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In forty-two succinct, surprising essays, legendary scholar Henry Mintzberg brings management down from the clouds and onto solid ground.
"Enough of heroic leadership, it's time for engaging management!" is the rallying cry from management and leadership giant Henry Mintzberg. He establishes this theme in the first story in the book, about the CEO of a failing airline who always flew comfortably in first class, blithely unaware of the terrible things happening with his customers in coach (in this case, being served famously inedible scrambled eggs). Managing can't be about sitting where you have become accustomed, insulating yourself--it has to be about eating the scrambled eggs.
So Mintzberg urges leaders to call their own call centers, work with their workers, expect extraordinary ideas from ordinary people. Be a keynote listener, not a keynote speaker. Don't say "top management" if you won't say "bottom management." In this best-of collection from his popular, entertaining and irreverent blog, Mintzberg writes that he captures "a lifetime of learning about managing and organizing and strategizing, while getting out many of the ideas that I buried in obscure publications... If some strike you as outrageous, please understand that my most outrageous ideas tend to be my truest." This is Mintzberg at his most playful, but always with serious intent.
"Enough of heroic leadership, it's time for engaging management!" is the rallying cry from management and leadership giant Henry Mintzberg. He establishes this theme in the first story in the book, about the CEO of a failing airline who always flew comfortably in first class, blithely unaware of the terrible things happening with his customers in coach (in this case, being served famously inedible scrambled eggs). Managing can't be about sitting where you have become accustomed, insulating yourself--it has to be about eating the scrambled eggs.
So Mintzberg urges leaders to call their own call centers, work with their workers, expect extraordinary ideas from ordinary people. Be a keynote listener, not a keynote speaker. Don't say "top management" if you won't say "bottom management." In this best-of collection from his popular, entertaining and irreverent blog, Mintzberg writes that he captures "a lifetime of learning about managing and organizing and strategizing, while getting out many of the ideas that I buried in obscure publications... If some strike you as outrageous, please understand that my most outrageous ideas tend to be my truest." This is Mintzberg at his most playful, but always with serious intent.
An authentic brand community is more than just people buying your product or working alongside one another. This book articulates the critical roles of mutual concern, common values, and shared experiences in creating fiercely loyal customer and collaborator relationships.
Smart organizations know that creating communities is the key to unlocking unprecedented outcomes. But too many mistakenly rely on superficial transactional relationships as a foundation for community, when really people want something deeper. Carrie Melissa Jones and Charles Vogl argue that in an authentic and enriching community, members have mutual concern for one another, share personal values, and join together in meaningful shared experiences, whether online or off. On the deepest level, brands must help members grow into who they want to be.
Jones and Vogl present practices used by global brands like Yelp, Etsy, Twitch, Harley Davidson, Salesforce, Airbnb, Sephora, and others to connect in a meaningful way with the people critical for their success. They articulate how authentic communities can serve organizational goals in seven different areas: innovation, talent recruitment, customer retention, marketing, customer service, building transformational movements, and creating community forums. They also reveal principles to grow a new brand community to critical mass. This is the first comprehensive guide to a crucial differentiator that gives organizations access to untapped enthusiasm and engagement.
Smart organizations know that creating communities is the key to unlocking unprecedented outcomes. But too many mistakenly rely on superficial transactional relationships as a foundation for community, when really people want something deeper. Carrie Melissa Jones and Charles Vogl argue that in an authentic and enriching community, members have mutual concern for one another, share personal values, and join together in meaningful shared experiences, whether online or off. On the deepest level, brands must help members grow into who they want to be.
Jones and Vogl present practices used by global brands like Yelp, Etsy, Twitch, Harley Davidson, Salesforce, Airbnb, Sephora, and others to connect in a meaningful way with the people critical for their success. They articulate how authentic communities can serve organizational goals in seven different areas: innovation, talent recruitment, customer retention, marketing, customer service, building transformational movements, and creating community forums. They also reveal principles to grow a new brand community to critical mass. This is the first comprehensive guide to a crucial differentiator that gives organizations access to untapped enthusiasm and engagement.
How can people best develop their leadership skills to match their personality, to amplify their strengths, and to compensate for their weaknesses? This is the first book to answer this question with the latest version of the DiSC model of human behavior, which is one of the most widely used, most scientifically based, and most effective approaches to assessing and improving leadership styles and skills.
Change is difficult but essential-Esther Derby offers seven guidelines for change by attraction, an approach that draws people into the process so that instead of resisting change, they embrace it.
