Creating new poss...
3.9K views | +6 today
Rescooped by Sushma Sharma from 21C Learning Innovation
onto Creating new possibilities!

Change Leader, Change Thyself

Change Leader, Change Thyself | Creating new possibilities |

"Leo Tolstoy, the Russian novelist, famously wrote, “Everyone thinks of changing the world, but no one thinks of changing himself.”

Tolstoy’s dictum is a useful starting point for any executive engaged in organizational change. After years of collaborating in efforts to advance the practice of leadership and cultural transformation, we’ve become convinced that organizational change is inseparable from individual change. Simply put, change efforts often falter because individuals overlook the need to make fundamental changes in themselves.1

Building self-understanding and then translating it into an organizational context is easier said than done, and getting started is often the hardest part. We hope this article helps leaders who are ready to try and will intrigue those curious to learn more.

Organizations don’t change—people do

Many companies move quickly from setting their performance objectives to implementing a suite of change initiatives. Be it a new growth strategy or business-unit structure, the integration of a recent acquisition or the rollout of a new operational-improvement effort, such organizations focus on altering systems and structures and on creating new policies and processes.

To achieve collective change over time, actions like these are necessary but seldom sufficient. A new strategy will fall short of its potential if it fails to address the underlying mind-sets and capabilities of the people who will execute it.

McKinsey research and client experience suggest that half of all efforts to transform organizational performance fail either because senior managers don’t act as role models for change or because people in the organization defend the status quo.2 In other words, despite the stated change goals, people on the ground tend to behave as they did before. Equally, the same McKinsey research indicates that if companies can identify and address pervasive mind-sets at the outset, they are four times more likely to succeed in organizational-change efforts than are companies that overlook this stage.

Look both inward and outward

Companies that only look outward in the process of organizational change—marginalizing individual learning and adaptation—tend to make two common mistakes.

The first is to focus solely on business outcomes. That means these companies direct their attention to what Alexander Grashow, Ronald Heifetz, and Marty Linsky call the “technical” aspects of a new solution, while failing to appreciate what they call “the adaptive work” people must do to implement it.3

The second common mistake, made even by companies that recognize the need for new learning, is to focus too much on developing skills. Training that only emphasizes new behavior rarely translates into profoundly different performance outside the classroom.

In our work together with organizations undertaking leadership and cultural transformations, we’ve found that the best way to achieve an organization’s aspirations is to combine efforts that look outward with those that look inward. Linking strategic and systemic intervention to genuine self-discovery and self-development by leaders is a far better path to embracing the vision of the organization and to realizing its business goals.

What is looking inward?

Looking inward is a way to examine your own modes of operating to learn what makes you tick. Individuals have their own inner lives, populated by their beliefs, priorities, aspirations, values, and fears. These interior elements vary from one person to the next, directing people to take different actions.

Interestingly, many people aren’t aware that the choices they make are extensions of the reality that operates in their hearts and minds. Indeed, you can live your whole life without understanding the inner dynamics that drive what you do and say. Yet it’s crucial that those who seek to lead powerfully and effectively look at their internal experiences, precisely because they direct how you take action, whether you know it or not. Taking accountability as a leader today includes understanding your motivations and other inner drives.

For the purposes of this article, we focus on two dimensions of looking inward that lead to self-understanding: developing profile awareness and developing state awareness.

Profile awareness

An individual’s profile is a combination of his or her habits of thought, emotions, hopes, and behavior in various circumstances. Profile awareness is therefore a recognition of these common tendencies and the impact they have on others.

We often observe a rudimentary level of profile awareness with the executives we advise. They use labels as a shorthand to describe their profile, telling us, “I’m an overachiever” or “I’m a control freak.” Others recognize emotional patterns, like “I always fear the worst,” or limiting beliefs, such as “you can’t trust anyone.” Other executives we’ve counseled divide their identity in half. They end up with a simple liking for their “good” Dr. Jekyll side and a dislike of their “bad” Mr. Hyde.

Finding ways to describe the common internal tendencies that drive behavior is a good start. We now know, however, that successful leaders develop profile awareness at a broader and deeper level.

