The Latest Insights from Leading NOW

According to a recent article in CEO World, among the top 3 things that are keeping CEO’s up at night is the strength of their people. But it’s not physical strength that keeps them awake. It’s the strength of their current and future leadership talent that has them concerned. 

When we asked successful women leaders across all industries what they recommend organizations do to bring more women into senior leadership roles, a common thread from their responses emerged––diversity and inclusion is integral.  In part three of our Leadership Lessons from Women Leaders research series, we share their insights and suggestions, along with a few of our own.

  Nokia – All Set for Historic Culture-led Turnaround A long-term client, Nokia, a F500 telecoms and technology company famously headquartered in Finland, approached Leading NOW in early 2019 in order to accelerate their journey to being a more inclusive workplace, they asked us to customize a manager curriculum focused on bias recognition and mitigation.

Continuing our blog series and 4 Steps to Making a Real & Lasting DE&I Impact, we covered step #3 and how to build inclusive leadership across your business. We explored how creating a culture of inclusion can start to address our diversity challenges and ensure that all talent is welcomed, valued, and developed. The next part of the prescription addresses the ‘E’ in DE&I, which I feel is the ‘Cinderella’ of the equation. Equity is critical to long-term success, but often the poor relation when it comes to share of company attention, action, and resources. 

With the gender gap growing at a rapid pace due to Covid-19, the retention and advancement of women in the workforce is at an important and critical inflection point. We know that hiring alone won’t address the gap, but the right kind of strategic talent development and coaching can!  Leading Women is helping our clients develop, advance, and retain the talent they have within and across all levels of their organization - so that they see the opportunities that are possible at an organization that is committed to investing in their career journey. Leading Women has been recognized as a Top 10 Leadership Development Training/Coaching Company!

Wondering how you can navigate to the “new normal” when you’re not even sure what the new normal is? Although you may not realize it, change is constant, and acknowledging this means you have actually taken the first step to the path forward. Leading Women, named a 2020 Top 10 Leadership Development Training/Coaching Company by HR Tech Outlook, put together the following list to help you navigate and emerge successfully as your organization transitions out of quarantine.

This is the final post in our current blog series on the core leadership competencies needed to navigate an environment of constant change. So far, we’ve looked at what it means to demonstrate Interpersonal Savvy, Organizational Agility, Dealing with Ambiguity, and Managing Complexity. And today, we’ll conclude with a look at “Resiliency” -- appropriately so, given the change we are collectively navigating across our world. When we began this series back in March, it was just days after International Women’s Day and during the first moments when the reality of the current Covid-19 crisis was becoming clear. And here we are today, globally still navigating change -- one where the power and strength of resiliency has become abundantly clear. Whether we’ve seen this through the visible and heroic demonstrations by essential workers on the front lines of the crisis in healthcare, public safety, education and food services -- or a version that is less visible because it’s happening inside each of our homes as we adjust and navigate work, family, connection, and our physical & mental well-being while in quarantine. Resilience is most certainly essential.

We are continuing our series on the core leadership competencies needed to navigate an environment of constant change. Change that is defined as volatile, uncertain, complex and ambiguous (VUCA). So far we’ve looked at Interpersonal Savvy, Organizational Agility and Dealing with Ambiguity. This week, we’ll take a look at Managing Complexity, which we define as: A focus on achieving results while minding multiple factors including ones like geography, risk, media attention, government regulation & diverse communities. 

We are continuing our current blog series on the core leadership competencies needed to navigate change. Change that is defined as volatile, uncertain, complex and ambiguous (VUCA). So far we’ve covered “Interpersonal Savvy” and “Organizational Agility” - and today we are digging into “Dealing with Ambiguity.”  “Ambiguity is a type of meaning in which a phrase, statement or resolution is not explicitly defined, making several interpretations plausible. A common aspect of ambiguity is uncertainty.”

We are continuing our series on the core leadership competencies needed to navigate an environment of constant change. Change that is defined as volatile, uncertain, complex and ambiguous (VUCA). Last week we focused on the “Interpersonal Savvy” competency and this week we are highlighting “Organizational Agility.” We define this competency as: “Getting “it” done through formal and informal processes.”