Category: Insights

What if saying “YES” meant being in LIFE?

Recently, I received yet another customer request for … yesterday. The water drop? I realized that this way of working was creating a great deal of suffering within me. And I asked myself whether I should say YES or NO.

I have stopped counting the number of coaching contracts where one of the objectives is to “know how to say NO”. What if, instead of knowing how to say “NO”, you dared to say “YES”?

You would like to “know how to say NO”? You already know how to do it – too well, actually. By learning to “say YES”, you can move forward, evolve… and enjoy yourself.

Change one word to change your life!

When Tony Blair says “The art of leadership is to say no, not yes. It’s very easy to say yes”, he’s referring to a real NO, an act of courage rather than laissez faire.

How many people, women and men, leaders and managers would like to “know how to say NO” … to impossible deadlines, to the demands and requirements of the team, customers, friends, family, etc.? By saying NO, they would like to be able to stay the course, prioritize, decide, balance their lifetimes…

On closer inspection, they already know how to say NO. They even spend their time doing it, without conscience. They say NO to themselves. NO to their own needs and desires.

It’s as if they were a golden eagle with its wings clipped.

So, what is the real need? To dare to say YES! To say YES to yourself first. And then really, freely say YES, when it’s a mature choice. Let’s go a step further.

1- What does NO mean?

What need is met by the inability to say NO to others? Is it to please, to give satisfaction? Is it to be accepted, integrated, recognized? Is it to be loved? To be legitimate? When did this behavior start? In what situations does it manifest itself? What happens when they succeed in saying NO to others? What do they experience? Let’s look at some examples.

Kate is the brilliant head of a company that has been growing steadily for a decade. After starting out with just a dozen engineers and technicians, she now manages over a hundred employees. Constantly in demand, in the thick of things, she fills in, compensates, and takes action. She never says NO to a request for help. She even takes on what her managers don’t do. Her body can’t keep up. She sleeps badly, feels tense and overwhelmed. But she says nothing…

Luke is a manager who works long hours. Interrupting his tasks to deal with his team’s requests, he only manages to make progress late at night. Whereas he used to promote new ideas, he now only focuses on objectives, processes, KPIs and performance. No matter how much time he devotes to it, his team is never satisfied. So, he does more and more. Neither his body nor his morale can keep up. Exhausted, he occasionally loses his temper and blames himself.

Both Kate and Luke are unable to give an explicit “NO” to multiple requests. As soon as someone calls on them, they give up what they are doing to answer. They anticipate questions, provide solutions and take charge of tasks.

By not saying NO, they don’t actually stop doing it.

NO first of all to the real demands of their partners.  

“NO: I’m not really listening… because I know (think I know) the need.  

NO: I don’t recognize your ability because I’m giving you (my) solution.  

NO: I don’t dare to tell you (tell me) that you’ve reached your threshold of incompetence, so I’m doing it  for you”.  

Despite themselves, they create the conditions for disengagement. 

NO then, to their own needs.  

“NO, my work isn’t important: it can take second place to other people’s work.  NO, saving time for myself, to think, is less valuable than saving time for others.  NO, it’s impossible to hold everyone accountable: I don’t have the right to do that.  NO, saying stop, setting limits is not acceptable: my team, my hierarchy, my peers, my friends, my family  are going to reject me, not (no longer) like me”.  

The less the eagle uses its wings, the more they lose their strength.  

These “NOs” lock you in, hinder creativity, and hinder development and relationships. The beliefs underlying these NOs are numerous. They are rooted in our life’s journey.  Until the day when the instinct for life, the desire takes the reins. 

The eagle realizes it can move its wings.

2- What does YES mean?

By freeing themselves from the beliefs that limit them, what resources can Kate and Luke (like others)  count on? What do they have that gives them satisfaction? What are they proud of? What can they rely  on in what they do and, above all, what they are?  