Organizational change efforts often fail because they focus on top-down methods that rely on coercion, rewards, or positional authority. Well-meaning leaders talk about driving change, as though employees are cattle or cars. At best, this results in compliance--not engagement or commitment. And at worst it simply doesn't work.
Drawing from her experience working with some of today's most successful companies, Esther Derby argues for what she calls change by attraction: giving space and support for people to feel the loss that comes with change and help them see what is valuable about the future you propose. Resistance fades because people feel there is nothing to resist--there is only something they want to move toward. In this book Derby outlines her seven rules for change by attraction: Strive for Congruence; Honor the Past; Assess What Is; Pay Attention to Networks; Experiment; Guide, Don't Standardize; and Use Your Self.
Organizational change efforts often fail because they focus on top-down methods that rely on coercion, rewards, or positional authority. Well-meaning leaders talk about driving change, as though employees are cattle or cars. At best, this results in compliance--not engagement or commitment. And at worst it simply doesn't work.
Drawing from her experience working with some of today's most successful companies, Esther Derby argues for what she calls change by attraction: giving space and support for people to feel the loss that comes with change and help them see what is valuable about the future you propose. Resistance fades because people feel there is nothing to resist--there is only something they want to move toward. In this book Derby outlines her seven rules for change by attraction: Strive for Congruence; Honor the Past; Assess What Is; Pay Attention to Networks; Experiment; Guide, Don't Standardize; and Use Your Self.
Based on the bestselling A Complaint Is a Gift (over 275,000 copies sold), this accompanying workbook offers actionable tools that help individuals and organizations transform even the most extreme complaints into gifts that drive their business forward.
A Complaint Is a Gift introduced the revolutionary notion that customer complaints are not annoyances to be dodged, denied, or buried but are instead valuable pieces of feedback-not to mention your best bargain in market research. Complaints provide a feedback mechanism that can help organizations rapidly and inexpensively strengthen products, service style, and market focus. Most importantly, complaints that are well received create customer loyalty.
Built to be interactive and immersive, the workbook teaches a set of practices, approaches, and tools that anyone can use to navigate fraught customer-facing interactions. It allows readers to practice Janelle Barlow's updated, more efficient three-step formula and enables employees to handle complaints with increased emotional resilience rather than taking them as personal attacks.
A Complaint Is a Gift Workbook is packed with the necessary tools to view and treat complaints as a source of innovative ideas that can transform your business.
A Complaint Is a Gift introduced the revolutionary notion that customer complaints are not annoyances to be dodged, denied, or buried but are instead valuable pieces of feedback-not to mention your best bargain in market research. Complaints provide a feedback mechanism that can help organizations rapidly and inexpensively strengthen products, service style, and market focus. Most importantly, complaints that are well received create customer loyalty.
Built to be interactive and immersive, the workbook teaches a set of practices, approaches, and tools that anyone can use to navigate fraught customer-facing interactions. It allows readers to practice Janelle Barlow's updated, more efficient three-step formula and enables employees to handle complaints with increased emotional resilience rather than taking them as personal attacks.
A Complaint Is a Gift Workbook is packed with the necessary tools to view and treat complaints as a source of innovative ideas that can transform your business.
Our economy is designed by the 1 percent, for the 1 percent. This book offers a compelling vision of an equitable, ecologically sustainable alternative that meets the essential needs of all people.
Seventy-one percent of the American people say the economy is rigged against them, and they're right. Marjorie Kelly and Ted Howard describe the current economic system as the Extractive Economy-it enables the financial elite to extract maximum gain for themselves, heedless of any damage to people or planet. As an alternative, they offer the Democratic Economy, which is responsive to the concerns of ordinary people and balances human consumption with the regenerative capacity of the earth.
Kelly and Howard lay out seven principles of a Democratic Economy: Community, Inclusion, Place (keeping wealth local), Good Work (putting labor before capital), Democratized Ownership, Ethical Finance, and Sustainability. The book pairs each principle with a portrait of a place where it is being put into practice, from Pine Ridge to Portland to Cleveland to Preston, England, and more. This is a powerful, coherent, and achievable vision of an economy that serves the many, not the few.
Seventy-one percent of the American people say the economy is rigged against them, and they're right. Marjorie Kelly and Ted Howard describe the current economic system as the Extractive Economy-it enables the financial elite to extract maximum gain for themselves, heedless of any damage to people or planet. As an alternative, they offer the Democratic Economy, which is responsive to the concerns of ordinary people and balances human consumption with the regenerative capacity of the earth.
