The Business Case for Gender Diversity: Update 2017

by | May 3, 2017 | benefits of diversity, better decisions, bottom line value of gender diversity, Business Case, business case for gender diversity, business value diversity, business value of gender diversity, Diversity and engagement, diversity and inclusion, Gender Balance, gender diversity bottom line, gender diversity in leadership, gender inclusive | 0 comments

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 Business Case for Gender Diversity

by | Aug 12, 2015 | benefits of diversity, better decisions, bottom line value of gender diversity, Business Case, business value of gender diversity, Engagement, gender diversity bottom line, Talent pipeline, upside of gender diversity | 0 comments

I periodically update the research that forms the business case for gender balance at the leadership level. Here is my latest update. I review studies showing the business benefit of diversity and inclusion generally. Gender diversity brings all these benefits and more.

Inclusion and Engagement: Putting that Energy back to WORK!

by | Jun 17, 2014 | benefits of diversity, conforming and authenticity, Diversity and engagement, diversity and inclusion, Engagement, Inclusion, leveraging differences, organizational diversity, value of diversity | 0 comments

My difference (gender) from the norm at the top of my corporation made me sensitive to diversity issues. In participating in diversity programs and training, I saw how much energy goes into trying to fit in. That lost energy costs creativity and quality. In an inclusive culture, where people feel heard and valued, engagement is higher. Inclusion and engagement drive productivity, innovation and results.

Diversity, Diversity, Diversity: What Differences Are in Your Organization?

by | Jan 21, 2014 | appreciating difference, benefits of diversity, Diversity, Diversity and engagement, Inclusion, Inclusive culture, leveraging differences, Organizational culture, organizational diversity | 0 comments

Organizational diversity exists when there are different “cultural profiles” within the organization. “Culture” refers to values and ways of a certain geography; there are “subsets of culture” and many combinations of these subsets. I provide an instrument that demonstrates the many kinds of difference. Use it to assess your person cultural profile, which profiles are dominant in your organization and the level of organizational diversity. The assessment helps you consider who is “different” from those in power or in the majority. It can help you see what needs to be done to leverage the benefits of diversity — to create an inclusive culture with deep and broad engagement.

Unconscious Images: What Can We DO about Them?

by | Dec 17, 2013 | business case for gender diversity, Business Results, business value of gender diversity, comfort principal, double bind, double bind, Gender diversity, gender diversity in leadership, Inclusion, Inclusive culture, invisible mind-sets, Masculine Feminine Difference, Men and women at work, obstacles for women in business, obstacles to gender diversity, unconscious mind sets | 0 comments

Unconscious and invisible “mind-sets” explain the obstacles for women aspiring to business leadership. They explain why we still do not have gender diversity at the top. Unconscious mental images of how leaders look and act can create barriers for those who do not “look the part.” Leaders who are aware of this natural tendency can stop automatic thinking and look at a person’s results rather than whether they fit the image. Those affected by unconscious images can avoid violating norms of appearance at work; be sure the boss knows their skills and results; and collaborate with others to talk about successes.