What personal need do they want to say YES to? What if, rather than hoping to please (and projecting to  displease), rather than hoping to be recognized (and anticipating being illegitimate, an imposter) …, they  dared to look in the mirror, to see all that is competent, pleasing, unique in themselves? If they dared to  love themselves as they are, what would happen to them? 

When Kate and Luke become aware of their needs and listen to their desires, they say “YES” to what is  essential. “Because I’m worth it”. They then dare to say many YES. 

When Kate says YES to herself, she discovers that by listening, by questioning her request, she enables her  team to gain confidence and move forward. She lightened her own load and found time to think calmly. By  daring to let go of her need to be in charge of everything, Kate feels she is back where she belongs. She is  back to the visionary, dynamic leader she had lost sight of. 

When Luke says YES to himself, he dares to express what he needs to function with confidence with histeam. He discovers that by listening to (real) needs, he enables his team to move forward in a calmer working  environment. Luke regains perspective and serenity. He regains his creativity, drive, commitment, and sense  of humor. He regains his position as undisputed leader.  

Both recognize their own value. 

When the eagle spreads its wings, it rediscovers all its power of life, all its light and free beauty. It inspires.  

In conclusion, rather than wondering how to say NO, Kate, Luke and all the others should identify what  they want to say YES to. “What” also means “who”. 

At my client’s request, I decided to say NO. I felt better immediately. No more weight on my shoulders. 

The person who says YES to themself has all the power of being to say YES, consciously, fully to others …  and to life.

Daring to say YES to oneself means bringing out and anchoring “I”, acting freely. In other words, to create  a relationship of quality and parity with others.  

The person who says a true YES to themself, is ready to discover: 

– Openness to self and others: really listening to hear and welcome. 

– Usefulness of actions and ideas: (re)finding meaning and legitimacy. 

– Identity: embodying one’s potential, one’s power. 

I hope you feel like saying YES to yourself.

In a rapidly changing global business landscape, India stands at the precipice of transformation. As a nation poised for growth and innovation, the inclusion of women in leadership roles has emerged as a critical catalyst for corporate sustainability and success. Let’s delve into the significance of empowering women in leadership positions for India’s corporate growth and sustainability, encompassing a comprehensive examination of the benefits, challenges, and opportunities that lie ahead. We will also focus on the emerging potential to recruiting female C-level executives online, a transformative approach that aligns with the evolving dynamics of the digital age.

The Current Landscape in India

India’s corporate landscape has evolved significantly over the years, propelled by a burgeoning economy that has attracted global attention as a hub for innovation and entrepreneurship. However, when it comes to gender diversity in leadership positions, India still grapples with deeply ingrained challenges. Historically, the executive boardrooms in India have been overwhelmingly male-dominated, with female executives in India significantly underrepresented in senior leadership roles. Regrettably, this trend persists today, casting a shadow over the business landscape. The gender gap in corporate India is not merely a matter of social justice; it presents a stark and pressing business concern.

Empowering Women in Leadership: Driving India’s Corporate Growth

Here are the six common benefits of gender diversity:

Gender diversity in the workplace has emerged as a vital factor for the success and sustainability of companies in today’s business landscape. Beyond the imperative of equality, gender diversity brings a host of benefits that have a direct and positive impact on an organization’s bottom line. In this discussion, we will explore the multifaceted significance of gender diversity, considering its various advantages and the value it adds to modern businesses.

1. Diverse Perspectives Drive Innovation

One of the most compelling reasons for embracing gender diversity is its role in driving innovation. Women bring unique perspectives, experiences, and problem-solving approaches to the table. In a rapidly evolving business landscape, diversity of thought can be a game-changer. When teams are composed of individuals from various backgrounds, they are more likely to generate creative ideas and novel solutions to complex problems. These diverse perspectives act as catalysts for innovation, helping companies stay competitive in a dynamic and ever-changing market.

2. Enhanced Decision-Making

Diverse teams tend to make better decisions. Gender-diverse leadership ensures that a broader range of viewpoints is considered when making crucial choices. In a world where business decisions have far-reaching consequences, having a well-rounded and inclusive decision-making process is paramount. The inclusion of diverse voices in discussions leads to more thoughtful and comprehensive strategies, reducing the risk of groupthink and ensuring that potential pitfalls are identified and addressed.

