most Powerful Women list is revealing in many ways - industries women are breaking through it, and patterns still holding. Listen to Lauren Leader-Chivee, former President of the Center for Talent Innovation and author of the recent book, Crossing the Thinnest Line, in a vibrant discussion with Green Connections host Joan Michelson about these issues and the role of workforce issues in maximizing innovation. You'll hear: Why Lauren says "We are all accountable?" Listen here and find out. The difference between "potential" and "capability" What to look for in the data What makes good women's initiatives Changing careers, asking for help, supporting each other Tell us what you heard Lauren and Joan say, @joanmichelson and on our Green Connections Facebook page, or email it to us at info@greenconnectionsradio.com Thanks for subscribing and for rating and reviewing us on iTunes.   Learn more about your ad choices. Visit megaphone.fm/adchoices

Women in households across the US manage $5 trillion! More than half of women with investible assets of $1 million think their financial advisor doesn’t understand them, according to a 2014 study by the Center for Talent Innovation, a NY think tank. A study by National Bureau of Economic Research in 2011 found that FA’s ask women fewer questions than men in the initial meeting and 40% are likely to tell women than men that they must first transfer their portfolio to the advisor’s firm before receiving any advice. It goes along with what I’ve been told…that FA’s don’t speak to the woman, even if she’s the breadwinner, they look at the man the whole time, don’t ask her goals, etc. According to Wells Fargo, the median retirement balance in women’s accounts is $500k vs. $700k for men. On average, women drop out of the workforce for 11 years to care for children. That amounts to $224k lost in lifetime earnings and SS benefits, according to AARP. Less than 25% of advisors are women, with no change in a decade. By 2054, $40 trillion in wealth will be passed on, much of that falling into womens’ hands according to the Center for Talent Innovation. Seventy (70%) percent of women leave their financial advisor after their husband’s death. Women with $1 million in investible assets 45% were deemed financially literate, but only 30% said they felt confident in their knowledge vs. 39% of men deemed financially literate and 34% of men felt confident. Men were more interested in performance and investment choices and women were more interested in services, charitable giving, tax management, & long-term care. I want to encourage women to learn through the podcast. Share with your friends. Financial literacy is important.

Over 3 million educated women in the U.S. are looking to re-enter the workforce after taking a career break - yet only 40% secure full-time jobs, according to the Center for Talent Innovation. That’s where Jennifer Gefsky, founder of Après, comes in. In this episode, Jennifer shares advice on how to prepare for a career break, what to do during the gap to ensure an easy transition back, and what businesses around the world have to gain from hiring these valuable candidates.

For many businesses, uncertainty and ambiguity is their new norm. In such anxious times, people long for leaders who will make tough decisions, stand behind those decisions, and protect their people. In some circles, this is called “showing teeth.” In this episode, I refer to The Center for Talent Innovation and their white paper on Executive Presence. I also refer to four related episodes: Assertion versus Aggression  Gravitas Speaking for Yourself Speaking Your Truth For more ideas about “Showing Teeth,” you might also check out all the episodes in the Assertiveness category of the Executive Coaching Tips archive. The Executive Coaching Tip that explains “unconscious competence” is Creating New Behaviors.

Jane Hyun is a leadership strategist, executive coach and author of the bestselling classic Breaking the BambooCeiling and co-author of Flex: The New Playbook for Managing Across Differences. For the past 11 years, her programs have received international acclaim from Fortune 500 companies and MBA programs. A graduate of Cornell University with a degree in Economics/International Studies, she was previously a Vice President of Human Resources/Talent at JPMorgan, and Director of Recruiting at Deloitte & Touche.    Hyun helps organizations grow their bottom line through the effective deployment of their talent and serves as an advisor to senior management teams regarding diversity strategy. She has worked with sales teams, guided leadership through a merger integration and divestiture, led organizational change initiatives with new leadership, created onboarding programs, and designed several innovative performance programs for top talent. Her clients range from small startups to large multinationals in financial services, consumer products, biotech/pharmaceuticals, professional services, high-tech, and retail industries. She presents to CEOs and senior level roundtables frequently on the topic of cultural fluency and leadership.   Jane appears regularly on CNN, CNBC, Wall Street Journal, Fortune, Forbes, Fast Company, Washington Post and other media to discuss leadership, culture, and diversity. She serves on the Board of Operation Exodus, and is an advisor to the Toigo Foundation and Task for Talent Innovation.their fullest potential in the workplace and their communities.

Jason Lauritsen @JasonLauritsen talks HR with  @bryanwempen @williamtincup & @thehrbuddy DriveThruHR was designed to be a captivating and easy-to-digest lunch discourse that covers topics relevant to HR professionals.  Each 30-minute episode features a guest speaker who shares her or his knowledge and experience in human resources. Our hosts and special guest cover a wealth of topics, including HR Technology, Recruiting, Talent Management, Leadership, Organizational Culture and Strategic HR, every day at 12:00 pm Central Time.  The radio program is hosted by @bryanwempen @williamtincup and @thehrbuddy The #1 HR show, with amazing HR conversations and follow us on the twitters at@drivethruhr and #dthr. http://www.drivethruhr.com/ http://www.facebook.com/drivethruhr http://www.linkedin.com/company/1651206 http://twitter.com/drivethruhr