State awareness

State awareness, meanwhile, is the recognition of what’s driving you at the moment you take action. In common parlance, people use the phrase “state of mind” to describe this, but we’re using “state” to refer to more than the thoughts in your mind. State awareness involves the real-time perception of a wide range of inner experiences and their impact on your behavior. These include your current mind-set and beliefs, fears and hopes, desires and defenses, and impulses to take action.

State awareness is harder to master than profile awareness. While many senior executives recognize their tendency to exhibit negative behavior under pressure, they often don’t realize they’re exhibiting that behavior until well after they’ve started to do so. At that point, the damage is already done.

We believe that in the future, the best leaders will demonstrate both profile awareness and state awareness. These capacities can develop into the ability to shift one’s inner state in real time. That leads to changing behavior when you can still affect the outcome, instead of looking back later with regret. It also means not overreacting to events because they are reminiscent of something in the past or evocative of something that might occur in the future.4

Close the performance gap

When learning to look inward in the process of organizational transformation, individuals accelerate the pace and depth of change dramatically. In the words of one executive we know, who has invested heavily in developing these skills, this kind of learning “expands your capacity to lead human change and deliver true impact by awakening the full leader within you.” In practical terms, individuals learn to align what they intend with what they actually say and do to influence others.

Erica Ariel Fox’s recent book, Winning from Within,5 calls this phenomenon closing your performance gap. That gap is the disparity between what people know they should say and do to behave successfully and what they actually do in the moment. The performance gap can affect anyone at any time, from the CEO to a summer intern.

This performance gap arises in individuals partly because of the profile that defines them and that they use to define themselves. In the West in particular, various assessments tell you your “type,” essentially the psychological clothing you wear to present yourself to the world.

To help managers and employees understand each other, many corporate-education tools use simplified typing systems to describe each party’s makeup. These tests often classify people relatively quickly, and in easily remembered ways: team members might be red or blue, green or yellow, for example.

There are benefits in this approach, but in our experience it does not go far enough and those using it should understand its limitations. We all possess the full range of qualities these assessments identify. We are not one thing or the other: we are all at once, to varying degrees. As renowned brain researcher Dr. Daniel Siegel explains, “we must accept our multiplicity, the fact that we can show up quite differently in our athletic, intellectual, sexual, spiritual—or many other—states. A heterogeneous collection of states is completely normal in us humans.”6 Putting the same point more poetically, Walt Whitman famously wrote, “I am large, I contain multitudes.”"

Via HBEsbin
No comment yet.
Creating new possibilities
Your new post is loading...
Your new post is loading...
Rescooped by Sushma Sharma from Polarity Management!

What to do when values and rules clash? By Dr Naftali Brawer ...

What to do when values and rules clash? By Dr Naftali Brawer ... | Creating new possibilities |
A polarity according to Dr Barry Johnson (Polarity Management: Identifying and Managing Unsolvable Problems, 1992) is when there are two equally important ideals that pull at opposite directions. An example in the political ...

Via Paul Thoresen
No comment yet.
Rescooped by Sushma Sharma from Polarity, Coaching, Thinking, Leading, Collaborating!

Wire Your Brain For Gratitude

Wire Your Brain For Gratitude | Creating new possibilities |
Learn how to train your brain for gratitude in 30 seconds.

Via Anne Leong, Jay Roth
No comment yet.
Rescooped by Sushma Sharma from Thought Leadership and Online Presence!

The Three Components of A Culture of Content

The Three Components of A Culture of Content | Creating new possibilities |

Content is becoming nearly everyone’s job — and with good reason.

Via Guillaume Decugis
Guillaume Decugis's curator insight, January 6, 4:04 AM

To build on that observation, Altimeter's Rebecca Lieb and Jessica Groopman provide an interesting framework for organizations to think about their content culture. 

As we've commented before, one of the main challenges that companies face is to involve more people in what they call the creativity phase: busy professionals don't have time to blog let alone create stunning visual content. Yet, they probably sit on a content gold mine that they underestimate and that is lost to the organization. Collaborative content curation provides interesting and practical answers to facilitate that second phase and spread a culture of content: it not only makes it easy for employees to contribute the interesting articles they read to the corporate content effort but it also makes it rewarding them by helping them show thought leadership in the process. 

