Using power is different from showing leadership in DE&I and both are key to successfully driving change. Traction, however, can also be reduced – or limited – depending on how power is used. This often happens unintentionally or when a leader is not aware of the side-effects of their ‘powerful’ decisions.
One of the shared beliefs in D&I appears to be that issues from the past will be resolved with new values, generations and business approaches. Does this hope withstand reality and evidence checks?
From systemic change to moving the needle: D&I proclaims change. However, celebrations and C-level support are not enough to generate progress. And sometimes, fake change is the issue.
Racism and other issues remain unresolved and we must therefore accelerate systemic change. This, however, requires us to learn and unlearn. The online maganzine TwentyThirty dedicates an entire series to this aspect.
Diversity Management bildet jenseits von Vorzeigeprogrammen eine echte Gestaltungsaufgabe. Statt Sozialromantik beschreibt Lena Schindler im BlogMagazin OhhhMhhh, passend zu dessen Profil, die echte Geschichte von Vielfalt, die auch zum Umdenken motiviert.
What are the standards on which women are appointed to become CFOs or CEOs, do they change business results and how are they perceived as leaders? New research provides insight – and guidance.
Exposing yourself to differences is known to contribute to reducing biases. Following this thought, researchers tested the role of nationality in inter-personal relationships among expats. They found a significant interplay.
When a company has completed more than 15 years of D&I work – in all aspects and areas – they ask us which higher level they could reach. For every D&I practitioner, staying relevant is key. Here is the latest guidance.
The belief in D&I targets is almost as strong as the resistance they often create. Based on new large-scale, international research, experts now confirm that a consistent, business-based sense-making will create the ‘acceptance’ required to make targets a success.
This moment, when you discover a trend and you feel it deserves to be promoted by your fame and authority. The next day, everybody else tells you the trend started 20 years ago and you were always part of the problem.
The longer you work in D&I, the more difficult it gets to innovate. It may feel as if you have already considered everything. That’s why it took us 3+ years to revamp our entire approach to D&I. The result offers you innovative, international, intelligence-based D&I.
One day after the tragic fatal attack on Gdansk’s Mayor, Paweł Adamowicz, many media spread allegations about a ‘reported’ mental illness of the attacker. What do we recall from other attacks? And how is it relevant for Corporate D&I?
Can gender or age – except for actors – be a selection criterion? For a long time diversity was seen as the antithesis of qualification – with “Cultural Fit” the game has been reset.
Für neu gegründete Unternehmen, vor allem mit digitalem Geschäftsmodell, galten etliche Jahre lang überschwänglich positive Vorannahmen: Chancengerecht, multikulturell, innovativ, flexibel. Nun zeigen sich andere Realitäten.
Insights about Unconscious Biases can be eye-opening – but does this translate into fundamental and sustained change? And which biases do we need to address to remove all relevant D&I barriers? In the hustle and bustle of videos, we offer an evidence-based, yet practical model to mitigate D&I-related biases on multiple levels and through the use of Inclusive Leadership.
Managers are in the focus of each and every change approach. What is different in D&I: The topic has complex links to strategic management, operational leadership and personal role modeling.
For years, women were told to go for the best marks and strengthen their confidence in the specific perspectives and approaches they bring to the workplace. Two brand-new studies seem to reverse the assumptions: women are penalised for good grades and they increase much-needed confidence when they downplay gender differences.
When it comes to the proportion of women in management, the fronts seem to be ideologically hardened. From data selection and analysis to interpretation and choice of words, polarised positions rumble all over the country. (Almost) all of them, however, want to achieve the same goals and could all work together. A reframing for business practitioners.
The topic of culture & leadership is slowly and steadily moving towards the centre of diversity and work/life. In line with this insight, the regional ambassador for Hesse for “Success Factor Family”, Michael Müller, member of the Executive Board of Fraport AG, has focused a specialist conference on the topic of “Management between Career and Family”. A summary.
Two current studies describe the changed situation in the field of LGBT* at the workplace. While a more open approach to diverse orientations and identities is positive, other analyses point to persistent reservations and surprising disadvantages. The existing LGBT* niche strategies seem to need to be reviewed.