This guide offers a high-level overview of generational experiences that may influence how people approach:

• Work and career
• Technology and change
• Authority and leadership
• Communication and feedback

It highlights patterns shaped by shared historical events, economic conditions, and cultural shifts.

The cheat sheet provides a framework that guides how to use adaptive leadership to effectively manage a multigeneration workforce: Ask-Listen-Adapt.

This tool is meant to function as a guide not a script. It provides tips and tools for navigating each of the three layers of the adaptive leadership framework. Keep the tool as a reference and choose the questions and tips that are right for the moment.

The Managing a Multigenerational Workforce Training focuses on practical techniques to understand and navigate generational differences so you can lead more clearly, reduce friction, and strengthen engagement across your multi-generational team.

Session Objectives:

• Recognize how generational differences influence workplace expectations and communication.
• Explore generational norms and motivators.
• Tailor management approaches to individuals rather than stereotypes.
• Apply adaptive leadership techniques to effectively engage and support employees of all generations.
• Use practical tools and techniques to build engagement and trust across generations.

For organizations seeking to create inclusive work cultures that value the unique knowledge, perspectives and viewpoints of all generations, deep knowledge and understanding of the generations is key. As with any dimension of diversity, a one-size-fits-all mentality is seldom effective.

Our entire business is built on the concept that diversity leads to competitive advantage. This is true of all dimensions of diversity including generational diversity. Each generation brings to the workforce a different set of strengths and ideas.

The Charting a Course to Success: Overcoming Career Limiting Barriers interactive workshop is designed to help women identify, understand, and overcome the barriers that can limit career growth. Participants will explore the unique obstacles faced in the workplace and gain practical tools to navigate them.

Use this model to say NOPE to the things that are getting in your way.

Gender pay and opportunity gaps still exist in all workforce sectors including the government, higher education and corporate America. And the gender parity gap cannot be attributed to just one factor or one phase of the journey. While career limiting barriers do exist at the individual level, women face institutional barriers that lead to a lack of opportunities for career advancement.

Women’s careers are influenced by a combination of systemic barriers that arise from social structures and societal norms and personal barriers or individual factors that can affect how women approach their careers. This article shares some proactive steps you can take to navigate existing challenges while advocating for systemic improvements.

Ageism is a type of discrimination based on age and can affect everyone both young and old. If organizations fail to address ageism in the workplace it can have a negative impact at the individual and systemic level. Here are some things you can do to spot and stop ageism in your own workplace.

When it comes to diversity, equity, and inclusion, the discussion cannot focus solely on race and gender. DEI must take an intersectional approach, meaning they acknowledge and work to combat the multiple systems of oppression that exist.

Spotting ageism in the workplace is just the first step. To stop ageism, we need to take proactive steps…

This microlearning and discussion guide explores the concept of ageism, shares examples and discusses actions we can take to mitigate our biases toward ageism.

Intersectionality addresses the complexity of being an individual by recognizing that everyone has multiple aspects to our identity. “Intersectional Equity” is a term that was originally coined in 1989 by Kimberlé Williams Crenshaw. The theory behind intersectionality is that we cannot approach DEI with a singular lens because every individual encompasses many components of identity and cannot be reduced to just one-dimensional aspect.

In the workplace, an understanding of the intersectionality definition and the realities it produces helps us recognize the different ways in which people experience workplace policies.

Using intersectionality as part of common DEI language affirms the need to recognize employees for their whole selves.  It’s important to acknowledge all aspects of an individual’s identity because combined, each can shape how they experience the world and the workplace.

The theory behind intersectionality is that we cannot approach DEI with a singular lens because every individual encompasses many components of identity and cannot be reduced to just one dimensional aspect.

This short, interactive microlearning and discussion guide defines intersectionality and why it is important to understand why it matters.

Stella Young suggests that in our society disabled people are viewed as exceptional and “are congratulated for getting out of bed and remembering our own names in the morning”. She believes that we need to rewire our perceptions and celebrate their accomplishments for what they are, not as impressive because of their disability. Her unique perspective inspires thoughtful reflection on how we treat people with disabilities, and how we can celebrate them more appropriately.

Asian Pacific American Heritage Month

Hispanic Heritage Month

Indigenous People’s Heritage Month

Facts, figures and ideas for celebrating Veteran’s Month

Pride Month

National Disability Employment Awareness Month

Facts, figures and ideas for celebrating Women’s History Month

Facts, figures and ideas for celebrating Black History Month

How can organizations best promote diversity and inclusion via women leadership?  Here are some real-life examples of women in leadership roles across sectors in today’s workplace.

Women in the Workplace 2018 is the largest comprehensive study of the state of women in corporate America. In this 2018 report published by LeanIn.Org and McKinsey & Company 279 companies employing more than 13 million people shared their pipeline data and completed a survey of their HR practices. Progress isn’t just slow—it’s stalled. And we know why.