Working in Fear: Moving from Uncertainty Toward Trust

Corporate environments are often defined by an inherently competitive environment where clarity on how to be successful becomes increasingly more difficult and information becomes increasingly scarce as employees climb to higher levels. Leaders find themselves lacking critical conversations and are left with unanswered questions about how to navigate their careers. Even in the most rich and open-feedback cultures, employees often live in ambiguity.

The Power of Storytelling for Leaders

We often do an exercise with leaders called Moments that Matter. It’s simple and yet remarkably powerful in shifting how people interact with one another. Throughout the experience, leaders have an opportunity to do two things. First, they take the time to reflect on their lives in a way that makes them pause and ask: Who am I? Why am I this way? In a world where the opportunity to connect with who we are is limited, it is a lovely reminder that there are reasons why we get up every day and reasons why we lead and engage with others the way we do.

503 Men and Women Run the Largest U.S. Public Companies. Only Two of them are Black

RHR's Lawrence James is quoted in The Washington Post's "On Leadership" column on the topic of Ken Chenault’s upcoming retirement at American Express — and how there are now only two African American CEOs in the S&P 500.

“Teams that are more diverse, racially, actually make more money too,” said Lawrence James, a partner at the leadership consultancy RHR International. “The financial arguments are there, but people aren't paying attention.” James’ observations are referred to throughout the story.

“Black culture and white culture are different,” said James, making it less appealing for black executives to engage in after-work activities where many relationships are built.

Read the entire article here.

Corporate Diversity: From Awareness to Growth

2016 proved itself to be a series of eye-opening moments globally and locally. Notice the communities that are disenfranchised, the gaps in equality, and the deep sense of conflict that have existed without being given much attention. It reminds me of what happens in ourselves and in the leaders that we work with when the behavior we display to others does not match the insecurities and conflict that exists on the inside. At some point we hit a wall, and we need a great deal of support to get over it.

Talent Development: Building a Diverse Talent Pipeline

How do you build a diverse talent pipeline? Few would disagree that talent development occurs within an organizational context. This argues for a more holistic or systemic approach to our talent development efforts that simultaneously facilitates growth and change across multiple stakeholder groups including the individual, their manager, and the enterprise.

Clash of Cultures: A Challenge Few Businesses Have Solved

One of the most significant talent challenges of our time is the integration of new capabilities and diverse perspectives into an established company culture. Whether it is the entrepreneurial technologist we want to hire to transform our business, the experienced multicultural leader we need to guide us in geographic markets, or the very real economic need to build leadership teams that reflect the diversity of our markets, the reality is the same.


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