Self-awareness is a powerful tool. It is an essential aspect of personal growth and understanding oneself. For neurodivergent individuals, developing self-awareness holds even greater significance. Neurodivergence encompasses a diverse range of neurological conditions, such as autism, ADHD, dyslexia, and more, which can impact how a person perceives and interacts with the world. In this article, we explore the process of becoming more self-aware and how it can benefit individuals in navigating their lives more effectively.
Before delving into the significance of self-awareness, it is incredibly useful to understand how your brain tends to work. Each of our brains provides us with unique strengths and challenges, and neurodivergence can affect cognitive functions, communication, social interactions, and sensory perceptions. By recognizing our way of being, individuals can embrace their differences and better understand how it influences their experiences and perspectives.
Self-awareness begins with self-reflection – the process of examining one’s thoughts, feelings, and behaviors objectively. Taking time to reflect on experiences, triggers, and responses helps individuals identify patterns and gain insight into their emotional and cognitive reactions.
Embracing your unique traits is important. Many neurodivergent traits are assets, offering unique ways of processing information and solving problems. Learning about and embracing these strengths can boost self-esteem and provide a foundation for building self-awareness.
While celebrating strengths, acknowledging challenges is equally important. By being honest about areas of difficulty, individuals can seek support, develop coping strategies, and find adaptive solutions to navigate life more effectively. Self-awareness isn’t solely about internal reflection. Seeking feedback from trusted friends, family, or professionals can provide valuable insights into blind spots and hidden strengths. It can also foster better communication and understanding in relationships. This can be a tricky one, finding someone who’s opinion you trust and value, but the search is worth it. I personally have learned that feedback from anyone is a gift, whether you accept what is being said of you, or understand it as a perception, both types of feedback are equally important, and neither should be ignored.
Mindfulness practices, such as meditation and grounding techniques, can be beneficial for individuals to stay present, manage anxiety, and develop a deeper connection with their thoughts and emotions. I don’t personally enjoy traditional mindfulness practices, as my mind tends to race around, however, I find exercise, listening to loud music, and reflecting on things I’m grateful for (sometimes all at the same time), are hugely beneficial for me to stay grounded.
Keeping a journal, even for a short while, can aid individuals in tracking their emotional and cognitive experiences over time. Writing things down allows for self-analysis and the identification of growth areas. Try things and search out what works for you.
Sensory processing challenges are common among neurodivergent individuals. Being aware of triggers and practicing self-care when overwhelmed can help regulate emotions and prevent burnout. It is valuable to learn how to explain to others about the sensory experiences that won’t allow you to be at your best, it will encourage understanding, even if not immediately. If you would like to, you can practice these explanations with a trusted person to get the words you need and find the best way to explain your experience and needs.
Self-awareness is an ongoing journey, and growth comes with both successes and setbacks. Embracing the process and accepting oneself with compassion is key to developing a stronger sense of self-awareness. Over the years, the feedback I have received has always been useful, but noticing myself and self-reflection have been the most useful way for me to understand myself better and to grow as an individual, a mum, a friend, a daughter, a sister, an employee, and a leader.
As well as listening to feedback and noticing how other people respond to me day to day, I also like to learn through reading. Below are some of the books that I have found most useful in my journey towards self-awareness over the years, it’s not an exhaustive list and I think that the journey will never end, but these have all in some way contributed to my understanding of myself and of others to date.
The Chimp Paradox, by Prof. Steve Peters
– Provided me with lessons in understanding the natural responses of my mind and the power there is to control one’s own emotions.
The Art of War, by Sun Tzu
– Enjoyed by both me and my 14-year-old Son. Although this is a book about the strategies of war, it encourages you to analyze your character and not to sabotage yourself and to be strategic about where you put your energies.
Neurotribes (the legacy of autism), by Steve Silberman
–This book chronicles autism research over the years and the author ‘maps out a path towards a more humane world for people with learning differences.’ It’s a long one and may be of interest to those who are interested in neurodiversity and ‘how to think smarter about people who think differently’.