3. Attracting and Retaining Talent

In today’s highly competitive job market, attracting and retaining top talent is a significant challenge for businesses. Companies that prioritize gender diversity are more likely to attract the best and brightest. Female employees, in particular, are increasingly seeking opportunities within organizations that offer equal opportunities for career advancement. The commitment to diversity signals to potential employees that the company values their contributions and is committed to creating a fair and inclusive workplace. This competitive advantage in talent acquisition can set a company apart in the quest for the most qualified workforce.

4. Customer-Centric Approach

Another compelling reason to embrace gender diversity is its impact on a company’s ability to understand and cater to a diverse customer base. In a country as culturally and demographically varied as India, businesses must empathize with the needs and preferences of their customers. Companies led by diverse leadership teams, including Indian female executives are better equipped to navigate this complex terrain. These teams can draw from their varied backgrounds and experiences to create products, services, and marketing strategies that resonate with a broader spectrum of consumers. A customer-centric approach is not only good business but also an essential aspect of corporate social responsibility.

5. Improved Reputation

Companies that actively promote gender diversity tend to enjoy a better reputation, both among customers and potential employees. A positive image can lead to increased market share and brand loyalty. Customers are increasingly conscious of the values and practices of the companies they support. Organizations that demonstrate a commitment to gender diversity are likely to be viewed favorably by consumers who prioritize social responsibility. Moreover, a strong reputation as an inclusive employer can lead to higher levels of employee satisfaction, which, in turn, enhances productivity and reduces turnover.

6. Inclusivity Beyond Gender

While gender diversity is a crucial aspect of building an inclusive workplace, it’s essential to recognize that diversity goes beyond gender. Companies should strive for broader inclusivity by promoting diversity in all its forms, including race, ethnicity, age, sexual orientation, and physical ability. By creating an environment that celebrates differences and values the unique contributions of each individual, businesses can unlock the full potential of their workforce and better serve the diverse communities they operate in.

Opportunities in the Digital Age

As technology continues to reshape the way we work and connect, there are exciting opportunities to bridge the gender gap in India’s executive boardrooms:

• Online Recruitment Platforms: The digital age has opened up avenues for finding and recruiting talent beyond traditional networks. Companies specializing in executive search and recruiting can use online platforms to identify and connect with potential female C-level executives.
• Remote Work: The rise of remote work has made it possible for talented women to contribute to companies from anywhere in India. This flexibility can enable women to balance their career and family responsibilities more effectively.
• Networking in the Digital Space: Virtual networking events and forums provide women with opportunities to build connections and access mentorship, breaking down geographical barriers.
• Gender-Inclusive Policies: Companies can use technology to implement gender-inclusive policies and track their progress in promoting women in leadership roles.

Recruiting Female C-Level Executives Online

The digital era has ushered in transformative possibilities for gender diversity in leadership roles. Companies in India have the possibility to recruit female c-level executives online, expanding the talent pool and eliminating geographical barriers. Leveraging specialized platforms, businesses can identify, connect with, and onboard top-tier female leaders, amplifying the drive for gender inclusivity in India’s corporate echelons. This approach not only saves time and resources but also aligns with the evolving dynamics of remote work, making it easier for women to access high-level leadership opportunities and contribute to India’s corporate growth and sustainability.

Final Thoughts

Undoubtedly, empowering women in leadership positions is not just a matter of equality; it’s a business imperative for India’s corporate growth and sustainability. The advantages of diverse leadership teams are well-documented, transcending social justice concerns to present a compelling business case. Companies that fail to embrace this change risk being left behind in the fiercely competitive market.

The challenges are indeed substantial, entrenched in cultural norms and deeply rooted biases. However, the opportunities presented by the digital age offer a glimmer of hope. With online recruitment platforms expanding the talent pool, remote work enabling a more balanced life, virtual networking events breaking down geographical barriers, and technology facilitating gender-inclusive policies, the path to gender diversity in India’s executive boardrooms has never been more accessible.