Kelly and Howard lay out seven principles of a Democratic Economy: Community, Inclusion, Place (keeping wealth local), Good Work (putting labor before capital), Democratized Ownership, Ethical Finance, and Sustainability. The book pairs each principle with a portrait of a place where it is being put into practice, from Pine Ridge to Portland to Cleveland to Preston, England, and more. This is a powerful, coherent, and achievable vision of an economy that serves the many, not the few.
All team leaders worry and wonder about improving team performance. Using his experience leading the precision Thunderbirds aerobatic team, Venable shows that "closing the gaps" is the job of leaders and followers alike.
As a pilot, commander, and demonstration leader for the Thunderbirds, JV Venable gained key insights into team performance. Organizations need leaders who will minimize emotional friction and the gaps in alignment that slow teams down. But leaders can't do it all. To illustrate this, JV borrows a phenomenon common to racing and aerobatic teams alike: "drafting." When teams of bikes, cars, or jets are aligned and move in perfect formation, everyone shares the load of breaking resistance. But if the team is misaligned, or gaps between members grow by mere inches, the draft falters and the load falls back on the leader. Everybody loses.
JV's book gives teams and team leaders new tools for improving alignment and fostering closeness through commitment, loyalty, and trust. When trust is complete, team members move quickly to "close the gaps" and take on more of the load. This allows leaders to focus less on giving orders, and more on the road ahead.
Thunderbird pilots operate on a level of trust that allows them to sustain 18 inches between jets, which is all the more remarkable as the team experiences 50% turnover every year. JV's experience leading one of the most celebrated teams in the world makes for an unforgettable handbook. Can your team fly higher?
As a pilot, commander, and demonstration leader for the Thunderbirds, JV Venable gained key insights into team performance. Organizations need leaders who will minimize emotional friction and the gaps in alignment that slow teams down. But leaders can't do it all. To illustrate this, JV borrows a phenomenon common to racing and aerobatic teams alike: "drafting." When teams of bikes, cars, or jets are aligned and move in perfect formation, everyone shares the load of breaking resistance. But if the team is misaligned, or gaps between members grow by mere inches, the draft falters and the load falls back on the leader. Everybody loses.
JV's book gives teams and team leaders new tools for improving alignment and fostering closeness through commitment, loyalty, and trust. When trust is complete, team members move quickly to "close the gaps" and take on more of the load. This allows leaders to focus less on giving orders, and more on the road ahead.
Thunderbird pilots operate on a level of trust that allows them to sustain 18 inches between jets, which is all the more remarkable as the team experiences 50% turnover every year. JV's experience leading one of the most celebrated teams in the world makes for an unforgettable handbook. Can your team fly higher?
“Jeff and Staney emphasize that small acts of creativity can have huge consequences and that ordinary people can do extraordinary things if they can see the opportunities in front of them.”
-Mitch Jacobson, Executive Director, Austin Technology Incubator, UT Blackstone LaunchPad, University of Texas at Austin
Nearly all of today's major innovation workshops and programs call on organizations to drive innovation. What they miss is that innovation comes from the personal creativity of individuals. And creativity doesn't require an advanced education or technical skills-all employees can be creative. Often, all they lack is a fitting mindset and the right tools.
The Creative Mindset brings how-to advice, tools, and techniques from two master innovators who have taught and worked with over half of all Fortune 500 companies. Jeff and Staney DeGraff introduce six essential creative-thinking skills that can be easily mastered with limited practice and remembered as the acronym CREATE: Concentrate, Replicate, Elaborate, Associate, Translate, and Evaluate. These six skills, sequenced as steps, simplify and summarize the most important research on creative thinking and draw on over thirty years of real-world application in some of the most innovative organizations in the world. It's time to rethink the way we make innovation happen. As the spirit of chef Gusteau proclaims in the Pixar classic Ratatouille, “Anyone can cook.”
-Mitch Jacobson, Executive Director, Austin Technology Incubator, UT Blackstone LaunchPad, University of Texas at Austin
Nearly all of today's major innovation workshops and programs call on organizations to drive innovation. What they miss is that innovation comes from the personal creativity of individuals. And creativity doesn't require an advanced education or technical skills-all employees can be creative. Often, all they lack is a fitting mindset and the right tools.