The things you can see only when you slow down, by Haemin Sunim
– A favorite I still dip into often and have given copies as gifts to friends. It offers wise words and affirmations about ‘How to be calm in a busy world’.
The rules of work, by Richard Templar
– I read this early in my career and always remember its believable usefulness. I reflect now, over 20 years later, and I have to say it’s accurate!
Self-awareness is a powerful tool that enables you to better understand your unique strengths and challenges. By embracing how your mind works, practicing self-reflection, seeking feedback, and learning, individuals can lead more fulfilling and empowered lives. Ultimately, self-awareness serves as a foundation for personal growth, allowing individuals to navigate an often busy and sometimes confusing world with more confidence and authenticity.
Accepting oneself with compassion is key to developing a stronger sense of self-awareness.
We live in a competitive and changing business world, with the success of an organization depending heavily on the effectiveness of its employees. My experience in leading people over the past 20 years has taught me that, while providing autonomy and independence is essential, it is equally important for those who lead people to recognize the significance of employee coaching. Coaching employees, as opposed to solely leaving them to perform independently in their roles, is an investment that cultivates a culture of growth, engagement, and continuous improvement. In this article, I explore the reasons why coaching is crucial for unlocking the full potential of employees and driving organizational success.
Coaching plays a pivotal role in honing and developing the skills of employees. Through regular coaching sessions, managers can identify individual strengths and weaknesses, provide constructive feedback, and align appropriate training interventions. By offering guidance and support, leaders empower employees to overcome challenges, enhance their performance, and acquire new skills. This focus on skill development not only improves individual capabilities but also contributes to the overall growth of the organization.
Investing in coaching team members demonstrates a genuine commitment to their growth and professional development. Such investment fosters a sense of engagement, job satisfaction, and loyalty among employees. When employees perceive that their organization is invested in their success, they are more likely to feel valued, motivated, and willing to go the extra mile. Additionally, coaching provides a platform for open communication, where employees can voice their concerns, share ideas, and seek guidance. This collaborative approach strengthens the employee-manager relationship, leading to higher retention ratesand reduced turnover.
In an era of rapid technological advancements and evolving market dynamics, organizations must encourage a culture of continuous learning and adaptability. Coaching serves as a vehicle for knowledge sharing and instills a growth mindset within employees. Leaders who coach can offer insights, share industry trends, and provide resources that help employees stay ahead of the curve. By nurturing a learning environment, organizations can proactively prepare their workforce for new challenges, promote innovation, and ensure long-term sustainability.
Coaching, whether ad hoc or during scheduled meetings provides an opportunity to align individual goals with organizational objectives. Coaches help employees understand how their contributions fit into the bigger picture and guide them towards specific targets. Regular feedback and performance discussions allow for course corrections, ensuring that employees are on track to achieve their goals. This alignment promotes a sense of purpose and direction, enabling employees to work with focus and clarity.
Effective coaching is instrumental in nurturing future leaders within an organization. Through coaching, companies can identify high-potential employees, develop their leadership skills, and create a talent pipeline for future growth. Coaching imparts valuable insights, provides mentorship, and offers guidance that prepares employees for leadership roles big and small. This approach to succession planning minimizes leadership gaps, enhances organizational resilience, and supports long-term success.
Coaching employees is not a luxury; it is an essential investment in their growth and the overall success of an organization. By providing guidance and support though coaching, leaders can unlock the full potential of their employees, foster engagement, and cultivate a culture of continuous improvement. Coaching is an ongoing commitment by those who lead individuals, teams and projects, it is a habit that the best leaders possess, and it propels employees and organizations towards excellence.
While providing autonomy and independence is essential, it is equally important for managers and leaders to recognize the significance of employee coaching.
Universal design refers to the concept of creating products, environments, and systems that are accessible and usable by as many people as possible, regardless of their age, abilities, or disabilities. The goal of universal design is to allow everyone to experience the workplace to the fullest extent possible without the need for adaptations. By incorporating universal design principles into your workplace, you can make it more inclusive and appealing to a diverse range of talent.
