Thanks for the comment Lisa. I don't view it as a matter of the progressive pendulum having swung too far but rather not trying to raise red flags and trying to bring people together. Ironically, many inclusion initiatives were perceived as divisive and excluding. I saw this happen.
Thank you Jonathan. Yes, this is exactly what I decided- that I care more about having an impact than standing my ground on a couple of words, appealing as they have been.
Thanks Cindy. This is so important: people can't be fully engaged when they are afraid, and there's a lot of (understandable) fear out there now. The energy sap is the big thing. And certainly I've witnessed private sector leaders as uninvested in creating conditions in which people can do their best work as what we are now seeing in the administration.
I've been having this discussion with others in the DEI space as well, Sally. Big picture, when the "rules of the game" are changed, then, you can either persist and say that it's wrong (a viable option), or, couch what you really want to do in something else (also a viable option).
I think of the visual of water shaping a rock: it takes a long time. It takes persistence. And, is it about the title of the workshop, or, is it about the impact brought through truth?
Thank you, Sally. I agree with you. I think of it as using language to turn the focus onto the effect/end result, in this case, engagement, rather than the cause/ method, inclusion. I’ve also focused on building a “culture of trust” which is the result of collaborative (I think we can still use that term 😒) inclusive leadership. Engagement is much more on the corporate radar screen than trust, so your tweak resonates.
As usual Sally is dead on. Helgesen's history of engaging, inclusive leadership has been stellar for many years. Woodrow Wilson said: "I not only use all the brains that I have, but all that I can borrow." This is certainly true as we meet the current and future challenges. We need everyone at the table to contribute their knowledge, perspectives, and skills. The future depends on all of us, not the smartest guy in the room. (yes, I said guy) Get over it. We need ALL the brains at the table. Make learning happen.
The current focus on routing out waste, fraud, and abuse within the federal government would make some people believe that the private sector operates much differently. Trump’s behavior is shocking to many (or so they say), but we’ve all known business leaders that succeed by acting out in similar ways. People can’t be fully engaged when they are afraid. It saps a lot of energy to stay silent, to conform, to try to fit in.
Sally, you have an uncanny way of tapping into the changing social and political tides.
Employee engagement has grown in criticality in the past 12 to 18 months. The terminology resonates with many corporate clients of mine.
Two words that have become cliché? DEI and authenticity.
Clients tell me the Progressive pendulum had swung too far. Now, leaders are embracing moderate perspectives.
Thanks for the comment Lisa. I don't view it as a matter of the progressive pendulum having swung too far but rather not trying to raise red flags and trying to bring people together. Ironically, many inclusion initiatives were perceived as divisive and excluding. I saw this happen.
Thank you Jonathan. Yes, this is exactly what I decided- that I care more about having an impact than standing my ground on a couple of words, appealing as they have been.
Forward!
Thanks Cindy. This is so important: people can't be fully engaged when they are afraid, and there's a lot of (understandable) fear out there now. The energy sap is the big thing. And certainly I've witnessed private sector leaders as uninvested in creating conditions in which people can do their best work as what we are now seeing in the administration.
My feelings exactly Bill. Get over it, move forward with commitment and purpose.
As Frances Hesselbein used to say, start where we are, use what we have.
I've been having this discussion with others in the DEI space as well, Sally. Big picture, when the "rules of the game" are changed, then, you can either persist and say that it's wrong (a viable option), or, couch what you really want to do in something else (also a viable option).
I think of the visual of water shaping a rock: it takes a long time. It takes persistence. And, is it about the title of the workshop, or, is it about the impact brought through truth?
Keep up the good work, Sally!
Thank you, Sally. I agree with you. I think of it as using language to turn the focus onto the effect/end result, in this case, engagement, rather than the cause/ method, inclusion. I’ve also focused on building a “culture of trust” which is the result of collaborative (I think we can still use that term 😒) inclusive leadership. Engagement is much more on the corporate radar screen than trust, so your tweak resonates.
As usual Sally is dead on. Helgesen's history of engaging, inclusive leadership has been stellar for many years. Woodrow Wilson said: "I not only use all the brains that I have, but all that I can borrow." This is certainly true as we meet the current and future challenges. We need everyone at the table to contribute their knowledge, perspectives, and skills. The future depends on all of us, not the smartest guy in the room. (yes, I said guy) Get over it. We need ALL the brains at the table. Make learning happen.
The current focus on routing out waste, fraud, and abuse within the federal government would make some people believe that the private sector operates much differently. Trump’s behavior is shocking to many (or so they say), but we’ve all known business leaders that succeed by acting out in similar ways. People can’t be fully engaged when they are afraid. It saps a lot of energy to stay silent, to conform, to try to fit in.