Lori Wilk's curator insight, January 6, 4:07 PM

We all must contribute to sharing relevant #content and the greatest part about content #curation is that we can share great content that others create in addition to what we create on our own. 

Prof. Hankell's curator insight, January 7, 9:01 AM

Vision + Creativity + Risk...

Rescooped by Sushma Sharma from Connection!

10 Belief Triggers that Sabotage Your Success

10 Belief Triggers that Sabotage Your Success | Creating new possibilities |

Some of our inner beliefs can trigger failure before it happens. They sabotage change by cancelling its possibility! Discover how to recognize these sabotaging beliefs and learn what you can do about them. 

I’m sure you’ve met him, or her. That person who says he’ll finish the project tomorrow, but tomorrow never comes. Or the person who promises to call as soon as she gets home, but you never hear from her.

We know lots of people like this. If we’re a hard case, we cut them out of our lives. If we’re a “softie”, we make excuses, and try to let it go. Either way, these people, who make promises to change one day and excuses not to the next, exist.

And, we may have even done this ourselves! I know I have. For those of us who admit to it, we know our genius becomes more acute when it’s our turn to change how we behave. That’s when we fall back on a set of beliefs that trigger denial, resistance, and ultimately self-delusion. These beliefs are more wicked than excuses. An excuse is the handy explanation we offer when we disappoint other people. It is acute and convenient, often made up on the spot. Basically an excuse is a variation on “The dog ate my homework,” and these are so abused it’s a wonder anyone believes them.

What do we call the excuses we privately harbor when we disappoint ourselves? Mere “excuse” is somehow inadequate to describe these inner beliefs that represent how we interpret our world. An excuse explains why we fell short of expectations after the fact. Our inner beliefs trigger failure before it happens. They sabotage change by cancelling its possibility. We employ these beliefs as articles of faith to justify our inaction and then wish away the result. I call them belief triggers and we think them all day long. Here’s a not-extensive list, but it should get you started on where I’m going with this.

1. I am the same ‘me’
The person who promised to change yesterday is not the same person who has to execute that change today. We make promises to ourselves and others today that we cannot keep tomorrow. This is a most illusory belief – because it triggers over-confidence in our ability to execute our plan.

2. If I change I am ‘inauthentic’
We refuse to adapt our behavior to new situations because “it isn’t me.” This belief triggers stubbornness.

3. I won’t get tired
When we intend to work long hours, we’re not exhausted. But after we work several hours we become tired and are eager to throw in the towel. It’s the same with changing our ways – we grow tired with the effort it takes to change. This triggers depletion.

4. I understand the requirements
People who read my writing often tell me, “It’s common sense. I didn’t read anything here that I don’t already know.” True, but there’s a difference between understanding and doing. Just because people understand what to do doesn’t ensure that they will actually do it. This belief triggers confusion.

5. It has to be perfect
Even when we appreciate that nothing is permanent, we still believe in the idea of perfection – that there is a perfect weight, a perfect job, a perfect state of mind if only we strive harder to achieve it. This triggers hopelessness -- so we give up.

6. It’s not fair 
We have an unshakeable belief in the essential fairness of life – that if we do what is asked of us, we will be rewarded for it. When that faith is shaken and we see that life is not fair, we feel cheated. Our dashed expectations trigger resentment. We convince ourselves that the game is rigged against us and refuse to play again. In other words, we stop trying.

7. I can do it on my own
We believe that we are solely responsible for our own happiness and success, that positive change starts and ends within us and is neither shaped nor determined by the people around us. We abuse self-sufficiency, ignoring the value of a supportive environment, taking foolish pride in doing it all ourselves. We trigger our isolation.

8. Nothing will interrupt my focus
We don’t plan for the low-probability events because, by definition, any one of them is unlikely to occur. But in the aggregate, low probability events affect us all the time. Who plans on a flat tire, or accident, or stalled traffic because of an overturned semi on their way to work? This belief triggers unrealistic expectations.

9. ‘At least I’m better than…’
In a down moment after failure or loss, we tell ourselves, “At least I’m better than _______.” We award ourselves a free pass because we’re not the worst in the world. This is our excuse to take it easy, lowering the bar on our motivation and discipline. We’ve triggered a false sense of immunity.