Here are a few reasons why universal design can help you attract more talent:
Inclusivity:
Universal design promotes an inclusive work environment that welcomes individuals with diverse backgrounds and abilities. By prioritizing accessibility, demonstrate that your company values diversity and is committed to providing equal opportunities for all employees.
Attracting diverse talent:
When your workplace embraces universal design, it becomes an attractive option for individuals with disabilities or special needs. These candidates will bring unique perspectives, skills, and problem-solving abilities to your team, contributing to innovation and creativity.
Employee satisfaction:
A universally designed workplace fosters a positive work experience for all employees. When employees feel supported and accommodated, they are more likely to be satisfied and engaged in their work. This, in turn, can lead to higher productivity, lower turnover rates, and a positive employer brand.
Customer appeal:
Universal design extends beyond the workplace to include products and services. By considering the diverse needs of your customers and incorporating universal design principles into your offerings, you can attract a wider customer base. This broader appeal can lead to increased market share and business growth.
Legal compliance:
In many countries, there are laws and regulations in place to promote accessibility and prohibit discrimination based on disabilities. By adopting universal design, you ensure compliance with these legal requirements, minimizing the risk of legal issues or negative publicity.
By embracing universal design, you not only create an inclusive work environment but also tap into a larger talent pool, enhance employee satisfaction, and potentially increase your customer base.
Employers can embrace universal design by taking the following steps:
Accessibility in the workplace:
Ensure that your physical workspace is accessible to employees with disabilities. This includes providing ramps, elevators, accessible restrooms, designated parking spaces, and adjustable workstations. Consider the needs of individuals with mobility challenges, visual impairments, hearing impairments, and other disabilities.
Inclusive policies and practices:
Review your company policies and practices to ensure they are inclusive. This includes policies related to recruitment, hiring, training, career development, and accommodation. Implement practices that promote equal opportunities, such as providing reasonable accommodations during the hiring process and creating mentorship programs for employees with disabilities.
Communication and information accessibility:
Make sure your communication channels and information are accessible to all employees. Provide alternative formats for documents (e.g., large print, Braille, accessible PDFs) and ensure that your website, intranet, and other digital platforms comply with accessibility standards. Consider how meetings and events are conducted and whether these are accessible and take account of all types of thinkers and all types of disabilities.
Training and awareness:
Offer training programs and awareness sessions to educate your employees about disability inclusion and the benefits of universal design. This can help foster a more inclusive and respectful workplace culture, promoting empathy, understanding, and collaboration.
Flexible work arrangements:
Implement flexible work arrangements that accommodate the diverse needs of your employees. This may include options such as telecommuting, flexible working hours, part-time schedules, or job sharing. Recognize that different individuals may have different needs and preferences and be open to discussing and accommodating them on a case-by-case basis.
Collaborate with disability organisations:
Engage with disability organisations or consultants who specialise in accessibility and universal design. They can provide guidance, resources, and insights to help you create a more inclusive workplace.
Remember that embracing universal design is an ongoing process. Regularly assess and evaluate your practices, solicit feedback from employees, and make adjustments as needed. By actively promoting inclusivity, you create a work environment that is attractive to new hires and where all employees can thrive and contribute their best.
If you would like to know more about how AMS can help you build a diverse workforce – then please reach out to me at [email protected]
By embracing universal design, you not only create an inclusive work environment, but also tap into a larger talent pool.
We were thrilled to win this competitive award at the 2023 ISE Awards last week. The award recognises ‘partnerships that drive excellence, are innovative and make a highly valued contribution to the sourcing of emerging talent’, which perfectly describes the AMS and Rolls-Royce Early Careers partnership. You can review the overall winner for each award HERE.
AMS has delivered Early Careers services to Rolls-Royce since 2013, with an expanded E2E global service launched in 2019. The partnership journey since then has been one of true collaboration & a shared vision for making Rolls-Royce a leading early careers employer in the UK & globally.