India’s corporate world must seize these opportunities, recognizing the immense potential that lies in fostering diverse leadership. By taking proactive steps towards achieving gender diversity, businesses can unlock innovation, improve decision-making, and contribute to the sustainable growth of India’s corporate sector. Furthermore, this change is not just about economic success; it’s about driving positive societal change and creating a more inclusive and equitable future for all. Embracing these opportunities, India’s corporate world can set an example for the nation and the world, paving the way for a brighter and more inclusive future.

We are happy to share France Dequilbec’s (International Talent Acquisition Director/ Managing Director at CEO Worldwide and Female Executive Search) interview in CIO magazine about her successful path to assisting companies in improving their leadership teams around the world and enabling women to reach the upper echelons of corporate leadership:

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“No longer will the same stale faces dominate the Boardroom.”

How often have you felt the drive within yourself to take the next big step, to push yourself to reach greater heights of success, only to be stalled in your tracks by the fear of what other people would think?

But here’s the notion: Women are a powerhouse of talent and multitasking, capable of taking on the world and completing tasks with speed and efficiency that often leave their male counterparts in the dust. It’s a shame that the idea of women taking on senior roles or starting their own businesses is still seen as taboo in society, but with a sprinkle of courage and a helping hand or two, you can shatter those preconceived notions and soar to the heights you know you’re capable of.

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Read the complete interview here

A REVIEW OF GENDER WORKPLACE TRENDS IN NORTH AMERICA 2023

Download the full report here

Diversity, equity, and inclusion are core values as companies become more diverse in today’s rapidly changing world. To ensure everyone feels respected and supported in the workplace, a team of dedicated professionals is needed. This team is called Diversity Managers. They are charged with creating the policies and practices that embrace diversity, fairness, and inclusion inside of the organization.

These Diversity Managers engage both executives and employees to ensure they are cognizant of biases or structural impediments blocking progress. Strategies may include sponsoring diversity education activities, liaising between different departments to ensure they collaborate, creating inclusive culture workshops and networking events amongst others. By taking charge of such initiatives, Diversity Manager plays an integral role in turning ideals like equity and fairness into observable realities throughout the organization.

Responsibilities of a Diversity Manager

A Diversity Manager is tasked with a great responsibility. That being the creation and implementation of policies and practices that promote diversity, equity, and inclusion. Such policies are intended to make sure everyone gets treated fairly, without discrimination and these policies permit each employee access to the same opportunity for career advancement. Aside from enacting ordinances essential in that task, developing special schemes to benefit groups that have been denied their due over the years holds gravitas in this process. This can manifest in internships, workshops or mentorship programs meant explicitly to elevate these demographics which have suffered oppression overtime.

1. Developing policies for fair and equitable treatment

Diversity Managers are responsible for creating and implementing policies to ensure equal access to opportunities for all employees. These strategies must create a climate of inclusion and respect by promoting the fair treatment of each employee. 

At times this may include taking actions that eliminate bias or discrimination based on characteristics such as race, gender, sexual orientation, age or other facts. Managing diversity therefore requires that these strategies be developed to ensure each individual or group is respected while they still keep their distinct identity. 

Additionally, Diversity Managers enforce accountability when violations of policies arise by understanding individual interpretation or circumstance while ensuring action is applied across staff members at all levels. Through this process a culture of discrimination-free workplace is kept in balance so that positive outcomes may be achieved.

2. Creating programs to support underrepresented groups

Diversity Managers strive to further progress for minorities and underrepresented groups. To fulfill this role, they must develop efficient programs in order to present them with necessary opportunities. This includes a number of choices, given these are intrinsically linked with skillset upliftment and greenlight into better career prospects. Examples include mentoring, workshops, training modules and system implementations that sharpen their profile. Additionally, it may include putting forth events which not mirror but reinforce equal sides of diversity as well bolstered tolerance and anti-prejudicial standpoints.