The Creative Mindset brings how-to advice, tools, and techniques from two master innovators who have taught and worked with over half of all Fortune 500 companies. Jeff and Staney DeGraff introduce six essential creative-thinking skills that can be easily mastered with limited practice and remembered as the acronym CREATE: Concentrate, Replicate, Elaborate, Associate, Translate, and Evaluate. These six skills, sequenced as steps, simplify and summarize the most important research on creative thinking and draw on over thirty years of real-world application in some of the most innovative organizations in the world. It's time to rethink the way we make innovation happen. As the spirit of chef Gusteau proclaims in the Pixar classic Ratatouille, “Anyone can cook.”
Great ideas don't matter if you can't execute-bestselling leadership expert Mark Miller offers a proven, research-based method for creating workplaces where everyone performs at the highest level.
All high performance organizations have one thing in common: execution. The men and women who work there sustain performance at seemingly otherworldly levels of precision, accuracy, and consistency. In the fifth and final book of Mark Miller's High Performance series, he uses his trademark business fable format to show how any organization can cultivate the kind of everyday habits that yield extraordinary results.
Miller tells the story of Blake Brown, a CEO who learns how to help his team to consistently excel at execution from a perhaps unlikely source: his son's high school football coach. The story is fictional, but the principles and practices are very real, derived from years of research led by a team from Stanford University. Miller and his team interviewed leaders and employees from numerous world-class organizations, including the Navy SEALS, Starbucks, Apple, Southwest Airlines, the Seattle Seahawks, Mayo Clinic, Cirque du Soleil, and more. The lessons learned were then field-tested with over seventy businesses employing over 7,000 people. Miller gives you proven tools to release the untapped potential in your people, create a strong competitive advantage, and win not just on game day but every day.
All high performance organizations have one thing in common: execution. The men and women who work there sustain performance at seemingly otherworldly levels of precision, accuracy, and consistency. In the fifth and final book of Mark Miller's High Performance series, he uses his trademark business fable format to show how any organization can cultivate the kind of everyday habits that yield extraordinary results.
Miller tells the story of Blake Brown, a CEO who learns how to help his team to consistently excel at execution from a perhaps unlikely source: his son's high school football coach. The story is fictional, but the principles and practices are very real, derived from years of research led by a team from Stanford University. Miller and his team interviewed leaders and employees from numerous world-class organizations, including the Navy SEALS, Starbucks, Apple, Southwest Airlines, the Seattle Seahawks, Mayo Clinic, Cirque du Soleil, and more. The lessons learned were then field-tested with over seventy businesses employing over 7,000 people. Miller gives you proven tools to release the untapped potential in your people, create a strong competitive advantage, and win not just on game day but every day.
A fast and engaging read, Equity helps leaders create more inclusive organizations using human-centered design and behavior change principles.
Even the most passionate advocates for diversity, equity, and inclusion have been known to treat equity as the middle child – the concept they skip over in order to get to the warm, fuzzy feelings of inclusion. But as Minal Bopaiah shows throughout this book, equity is critical if organizations really want to leverage differences for greater impact.
Equity probes the unconscious biases that blind us to seeing systems, making explicit what is often unseen. This slender book introduces us to leaders who have overcome the obstacles to equity and led transformative change. Managing partners at a consulting firm who learn to retell their story of success by crediting the system that supports them. News managers at NPR who discover how they can create systemic support for diversifying sources on the air. A philanthropic foundation that collaborates with grantees to better communicate the importance of equity in healthcare to policy-makers. And creative professionals who have begun weaving inclusion, diversity, equity, and accessibility into the content they create, thereby transforming how customers and audiences view the world.
Filled with humor, heart, and pragmatism, Equity is a guidebook for change, answering the question of “how?” that so many leaders are asking today.
Even the most passionate advocates for diversity, equity, and inclusion have been known to treat equity as the middle child – the concept they skip over in order to get to the warm, fuzzy feelings of inclusion. But as Minal Bopaiah shows throughout this book, equity is critical if organizations really want to leverage differences for greater impact.
Equity probes the unconscious biases that blind us to seeing systems, making explicit what is often unseen. This slender book introduces us to leaders who have overcome the obstacles to equity and led transformative change. Managing partners at a consulting firm who learn to retell their story of success by crediting the system that supports them. News managers at NPR who discover how they can create systemic support for diversifying sources on the air. A philanthropic foundation that collaborates with grantees to better communicate the importance of equity in healthcare to policy-makers. And creative professionals who have begun weaving inclusion, diversity, equity, and accessibility into the content they create, thereby transforming how customers and audiences view the world.