AMS & Rolls-Royce are extremely proud of what has been achieved together. Both often reference the partnership as an example of what can be accomplished with clear goals & ongoing communications and partnership enabled by a well-structured, operationally sound model.
Here are just a few examples of what we have been able to achieve together:
Fulfilment of an annual demand around 1,500, delivered by a global, scalable, dedicated AMS team with less than 5% attrition & winners of the 2022 Q3 Inspiring Team award at AMS (highly competitive)
Embedding DEI into the E2E process & aligning DEI priorities, increasing female hires from 21% to 42% across the life of the partnership & with a close focus across ethnicity, neurodiversity & social mobility
AMS led a complete design, delivery & continuous evolution of global campaign reporting, including the introduction of PowerBI & a reporting suite of over 20 reports, with external insights also provided regularly to support Rolls-Royce in strategic decisions
Assessment redesign: AMS Assessment Consulting, led by Claudia Nuttgens, designed an award-winning global assessment re-design project across all Early Career programmes, creating a best-in-class, highly inclusive process resulting in more diverse hires
Power Series Launch: six inspiring, diversity-focused & information-packed virtual events, giving an intriguing insight into the business. Designed by Suzanne Nash within the AMS Branding & Attraction team, this series of events successfully generated a 34% increase in female and 43% increase in non-white applicants
We are so proud to receive this award and would like to congratulate the other organisations shortlisted in this category for the work they are also doing to create new and engaging opportunities for early career candidates.
We were thrilled to win this competitive award at the 2023 ISE Awards last week. The award recognises ‘partnerships that drive excellence, are innovative and make a highly valued contribution to the sourcing of emerging talent’, which perfectly describes the AMS and Rolls-Royce Early Careers partnership
We’re all navigating uncertain times. Economic and organisational changes are having a huge impact on the talent market. Supply chain issues, skills shortages, and rapid economic shifts are adding additional layers of challenges for the talent acquisition (TA) leaders.
With the constant flex in the market today, planning for tomorrow may seem impossible. So, how can TA leaders plan and put an effective strategy in place?
TA teams are struggling to get clear line of sight to do workforce planning for the months ahead. They worry they won’t be ready when they need to start recruiting. Andif you’re not ahead of it, you’re behind it.
Recently, AMS held a roundtable with some of APAC’s leading TA professionals from a variety of sectors, including hospitality, medical technology, data and analytics, and more. The panellists discussed how businesses are responding to the challenges and opportunities in workforce planning, and how they are finding the right talent in today’s uncertain market.
Scalability is key
The need for scalability in today’s uncertain market was a major theme of the event. While the APAC region continues to see stronger growth than others, it is crucial for TA teams to be able to cope with the ebb and flow of demand in the overall global economic conditions. If you don’t know what’s around the next corner, how do you prepare for it?
Our roundtable experts emphasised the need to be proactive and to look ahead.
One of the panel speakers had previously partnered with AMS to ensure their TA teams were scalable to today’s shifting market. Working with AMS provided them with a sourcing hub in different global locations. With the APAC market growing at pace, it allowed them to look at recruiting in countries that were quieter – for example, having Singapore recruiters flexing to Australia, India and elsewhere. Wherever there was a need, a global solution provided the ability to flex and scale to fill those gaps where it was needed most.
Think global, not local
A successful business needs the right quality of talent. But with the talent and skills shortages affecting organisations world-wide, the hiring market is much more competitive. In order for businesses to move to the next level, they need to look beyond their own doorstep.
Many of the panel experts said a significant focus right now is trying to break down barriers to create a truly global organisation when hiring talent. For example, the right candidate might be based in India for a role in America. Or a role in Sydney might be perfect for someone in London. Businesses need to understand how to navigate the complexity of local markets – on a global stage – to capitalise on talent that they may otherwise overlook.
But for this solution to be successful, leadership needs to work closely with HR departments. The key will be looking at ways to put together plans so that all functions are thinking as one. With one approach, finding the right candidates, wherever they may be, becomes easier.