10. I am exempt on this ‘special day’
Today is the Super Bowl, or my birthday, or our anniversary, or my day off. We excuse our momentary lapse as an outlier event, a blip in the long arc of committed change we are making. This belief triggers a self-indulgent inconsistency – which is fatal for change.

Overconfidence. Stubbornness. Depletion. Confusion. Hopelessness. Resentment. Isolation. Unrealistic expectations. Immunity. Inconsistency. That’s a lot of heavy baggage to carry on our journey of change.

These are just some of the rationalizations that keep us from becoming the person we want to be. Now that you’ve read them, I bet they’re nothing you’ve not heard before! Keep watch in your daily life for them, keep track of how often you use one of these trigger beliefs, see if you can come up with others. This is a great exercise, because as you know awareness is the first step towards change!

Via Linda Holroyd
Linda Holroyd's curator insight, February 18, 1:10 PM

What are your rationalizations and what do they trigger? How will giving them up help you better succeed?

Rescooped by Sushma Sharma from LeadershipABC!

Creative Leadership and Sense Making

Creative Leadership and Sense Making | Creating new possibilities |

Interesting interview with Chuck Palus co-author of The Leaders Edge. The book describes leadership as the art of making shared sense of complexity, and talks about six creative leadership competencies that can help when striving to lead innovation initiatives, developing creative organizational cultures or just to get better at being an empowering collaborative leader. 

Via Kenneth Mikkelsen
No comment yet.
Rescooped by Sushma Sharma from Middle Level Leadership!

Leadership Questions from Santa

Leadership Questions from Santa | Creating new possibilities |

In the spirit of Christmas and the Holiday season, I interviewed Santa to learn more about his leadership. He shared some great questions that he often asks himself.

Via Patti Kinney
No comment yet.
Rescooped by Sushma Sharma from The Jazz of Innovation!

The Learning Innovation Cycle: How Disruption Creates Lasting Change

The Learning Innovation Cycle: How Disruption Creates Lasting Change | Creating new possibilities |
Disruption is an interesting topic for the same reason that cowboys, gangsters, and villains are interesting. It’s unpredictable. Problematic. Against the grain.

It’s kind of aging as a buzzword in the “education space,” but it’s other-worldly powerful, and there are few things education needs more. How exactly it produces change is less clear, but I thought I’d create a model to think about.

Via Peter Verschuere
No comment yet.
Rescooped by Sushma Sharma from Business Brainpower with the Human Touch!

Engaging the 21st Century | Human Capital Trends 2014 | New Survey

Engaging the 21st Century | Human Capital Trends 2014 | New Survey | Creating new possibilities |

Deloitte's Global Human Capital Trends survey – one of the largest talent management surveys of its kind – reveals that a majority of organizations surveyed are not prepared to deal with the trends that are reshaping the workforce. These global trends demand change, investment, and focus: here's your roadmap for the coming year.

The 2014 trends are grouped into three categories:

Lead and develop

Leaders at all levels: Close the gap between hype and readinessCorporate learning redefined: Prepare for a revolutionPerformance management is broken: Replace "rank and yank" with coaching and developmentThe quest for workforce capability: Create a global skills supply chain


Attract and engage

Talent acquisition revisited: Deploy new approaches for the new battlefieldBeyond retention: Build passion and purposeFrom diversity to inclusion: Move from compliance to diversity as a business strategyThe overwhelmed employee: Simplify the work environment


Transform and reinvent

The reskilled HR team: Transform HR professionals into skilled business consultantsTalent analytics in practice: Go from talking to delivering on big dataRace to the cloud: Integrate talent, HR, and business technologiesThe global and local HR function: Balance scale and agility
Via Vicki Kossoff @ The Learning Factor
Vicki Kossoff @ The Learning Factor's curator insight, March 11, 2014 4:23 PM

CEOs and HR leaders see talent as a major challenge to growth. New survey of 2,500+ organizations in 90+ countries reveals 12 critical trends shaping the human capital agenda.

Rescooped by Sushma Sharma from Visioning for Business!

The best thing about Steve Jobs was his vision was more about the products ... - BGR

The best thing about Steve Jobs was his vision was more about the products ... - BGR | Creating new possibilities |

The best thing about Steve Jobs was his vision was more about the products ...

