Are there downside risks of the #MeToo movement? How do we manage them?
The business case for gender diversity in leadership is compelling. I’ve updated it to include (more) recent studies linking diversity and financial performance.
The bronze statue of a young girl facing the Wall Street Bull will continue to provoke big firms to include more women on boards. It isn’t just the right thing to do; it’s the smart thing to do.
Deaf, Blind, Biased – or Stumped? Why Leaders Don’t Respond to the Business Case for Gender Diversity
Why might the message about the value of diversity not be heard? Why might leaders hear it but not buy it? Why do men who do buy it not take effective action? These are not rhetorical questions. I have some ideas but I want your thoughts.
Unconscious gender bias is the root cause of business’ slow progress in capturing the business benefits of gender diversity. Having unconscious bias is simply human as Shankar Vedantam shows in his book “The Hidden Brain.” It is hard to change ways we aren’t even aware we have been wired, taught or acculturated to think. Our approach starts with helping people understand and appreciate both masculine and feminine strengths – in men and women.
I am grieved by the news of another terrorist attack in Europe. I believe this is a symptom of a serious imbalance. It is a product of a culture that represses and covers its women – and so represses and dishonors all that is feminine. My commitment is redoubled – to do my small part in having people value both masculine and feminine, in themselves, in others, in our organizations and in our culture.