Another way APAC businesses are getting better visibility over workforce planning is by setting up global transfer teams. By having better dialogue around working cross-border, and understanding the complexities to do this, they are able to work together to put the right candidates in the right place.
After all, it’s easy to hire in your own local market, but when you’re an international business, you need to be more agile.
Combating the skills shortage
There was one thing all panel experts agreed on: skills shortages. Technical and professional roles in particular are a pain point across multiple industries.
One of the ways some TA teams are tackling this, is by looking at how they partner with universities and colleges. By working closely with these educational institutions, they can understand what type of new graduate talent will be coming through the pipeline and ensure the candidate numbers are there to fill the roles.
Another way to bridge the skills gap and capture Gen-Z talent, is setting up apprenticeship academies. By doing it themselves and not relying on government approval, panellists outlined how they were able to fast-track people while they were in the job, ensuring they were qualified more quickly, and had the specific skills needed for their role.
Ultimately, one of the central ways the panel speakers are staying ahead of the game is by ensuring access to, and building, a wide talent pool. Those on the panel are arming themselves with the ability to draw on candidates when they need to fill a role – and quickly. But talent pools aren’t easy to look after. Talent won’t hang around and wait for those critical jobs. Maintaining and nurturing talent pools is also a crucial part of the process.
Retain, not recruit
Many businesses are experiencing high attrition rates. One panellist said that their TA team had to replace the same role twice in a year. This kind of turnover can take a huge toll on TA resources.
What was apparent is that the go-to solution for most at the executive level of the business was to look externally for new talent. But this can be counter-productive and doesn’t always address the problem.
One speaker said that their TA teams are looking at things differently and approaching the issue by concentrating on retention. They’re trying to create a culture around internal mobility through a skills-based approach and pushing this as a new business model.
How are they delivering this? Through prioritising training and development of the individual and giving the employees more tools and skills to support their career development. This approach helps to reduce attrition rates, as well as prevent the emergence of further skills shortage.
But as the speaker noted, while this can be an effective way to mitigate skills shortages internally, it can be difficult to achieve buy-in from higher-ups in the organisation.
Another issue discussed was around how people now look at work differently. The pandemic has changed the way many people look at work. No longer is it a 9-to-5 job in the office – employees are demanding new ways of working. This is proving challenging for businesses, especially now that they are returning to the more traditional approaches to work and office life.
Employees don’t want to go back to how it was. So, TA Directors need to address this when hiring candidates. More and more of us are now working from home, so businesses are having issues navigating this tricky subject. Some businesses have begun 4-day week trials, and it will be interesting to see how successful these are to the operational needs of the business.
The future is AI
Another interesting topic among the panel experts was the emergence of AI tools, and how these will flow into HR systems. Could it help internal mobility? Will it be able to spot and predict trends? Can it provide a greater understanding (and tracking) of what skillsets the business has within its organisation?
The possibilities of AI are endless. One expert noted that an AI forecasting tool to understand what candidates are looking for would be game-changing. The right technology could mitigate the feeling from HR that they’re always playing catch-up. Currently, by the time they do, the candidate requirements have moved on.
An appetite for change
One thing that was loud and clear from the webinar session is that all our panel experts are looking at creative solutions. From thinking about new ways to scale, to being prepared for whatever is around the next corner.
But as everyone agreed, taking the business on the journey is tricky. There’s an appetite within TA to bring in alternative skills and new ways of working, but less so within the business. Their immediate agenda is still getting projects done and work finished.
Need help in building a workforce plan in today’s uncertain talent market? Speak to AMS today.
By Richard Clough, Media Strategy Manager – Employer Brand Advisory
When things are going well, everything seems easy. From the phone calls you make to every interaction, they all feel positive. For many, this is how it was for years, yet what we didn’t know at the time was this was just ‘normal’. Hitting targets, being rewarded, taking holidays – it’s what we did. Then in 2019 Covid struck, and everything changed. Fast forward three years, and we’re all paying a heavy price.