Via Rob McCarty
Rob McCarty's curator insight, September 11, 2013 6:44 AM
Great article on Jobs leadership and legacy to business.
Rescooped by Sushma Sharma from Visioning for Business!

Let Go Of Corporate Culture - Symbolist

Let Go Of Corporate Culture - Symbolist | Creating new possibilities |
Corporate culture is a distributed responsibility. Don't lay it at the feet of one person or department.

Via Rob McCarty
Rob McCarty's curator insight, October 30, 2013 1:42 PM

Article on corporate culture.. .good though to be mindful of as a leader.

Rescooped by Sushma Sharma from Business Improvement!

11 Leadership Lessons Men Can Learn From Women

11 Leadership Lessons Men Can Learn From Women | Creating new possibilities |

Via Daniel Watson
CEO_University's curator insight, July 18, 2014 5:47 PM

This is a great article.

Dale Roach's curator insight, September 14, 2014 10:52 PM

Some of the best team leadership skills I have ever discovered came when I was willing to listen to a woman's perspective.

Mark Wilhelms's curator insight, August 3, 11:14 AM

Q. In your opinion, what is one important leadership trait that male leaders can learn from women in business?

Rescooped by Sushma Sharma from iGeneration - 21st Century Education!

7 Terrific Leadership Lessons from Amazing Women

7 Terrific Leadership Lessons from Amazing Women | Creating new possibilities |
Not so long ago, leadership was something most people associated with men. These leadership lessons are ones that men can learn from their female counterparts.

Via Tom D'Amico (@TDOttawa)
Beyond Limits's curator insight, April 23, 10:09 PM

There are many sides to successful leadership - and some are seen from a different perspective by women.

Jasmine Beausoleil's curator insight, April 26, 8:22 AM

One can never learn enough on leadership! 

Rescooped by Sushma Sharma from The Jazz of Innovation!

The Human Dimension: Taking Innovation to the Individual and Leader Level

The Human Dimension: Taking Innovation to the Individual and Leader Level | Creating new possibilities |

The Human Dimension addresses three main concerns.  First, the talent developed during the conflicts in Iraq and Afghanistan is bleeding out of the force.  If troop cuts are inevitable, then we should downsize the right people and train others to fill the void.  Second, building adaptive leaders requires smarter training and education.  This goes beyond current practices and focuses more on individual cognitive ability.  Third, leader education must evolve to produce innovative leaders.

Via Peter Verschuere
No comment yet.
Rescooped by Sushma Sharma from Polarity Management!

The Zen Of Innovation Leadership: 'And'

The Zen Of Innovation Leadership: 'And' | Creating new possibilities |
Innovation leadership is saying "yes" when confronted with either/or choices.

Via Paul Thoresen
Sushma Sharma's insight:

Either/or is no longer valid as And is a bigger friend at present times 

No comment yet.
Rescooped by Sushma Sharma from Polarity, Coaching, Thinking, Leading, Collaborating!

The Neurochemistry of Positive Conversations

The Neurochemistry of Positive Conversations | Creating new possibilities |
And what managers need to know about negative ones.

Via Jay Roth
No comment yet.
Rescooped by Sushma Sharma from Thought Leadership and Online Presence!

Hate it or like it: thought leadership has to be earned.

Hate it or like it: thought leadership has to be earned. | Creating new possibilities |

There has been an unusual amount of chatter regarding thought leaders in the digital space. Specifically, many want to complain these folks aren't "doers"...

Via Guillaume Decugis
Guillaume Decugis's curator insight, June 17, 11:41 PM
Great rant by Marcus Sheridan on why being a doer and a thought leader are not necessarily the same. I totally felt the frustration he described some years ago when, a successful entrepreneur with a great exit behind him, I felt I didn't get any attention easily. I didn't hate thought leaders back then but let's admit it: I was frustrated to see others get some attention that seemed undeserved. But as Sheridan points out, thought leadership has to be earned. How?Not by what you do: it can help but it's not the point nor is it even mandatory. It's by what you say which - in digital times - means what you publish. So stop hating and start publishing!
Rescooped by Sushma Sharma from Just Story It! Biz Storytelling!