Filled with humor, heart, and pragmatism, Equity is a guidebook for change, answering the question of “how?” that so many leaders are asking today.
Award-winning entrepreneur and crowdfunding expert Jamey Stegmaier shares his inspiring lessons and practical guidance for building the business of your dreams by engaging with customers and investors online.
As a veteran of five successful Kickstarter campaigns and the proprietor of the Kickstarter Lessons blog, Jamey Stegmaier knows something about crowdfunding. In this book he goes beyond the nuts and bolts of how it works to the deeper level of what makes it work.
This book is filled with stories and examples of over 40 crowdfunding campaigns, some that succeeded wildly-like the high-tech cooler designer whose first campaign faltered but whose second raised 13 million dollars-as well as sobering disasters, like the board game maker whose project collapsed in two months and had to return over $100,000 to his backers. Stegmaier uses these stories to illustrate lessons about things like preparation, timing, what kind of offers to make and what kind to avoid, what to spend money on and when, and more. The book includes 125 Kickstarter lessons, in one sentence each (more or less).
But Stegmaier's overarching point is that you've got to see crowdfunding as more than just a cool way to raise money-it's a way to create a community that will offer you far more than just dollars. If you treat your backers as people-communicate with them, attend to their needs, ask for their opinions-your chances of you and your projects succeeding increase exponentially.
As a veteran of five successful Kickstarter campaigns and the proprietor of the Kickstarter Lessons blog, Jamey Stegmaier knows something about crowdfunding. In this book he goes beyond the nuts and bolts of how it works to the deeper level of what makes it work.
This book is filled with stories and examples of over 40 crowdfunding campaigns, some that succeeded wildly-like the high-tech cooler designer whose first campaign faltered but whose second raised 13 million dollars-as well as sobering disasters, like the board game maker whose project collapsed in two months and had to return over $100,000 to his backers. Stegmaier uses these stories to illustrate lessons about things like preparation, timing, what kind of offers to make and what kind to avoid, what to spend money on and when, and more. The book includes 125 Kickstarter lessons, in one sentence each (more or less).
But Stegmaier's overarching point is that you've got to see crowdfunding as more than just a cool way to raise money-it's a way to create a community that will offer you far more than just dollars. If you treat your backers as people-communicate with them, attend to their needs, ask for their opinions-your chances of you and your projects succeeding increase exponentially.
Most new managers fail not because they're untalented but because the skills that earned the promotion are the wrong ones for leading a team.
This practical, research-backed guide from a senior research scientist at the Center for Creative Leadership walks newly promoted supervisors through 6 essential mindset and skill shifts, from individual contributor to people leader. Backed by data and endorsed by Brené Brown and Adam Grant, it delivers honest, sometimes humorous coaching grounded in real organizational research.
Inside the 6 flips:
Written for first-time managers across every industry and sector and used by HR teams as a new-leader onboarding resource.
If you were just promoted and feel like no one prepared you for this, this book was written for you.
This practical, research-backed guide from a senior research scientist at the Center for Creative Leadership walks newly promoted supervisors through 6 essential mindset and skill shifts, from individual contributor to people leader. Backed by data and endorsed by Brené Brown and Adam Grant, it delivers honest, sometimes humorous coaching grounded in real organizational research.
Inside the 6 flips:
- Mindset — from personal achievement to collective success
- Skill Set — from technical expertise to people leadership
- Relationships — from peer to leader without losing trust
- Attitude — from doing everything yourself to empowering others
- Perspective — seeing the organization through a leader's lens
- Focus — sustaining the shift for a lasting career in leadership
Written for first-time managers across every industry and sector and used by HR teams as a new-leader onboarding resource.
If you were just promoted and feel like no one prepared you for this, this book was written for you.
Find out how to uncover the hidden talents, assets, and abilities in your neighborhood and bring them together to create a vibrant and joyful community. It takes a village!
We may be living longer, but people are more socially isolated than ever before. As a result, we are hindered both mentally and physically, and many of us are looking for something concrete we can do to address problems like poverty, racism, and climate change. What if solutions could be found on your very doorstep or just two door knocks away?
Cormac Russell is a veteran practitioner of asset-based community development (ABCD), which focuses on uncovering and leveraging the hidden resources, skills, and experience in our neighborhoods. He and John McKnight, the cooriginator of ABCD, show how anyone can discover this untapped potential and connect with his or her neighbors to create healthier, safer, greener, more prosperous, and welcoming communities. They offer a wealth of illustrative examples from around the world that will inspire you to explore your own community and discover its hidden treasures.