Costs are rising, wages are static, our mental health has been compromised and what once came easily to us feels like a distant memory. This, coupled with the exponential amount of pressure on everyone, means people’s behaviour can quickly change.
Previously high-performing and cohesive teams can become fragmented. Dissatisfaction can become an all-consuming focus, and a constant distraction. In isolation, these things might not appear to matter and could simply be misconstrued as ‘people being people’. But it’s not the case. Do not underestimate the power of the grapevine; once an actual ‘chat’ during breaks, is now something that only takes place on Teams.
At times of uncertainty, employee engagement must be carefully nurtured. It’s important to be aware of and focus on what you can control, not on what you can’t. Here, we explore six ways you can easily achieve better employee engagement:
Gratitude – Whether collectively or individually, you can thank everyone for their contribution, reminding them of how valued they are. It might seem trite, but the underused word ‘thank you’ goes a long way to making people feel differently towards their work.
Openness – Give your teams an open forum for discussion where nothing is off-limits, and nothing is recorded. Where they can share their concerns and opinions in a group environment. We’ve done this at AMS, calling it ‘Frank Fridays’, where the whole team is invited and encouraged to be frank. It’s fun, but sometimes there’s a serious undertone: ‘If we’re doing well against our budget, how come we aren’t backfilling Dave’s role?’, for example. But it’s these kinds of conversations that, if left, can breed anxiety. So, open the debate.
Recognition – When the opportunity for hiring comes, always aim to promote from within. Recognising and rewarding existing talent sends a clear and positive message, which exalts the values of the business.
Development – For those who have unsuccessfully applied for internal roles, it sets up the perfect opportunity to create a development plan based on a tangible outcome. By identifying gaps in an individual’s skillset and providing targeted training, it will close the gap and increase their chance of success for future applications.
Training – At AMS, we have a dedicated training resource platform we can draw upon at any time. But for those that don’t, the web has a wealth of training material (some accredited) that can be tapped into, providing employees with skills to be even better at their jobs. Employees often need these resources to be signposted and given ‘permission’ to pursue the training as part of their working week. My team have recently upskilled and improved their outputs after completing LinkedIn accredited training courses in running successful paid media campaigns.
Flexibility – We all like a bit of flex, but is everyone aware of the extent of flexibility existing within your organisation? At AMS, we’re fortunate to be able to work almost anywhere. For most, this means working at home or being around for school pick-up and not having a commute home. But what if you took it further? You could ‘Air BnB’ your home for a month in the summer, leaving to ‘live’ overseas. Or, with a global footprint, you could encourage staff to do a house-swap. Australia anyone?! There’s nothing particularly ground-breaking here but getting people to think differently about the benefits they enjoy can help them re-evaluate their feelings towards them, and how important they are.
This list is by no means exhaustive, but rather an example of just some of the things we can all do as managers to help people feel more engaged. There is no financial investment required, only time, which is something we’re all short of but that we all have. It’s just a case of carving out some of it for your people, and their engagement.
Ultimately, it’s about creating a deeper sense of belonging. Helping your teams to feel that they are part of a thriving community. A place where their contribution really matters, and where they feel truly valued for the work that they do.
There is plenty of compelling evidence indicating that the most disadvantaged in the UK are less likely to progress through the career ladder and those who are economically advantaged tend to stay at the top. Over the last few years many organisations have started to embed social mobility strategies as a way of opening up opportunities to those from these disadvantaged pools of talent. We at AMS are committed to levelling the playing field through our commitment to social mobility.
What are we doing?