The Secret To Speaking & Storytelling W/ Passion From Wayne Dyer

The Secret To Speaking & Storytelling W/ Passion From Wayne Dyer | Creating new possibilities |
Inspiring speakers have an abundance of passion for their topic—the burning desire to share their ideas.

Via Karen Dietz
Sushma Sharma's insight:

Passion evokes change in others 

Karen Dietz's curator insight, September 2, 1:46 PM

The famed and much beloved self-help author and motivational speaker, Wayne Dyer, passed away this last weekend, yet his advice lives on.

In this post, written by Carmine Gallo for Forbes, he shares with us the secret to speaking success that also applies to storytelling.

Passion is a tired and overused word these days. When someone says, "Speak/tell with passion" it gets translated into speaking/telling with vigor, being loud, wildly gesticulating, and being forceful. All of that can convey passion -- but so can silence, standing still, standing rock solid in your convictions.

So what is Wayne Dyer's secret for successful speaking and storytelling that allows a better kind of authentic passion to emerge? Read the article and I think you'll be surprised. The points he makes are not commonly recognized but totally right on.

Enjoy this piece and may the storytelling Force be with you.

This review was written by Karen Dietz for her curated content on business storytelling at 

Jane Dunnewold's comment, September 3, 10:36 AM
Love this. Isn't everything about passion - if it can be?
Karen Dietz's comment, September 3, 3:49 PM
Right on Jane! Yes, I particularly love how he characterizes passion. Thanks for commenting.
Rescooped by Sushma Sharma from Leadership!

Blanchard Leaderchat - Mindfulness and Leadership: Three Easy Ways to Be a Better Leader

In the world of coaching, we’ve long practiced and shared the concepts of mindfulness with clients because we’ve seen and felt the results. Mindfulness as it’s practiced as a part of leadership dev...

Via Anne Leong
Richard Dillard, PMP, SSBB, ABD 7.1's curator insight, April 6, 10:02 AM

Great, simple tip: mindfulness! As leaders, we most need to be mindful of the impact we are having on others. As this article points out, those we engage with on a daily basis are usually the first to notice when we're slipping.

Cassie premo steele's curator insight, April 7, 10:41 AM

Here's a great article on how mindfulness can help us be leaders.

Aisli Madden's curator insight, April 12, 7:59 AM

This is a great read for fellow mindful entrepreneurs! #mindfulness Don't forget to buy "Zenji Heals his Muzzy Bug" on #kickstarter b4 its too late!   ; #mindfulness 

Rescooped by Sushma Sharma from Peer2Politics!

Future of Work Is About "Shared Leadership"

This video by Cheryl Cran Future of Work and Change Leadership Expert is about the shift from a purely hierarchical model of business to a more egalitarian ...

Via jean lievens
No comment yet.
Rescooped by Sushma Sharma from Metaglossia: The Translation World!

Language barriers broken through words of diversity, inclusion

Language barriers broken through words of diversity, inclusion | Creating new possibilities |
Richard Jones was in the process of buying a home when he encountered a situation that people who are heterosexual do not often have to go through.
When Jones was purchasing a home with his partner, they could not be listed as such because it was not in the system, so they went from being partners in person, to “roommates” on paper.
Jones, who is communication studies professor, presented on the discourse of heteronormative practices along with Linda Scholz, also a communication studies professor, during a workshop called “Speaking the Language of Diversity and Inclusion” Monday evening.
This discussion was also part of the Making Excellence Inclusive initiative to help diversify and bring an inclusive environment and dialogue to Eastern’s campus.
A heteronormative practice is the perception of heterosexism in mainstream being seen as the norm while ignoring practices or lifestyles identified with people who are LGBT, according to the presentation.
“It’s kind of like the coming-out process all over again,” Jones said.
Jones said a way to combat situations like this is to never assume. He said an example of this was when word of he and his partner buying a home spread around his job, the assumption was that Jones’ partner was buying a home with his wife and not another man.
“Apparently I’m the wife,” Jones said.
Those assumptions exemplify what Jones and Scholz classify as the dominant and non-dominant groups in society.
Those who enjoy status in the dominant group are able to have more cultural and socializing power, as well as getting to set the status quo for what is perceived as “normal.”
People who operate under the social constructs of the non-dominant group are less privileged both economically and socially than others.
Scholz used the example of racial assumptions, mentioning how more police are at social gatherings for African-Americans on campus because of the notion that they are more violent.
Racial assumptions and how they impact people are what lead into Scholz mention the notion of “whiteness” and white privilege.
“White experiences are the ones that are centralized,” Scholz said.
White identity is universally seen as the standard that produces a “color blind” logic as well as discriminatory hiring.
Scholz said when a white faculty or staff member walks around the Eastern community, they have to navigate differently than those who are African-American.
However, that does not mean white people cannot challenge and will not speak on issues dealing with racism, nor does that mean African-Americans cannot perpetuate racism and whiteness.
The workshop also mentioned several other languages dealing with diversity and inclusion.
Jones said one recent popular term is misogyny, which is the hatred of women or an act of slut shaming. He said it is one of the issues that happens jokingly between people, but also casually ignored.