You will learn to take action on what you already deeply know-that neighborliness is not just a nice-to-have personal characteristic but essential to living a fruitful life and a powerful amplifier of community change and renewal.
We may be living longer, but people are more socially isolated than ever before. As a result, we are hindered both mentally and physically, and many of us are looking for something concrete we can do to address problems like poverty, racism, and climate change. What if solutions could be found on your very doorstep or just two door knocks away?
Cormac Russell is a veteran practitioner of asset-based community development (ABCD), which focuses on uncovering and leveraging the hidden resources, skills, and experience in our neighborhoods. He and John McKnight, the cooriginator of ABCD, show how anyone can discover this untapped potential and connect with his or her neighbors to create healthier, safer, greener, more prosperous, and welcoming communities. They offer a wealth of illustrative examples from around the world that will inspire you to explore your own community and discover its hidden treasures.
You will learn to take action on what you already deeply know-that neighborliness is not just a nice-to-have personal characteristic but essential to living a fruitful life and a powerful amplifier of community change and renewal.
As leaders, how we are is as important as what we do. The second edition of this leadership classic, updated with new chapters, shows how to master the inner and outer work needed to build relationships that unleash the transformational creative potential in everyone.
Top-down, one-dimensional leadership models are hopelessly outmoded in today's rapidly changing world. And they waste the leadership ability present throughout an organization, not just at the top. In the second edition of this visionary book, Karen and Henry Kimsey-House provide a model that harnesses the possibility of many rather than relying on the power of one.
This new edition is updated with two additional chapters, one offering new ways to utilize the Co-Active Leadership Model and another that goes deeply into the Co-Active philosophy that drives the authors' approach. Each of the five dimension chapters is expanded to incorporate feedback, new language, case studies, and practical suggestions for practice and development.
Co-active leadership is a deeply collaborative approach, but the last of its five dimensions focuses on the individual: leading from within. We must be fully present and live with integrity, openheartedness, and self-awareness if we are to make the kind of conscious, creative choices co-active leadership demands.
Top-down, one-dimensional leadership models are hopelessly outmoded in today's rapidly changing world. And they waste the leadership ability present throughout an organization, not just at the top. In the second edition of this visionary book, Karen and Henry Kimsey-House provide a model that harnesses the possibility of many rather than relying on the power of one.
This new edition is updated with two additional chapters, one offering new ways to utilize the Co-Active Leadership Model and another that goes deeply into the Co-Active philosophy that drives the authors' approach. Each of the five dimension chapters is expanded to incorporate feedback, new language, case studies, and practical suggestions for practice and development.
Co-active leadership is a deeply collaborative approach, but the last of its five dimensions focuses on the individual: leading from within. We must be fully present and live with integrity, openheartedness, and self-awareness if we are to make the kind of conscious, creative choices co-active leadership demands.
DEI isn't just a box to check.
After being in corporate America for nearly a decade as a triple minority who passes for a straight white woman, Dannie Lynn Fountain knows that corporations' modern plague is the story of its DEI duality. Time and time again, she has witnessed companies pretend to care about DEI for public relations fodder and then discriminate against employees or ignore their identities.
Dannie's solution to this problem? Rage against the system by refusing to accept mediocre-at-best action.
This story isn't just about how messed up corporate DEI currently is; it also takes a hard look at what is necessary to get diversity right in three parts:
● The context of corporate DEI
● Why the change in perspective
● What's not working and how to change
Ending Checkbox Diversity gives readers an understanding of exactly how corporate America is failing underrepresented identities and offers a plan for what to do next, with clear examples and metrics for evaluating DEI in their own careers and aligning themselves with companies that are actually doing the work.
After being in corporate America for nearly a decade as a triple minority who passes for a straight white woman, Dannie Lynn Fountain knows that corporations' modern plague is the story of its DEI duality. Time and time again, she has witnessed companies pretend to care about DEI for public relations fodder and then discriminate against employees or ignore their identities.
Dannie's solution to this problem? Rage against the system by refusing to accept mediocre-at-best action.
This story isn't just about how messed up corporate DEI currently is; it also takes a hard look at what is necessary to get diversity right in three parts:
● The context of corporate DEI
● Why the change in perspective
● What's not working and how to change
Ending Checkbox Diversity gives readers an understanding of exactly how corporate America is failing underrepresented identities and offers a plan for what to do next, with clear examples and metrics for evaluating DEI in their own careers and aligning themselves with companies that are actually doing the work.