We formed an employee resource group (ERG) for Social Mobility in 2022, co-led by 2 x Leaders from across our business and sponsored by our Growth & Commercial Managing Director, who sits on Exco. Our Social Mobility ERG is the second largest internal DEI community at AMS playing a critical role in driving the overall social mobility agenda and providing a safe community space enabling different ideas and perspectives to thrive
2 years ago we started collecting social mobility data for our UK based employees – 76% of our employees have voluntarily submitted their data
What does the data tell us? 36% of our employees are from working class or lower socio economic backgrounds, which is slightly less than the national benchmark of 39% We will continue to work tirelessly to increase the representation up to and beyond this national benchmark
We were successful in reaching the Social Mobility Foundation 2022 Employer’s Index Top 75 organisations, recognising our commitment and support to social mobility in AMS. We are currently pulling together our 2023 submission
We continue to partner with the UK charity, Beam, who support homeless people. Since partnering, we have committed that all new employees who started with the business after 1 March 2022, are given a £10 voucher to allocate to an individual supported by Beam to help them off the streets and into a long-term career and home
AMS Client roundtables – throughout 2023 we will be hosting 3 social mobility focused virtual events with our public sector stakeholders
We are partnering with organisations to support in enhancing the reach to under-represented talent pools, including Recruit for Spouses and Bridge of Hope
We support the Princes Trust NI employability programmes including “Get Hired Programmes”, “Enterprise Challenge” and “Unlock Skills for Work” in lower socio economic areas in NI
We are proud of the progress that we are making, we know we have more work to do and we remain committed to making positive change.
I’d love to hear your thoughts on what initiatives your organisations are embarking on that are having a positive impact on social mobility.
Last night I was privileged to attend an event at Winfield House hosted by the Honourable Ambassador Jane Hartley of the Embassy of the United States of America, to celebrate Netflix’s new series, The Diplomat.
In her address to the guests, the US Ambassador intrigued me when she highlighted that she was the first female US Ambassador in 50 years and that she hoped that The Diplomat would encourage more girls to consider diplomacy as a career.
This got me thinking about the impact of TV and the media on perceptions and ambitions of different career paths.
As of 1 January 2023, there are 31 countries where 34 women serve as Heads of State and/or Government according to UN Women. And in my curiosity to learn more, I watched a Ted Talk from 2010 with Former US Secretary of State Madeleine Albright sharing her experience ‘On being a woman and a diplomat’
Allbright believed that where women are politically and economically empowered, countries are better off. And that it’s important to have a critical mass of women in leadership positions. She also spoke about the key skills needed in this line of business that women are naturally good at such as personal relationships and telling it how it is when needed. I especially liked her motto of the importance of women supporting other women and that she believes ‘There is a special place in hell for women who don’t help each other’.
My thoughts conclude with the well-known quote, “If you can see it, you can be it” and I have no doubt on the impact that film and tv have on young girls’ aspirations of future leadership roles.
If you are a high- achiever, constantly challenging your own comfort zone and striving for growth continuously chances are that you are often wracked by anxiety. The world around us with looming economic headwinds, war, layoffs definitnely add to that anxiety as well.
In this article published by the Harward Business Review, the author talks about ways to harness the anxiety for personal and professional growth. Read on….
Anxiety can be a benefit: it fuels their drive, hard work, and achievement. They’re prized employees precisely because they go the extra mile and are satisfied with nothing less than the best.
I’m excited about our upcoming webinar, “The Power of the C-Suite Perspective: The Business Imperative of DEI.” It’s the first in our three-part DEI Knowledge Exchange webinar series for 2023.
Our panel of experts for this webinar includes those who have served in C-Suite roles. They are experienced with what really works — and what doesn’t — when engaging with C-Suite leaders around transformational DEI change. Our speakers will share their personal insights on ways to embed DEI into an organization’s DNA, with a focus on driving accountability to create lasting impact.
Our webinar will cover a range of topics, including:
How to create accountability in your business from the C-suite level
How to use meaningful data and analytics for insight and effective storytelling, while being transparent about your organization’s DEI journey
How the C-suite can drive business outcomes for DEI
For DEI to be fully embedded as a way to do business, there must be commitment from the top, which is embraced by colleagues across the organization. This webinar is dedicated to discussing how leaders are imperative to driving lasting impact and making change stick.
During the webinar, you will have the opportunity to ask questions and connect with other professionals who are passionate about promoting diversity, equity, and inclusion. Our panel includes leaders from a variety of industries and backgrounds, all of whom have extensive experience in fostering diverse and inclusive workplaces..