Via Charles Tiayon
oocity's curator insight, March 6, 6:11 AM

ajouter votre aperçu ...

Jake & Ethan dragon slayers's curator insight, April 9, 5:22 PM

Lifestyle: the language diversity in Africa is spreading into different regions. Language is the prime resource of connectiOns. Losing a language in your country  is like losing  all your money in the bank.


Rescooped by Sushma Sharma from Creating new possibilities!

The best thing about Steve Jobs was his vision was more about the products ... - BGR

The best thing about Steve Jobs was his vision was more about the products ... - BGR | Creating new possibilities |

The best thing about Steve Jobs was his vision was more about the products ...

Via Rob McCarty, Sushma Sharma
Rob McCarty's curator insight, September 11, 2013 6:44 AM
Great article on Jobs leadership and legacy to business.
Rescooped by Sushma Sharma from Visioning for Business!

9 Things Happy, Successful People Choose to Ignore

9 Things Happy, Successful People Choose to Ignore | Creating new possibilities |
Practical Tips for Productive Living

Via Rob McCarty
Rob McCarty's curator insight, December 26, 2013 12:26 PM

Great article about things Happy people choose to ignore. If your doing the right thing - these tips will help keep you positive, and moving in the right direction. #1 is probably the most significant point to me in regards to the above comment. HOW not WHAT.

Rescooped by Sushma Sharma from Story and Narrative!

The Lessons Are in Your Story – Women in Leadership Learning Through Storytelling

The Lessons Are in Your Story – Women in Leadership Learning Through Storytelling | Creating new possibilities |

When I decided to study women’s leadership, I needed to interview women leaders. To do this, I had to design a way to determine what gives a woman her unique leadership ability. When I contacted women leaders and asked them about their leadership skills, many couldn’t find a way to identify exactly what it was that gave her the ability to be a leader.
So I decided to take a different approach. I decided to ask the women to tell me their stories. Having the chance to talk about leadership stories was the key to finding the lessons from women leaders.
The lessons were in the story.

Via Gregg Morris
No comment yet.
Rescooped by Sushma Sharma from Successful women!

The Most Undervalued Leadership Traits Of Women

The Most Undervalued Leadership Traits Of Women | Creating new possibilities |
It’s impossible to respect, value and admire great leadership if you can’t identify what makes a leader great. Because of this, the identity crisis I have written about that exists in today’s workplace is something that women leaders in particular have been facing for much too long. While the tide is changing and more women are being elevated into leadership roles, there is still much work to do. As of July 2013, there were only 19 female elected presidents and prime ministers in power around

Via AnYes van Rhijn
AnYes van Rhijn's curator insight, November 26, 2014 8:45 AM

Great women teach men about women...

Lauran Star's curator insight, November 28, 2014 4:07 PM

What are your strengths?

Rescooped by Sushma Sharma from Technology in Business Today!

Why Women will Take over Business Leadership Roles in the Future

Why Women will Take over Business Leadership Roles in the Future | Creating new possibilities |
Studies show that women are being better rated as leaders, attracting more venture capital and becoming the face of the healthcare industry. If these trends continue, the writing is on the wall. Women will lead U.S. business in major ways.

Via TechinBiz
No comment yet.