ADR authors listed by last name R-Z
Toxic employees are trying to “take over” and create toxic workplaces. As a diversity trainer, sexual harassment prevention trainer, consultant, executive coach, and expert witness, for twenty five years now, so much of my work points to one emerging phenomenon – toxic employees, toxic workplaces, are on the rise!
Continue reading Toxic Employees, Toxic Workplaces- By Mauricio Velásquez
Close your eyes. Imagine that you are the average white American in the early 21st Century. You can visualize yourself as president of your country (or country club). You can see yourself as the object of widespread adulation for winning an Oscar or Olympic gold. You have no difficulty picturing yourself as a graduate of Stanford or Harvard or Duke, as an inventor, as a diplomat or a thousand and one other achievements. But when you focus your mind on your fellow Americans of African or Asian or Native or Latin heritage, what do you imagine then? What images spring to mind?
“I am a Generation Y. ” This statement seems harmless enough, until you find yourself planted in a room full of baby boomers fed up with the millennials, the whiney, egocentric, group of fickle youngsters filing into the newly unstructured world of work. We are the facebookers, the job-hoppers, the demanders and questioners who want a raise NOW with a company car and a key to the executive washroom. Never mind that we’ve only been working for two months. True, the Y generation may be a bit spoiled and tend to expect rewards somewhat prematurely, but we do have a few good traits that could encourage you to work with generation differences.
Many African leaders have used the term ‘We Africans’ in their speeches and statements. Subsequently, many researches and works based on findings in one African society have been deemed to be relevant elsewhere in Africa. For example there are books on African organizations, on the African management style, on African values…Those pieces of work are never based on empirical studies covering the entire continent.
Continue reading African Cultural Differences — by Pascale Sztum
A high school classmate of mine recently posted a notice on a Facebook webpage to which we both subscribe about the passing of her younger brother, Peter. Peter, as it turned out was a veteran of the U.S. Coast Guard. After serving for four years he attended college as a radio broadcast major. He graduated as valedictorian of his class and became involved in the administration of his college alma mater for thirty years, many of those years spent in financial services as the bursar. His sister and his colleagues noted that he always had a special concern for those who had given service to their country in the armed forces. “Peter really felt that it was not just his job or the college’s job,” remarked one of his colleagues in her reflections on his life, “but the job of all of us really, to make sure that veterans are taken care of when they come back.”
Continue reading By All Means, Ask What You Can Do For Your Country — by Yvor Stoakley
Most people don’t change, or willingly go along with change, because the change is “the right thing to do.” They do it if there is an important reason to change. Businesses don’t change their corporate cultures so that they retain women because doing so is nice for women. They do it if there is a compelling business reason to do so. The bottom line reasons to achieve gender diversity in leadership are exactly that—compelling.
Continue reading The Business Case for Gender Diversity — by Caroline Turner
Women leave their jobs at a higher rate than men. This is confirmed by data from the Bureau of Labor and by private research. There are three reasons business leaders need to understand why women leave. All are reasons to engage women so they’ll stay:
1. Turnover has a significant cost—estimates range between 50 and 200% of annual salary (plus negative impact on morale and performance).
2. Fully half of the total workforce and of the hiring pool (more than half of the educated hiring pool) is female—so the group at greatest risk of leaving is large.
3. Gender diversity in leadership has been correlated with higher returns (see studies by Catalyst and McKinsey); if you are losing women, you are probably losing the upside of gender diversity.
Continue reading Why Women Leave Jobs at a Higher Rate than Men – by Caroline Turner
The globalization of organizations is an undeniably reality. Businesses and governments are working together to solve problems too big and too complex for any one country. Unfortunately, a quick glance through the recent news headlines points to a critical roadblock in the path to successful international collaboration: a severe lack of trust across organizational and national borders. Trust is one of the basic building blocks of successful collaboration.
Continue reading The golden rule across cultures – by Dr. Jessica Wildman
Antonio Velásquez, my immigrant father, who came to this country (legally , you have to say that these days) with nothing, not knowing the language, serving this great country in the military and then eventually, with the GI bill, graduating from college (at age 32) recently passed away. My father lived to see me go to college and graduate, earning a BA and MBA from two great schools, and watched me marry a fabulous woman and have three wonderful children together and start my own firm – The Diversity Training Group. DTG has thrived for nearly 15 years.
Continue reading What My Father Taught Me About Diversity and Inclusion — by Mauricio Velásquez
I think many people are tired of the diversity issues percolating and re-circulating in the workplace, marketplace, and society-at-large, but way too many people just don’t realize that these diversity and inclusion issues are going unacknowledged, unresolved and “will come back over and over again.” The question is not should we fear diversity fatigue but why are so many people so fatigued?
Continue reading Why Diversity Fatigue — by Mauricio Velásquez