3. Educating employees about the importance of diversity

Diversity Managers shoulder the responsibility to both educate their employees and promote the importance of diversified workplaces. To accomplish this, they can produce several kinds of seminars and programs tailored to their specific needs.

In these interactive settings, employees will learn about varied cultures and niches, thereby enabling them to become more well-rounded parts of company culture. Additionally, it breaks down antique skepticism or preformed notions that teams may hold from further interaction across diverse communities. Thus creating open avenues for respect and understanding between each staff member.

4. Ensuring fair and inclusive recruitment and hiring practices

Diversity Managers have the ambitious responsibility of making sure that recruitment and hiring adhere to fairness, inclusivity, and equity within an organization. In order to attract a varied pool of candidates, strategies can be developed to promote diversity, such as posting job openings on career sites signaling a commitment to diversity or forming partnerships with organizations fostering a diversified workplace. What’s more, assessing current job postings and evaluating prospective interview questions are rather pervasive obligations of a Diversity Manager’s responsibilities in reassurance that biasedness is not presented.

5. Creating an inclusive work environment

As a Diversity Manager, it is paramount to create an inclusive work environment. Such requires identifying any potential hurdles that could put certain groups of employees at a disadvantage to participate in the workplace. This can include assessing if the physical environment conducive to employees with disabilities or introducing policies allowing for flexible work schedules suited for meetings employee’s caregiving responsibilities. Just some of the innovative solutions for cultivating an all-inclusive hallway atmosphere and empowering employees’ engagement within their organization.

6. Tracking and analyzing diversity metrics

Diversity Managers have important responsibilities in the area of tracking and analyzing diversity metrics. This involves gathering data on the quantity of women and people from multicultural backgrounds in leadership positions. Accumulating such information allows them to design newly developed techniques to increase the inclusion of such categories among decision makers. Moreover, Diversity Managers need to generate reports that help express the effect of diversification and further explore accomplishments associated with it. In addition, they also create presentations which create an avenue for multifaceted individuals to be introduced on a high level platform. These efforts are invaluable as knowledge is acquired around these strategies and designs to aid in retention of individuals from these identity groups, a cornerstone toward achieving equality in current enterprise environments.

The Importance of a Dedicated Diversity Manager

Having a dedicated Diversity Manager is essential to fostering an environment where everyone feels welcome and respected. The role of such an individual is paramount in managing policies and procedures that build integrity, promote fairness, and set the standard for inclusivity in the workplace. Leveraging the expertise of a professional can lead to higher employee satisfaction, stronger customer success rates, and recognition with stakeholders as an ethical company. Bringing on a Diversity Manager will carry other boons too: increased engagement from staff pools and better figures on retention. With this hire your organization also stands to benefit from improved evaluations from consumers on its ability to collaborate. A Diversity Manager is key to using prosperity within an enterprise as a way of improving diversity resolution exponentially.

An important role of the Diversity Manager is to foster a culture of respect and understanding. They can do this by encouraging employees to share their perspectives and ideas in a safe and supportive environment. This openness encourages innovation, creativity and ultimately leads to happier people at work. Consequently, there is abundant mutual respect among colleagues that has been directly sparked by the strategic work of the Diversity Manager. Through their multifaceted efforts to embrace diversity, these managers are helping to facilitate stronger workplace dynamics that lend itself to productivity and strong relationships between coworkers.

Conclusion

In conclusion, companies that recognize the importance of diversity, equity and inclusion need a skilled Diversity Manager to make their workplace one where all employees are welcome and can feel valued. As more businesses become invested in this mission, there is an increasing need for professionals capable of promoting inclusivity, fairness across hiring practices and methods for recruiting female c-level executives online. The role of Diversity Manager is therefore imperative and increasingly desirable as success begins when people from different backgrounds come together in creating a safe, culture filled with vitality and purpose. Companies that do this open the pathway to unlimited possibilities by leading the way in amplifying diversity throughout their organizations.