| Published Articles: |
Before
Taking Job, Research the Company:
Look Around, Talk to Employees, Ask Questions |
| Diversity in
the Workforce: An interview by Paul Restuccia |
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| Neutralists:
Silent Killers of Productivity and Innovation |
| As a leader,
the three most important components of responsibility are to
unify the team, make decisions and meet objectives. |
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| Self-Affirmation
and Its Negative Impact on Diversity |
| Self-affirmation
supports individuals in their quest to achieve fulfillment and
the attainment of goals, desires and dreams. Reviews and succession
plans can be viewed as self-affirmations of those conducting
the review or developing the succession plan. |
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| Conversational
Competence is the Key to Recognition and Advancement |
| In the current
knowledge-economy, what you say, how you say it, and whether
others listen may be the critical determinants of personal achievement
and advancement. |
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| Myers
Briggs: Celebrate or Reevaluate |
| Corporate executives
should take a fresh look at psychometrics through a 21st-century
lens. |
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| Improving
Talent Reviews and Succession Plans in Diverse Corporations |
| A hurricane
hits the United States, packing strong winds and powerful waves,
transforming everything in its path. In the wake of the storm,
people quickly mobilize to deal with the aftermath. |
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| Diversity
Researcher Encounters Déjà versity |
| A university
researcher is surprised to learn that diversity training has
reached a mature state of predictability and repeatability.
This is called "déjà versity," which
is defined as diversity training that feels like déjà
vu. Learn how to recognize the symptoms and implement innovative
techniques to take your diversity training to the next level. |
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BABY-BOOMER
RETIREMENTS:
Pending Doom or Making Room? |
| Go back a few
years and imagine yourself speaking with a corporate executive.
Ask if there are any ominous blips on the corporate radar screen,
and you might hear of the Y2K crisis. Fast-forward back to today.
Ask the same question, and you will hear about the encroaching
mass retirement of the baby boomer generation. |
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| Déjà
Vu of Diversity Training |
| As chief learning
officer, you are in one of the key roles to advance your company's
diversity training. A focus on insight and collaboration can
help your workforce realize its potential. |
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| Fueling
High-Performance Through Diversity |
| When embraced
and valued, diversity of thought can differentiate companies
that grow and thrive from those that do not. |
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| Improving
Your Job Satisfaction |
| You have a teriffic
job with a great company, but you feel frustrated and unfulfilled.
The frustration may result from the fact that your opinions
don't seem to matter and your ideas never seem to be heard.
If this is how you feel, learn how to improve your job satisfaction. |
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| LEADERLESS
TEAMS: Achieving More |
| To achieve the
most impressive business results, organizations need to forget
“thinking outside of the box,” and focus on objective-focused
leadership, collaboration and new decision-making methods. |
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| The
Power of Diversity |
| Diversity can
be an unrealized asset in the organization. To realize its full
potential, learning executives must ensure diversity is recognized
for its tactical value. |
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| Getting
Awards For Showing Up |
| What happens
when performance is not up to par? Are rewards given anyway?
This flaw in the appraisal process leads to low expectations
and poor performance. |
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| Being
Diverse vs Practicing Diversity: Is your diversity program focused
on the forest and the trees? |
| There is a vast
difference between being diverse and practicing diversity. Corporations
can move diversity programs from inclusion to impact. The beneficiaries
will be the company, the affinity groups and most importantly,
each and every individual in the organization. |
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| Your
Diversity Practice Can Improve Your Law Practice |
| Just as the
men and women in the legal profession understand what it means
to practice law; it is a simple extrapolation to understand
what it means to practice diversity. Simply put, it means to
“work at diversity.” |
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| Recruitment,
Retention and Results |
| It’s not
just Recruitment and Retention that requires corporate attention.
People receive satisfaction and professional pride when given
the opportunity to make a difference. Team members achieve a
level of pride when they see that their talents have been applied
to important assignments. Being valued and feeling appreciated
are the most significant factors in determining employee retention
rates. |
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DIVERSITY
WINS THE 2004 WORLD SERIES:
Utilizing the Power and Potential of Diversity |
| After the Greatest
Comeback in the History of Baseball, the 2004 Boston Red Sox
became World Champions. A key reason for this accomplishment
is that management encouraged each player to be himself, to
relax and to expand his individuality and uniqueness. Similarly,
corporations can maximize individual effort and team success.
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GENERATIONAL
DIVERSITY:
Are We Communicating Effectively? |
| Create a working
environment that operationally blends generations for the purpose
of working and collaborating effectively. For optimum team dynamics
and effective collaboration let us realize that each of us is
imprinted by the unique forces and experiences of our generation.
Vive le difference! |
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MOBILIZE
YOUR REFRIGERATOR MAGNETS:
Release the Energy and Innovation in Your Organization |
| Refrigerators
and their magnets provide a simple metaphor for the corporate
forces in which we work. Corporations do not realize that they
inhibit the contributions of their employees, but it is an environmental
byproduct of corporate culture. These forces can be neutralized
in order to facilitate cognitive mobility, empowerment and innovation.
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| Leadership
Challenges in the Age of Diversity |
The New Millennium
might be considered the Age of Diversity, as it reshapes the
corporate landscape. The greatest Organizational Development
challenge of the new millennium is leadership and leadership
training. In such an age, the methods that are employed in
leadership and team collaboration must be reassessed and redefined.
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