Organizations have struggled with the concept of middle manager engagement since middle managers became part of the picture. And this phenomenon is not reserved for Diversity and Inclusion practitioners alone. Too often, organizations forget the simple things when it comes to middle managers—like respecting their knowledge and ideas, and capitalizing on their potential. When organizations begin treating their middle managers like leaders, like the life blood of the organization, it will be a whole lot easier to engage them.

Source: Profiles in Diversity Journal

The Connecting Diversity to Middle Manager Priorities Training is designed as a half-day workshop to help middle managers make connections between diversity and inclusion and achieve overall business goals as well as individual goals.

The Making it Count for People Managers: The What, Why, and How of Diversity & Inclusion is a 75-90 minute training designed to help people managers recognize and understand how they can best support the diversity and inclusion strategy

The Making it Count for Sales Conversation Starter is a series of discussion prompts designed to help managers and their teams recognize opportunities to leverage diversity to improve client / customer relationships and business results.

Organizations have struggled with the concept of middle manager engagement since middle managers were part of the picture. And this phenomenon is not reserved for Diversity and Inclusion practitioners alone. Too often organizations forget the simple things when it comes to middle managers like […]

Your leadership style throughout your career often defines you. As we explore the concept of leading others inclusively, I would argue that defining your leadership style is the most important leadership success factor. Who do you want to be and how do you want to lead? Read more below…

Quick tips and how-tos to help you navigate diversity challenges and opportunities.

Middle manager engagement in diversity efforts continues to be a chief concern of DEI leadership. With pressure to perform, strained resources and competing priorities it is no wonder managers are not lining up to take on more responsibility. A first step in onboarding middle managers is gaining their vested interest, and critical to your success is positioning diversity and inclusion as a solution not a problem.

As a middle manager, you have direct connections to more junior-level employees, are instrumental in the shaping of careers, provide crucial connections to senior leadership and therefore are central to an organization’s ability to effectively institute change. Below you will find a few tips for being a positive driver of change.

Countless studies have been performed that connect overall employee engagement to engagement among middle managers. When you think about a company’s organizational chart the rational behind this is clear. Middle managers connect, interact and manage most of the employees within the organization.

When we take into account the world in which we live and do business the case for diversity seems somewhat obvious. Moving from conceptualization to actualization is where it becomes a bit more complicated. That requires an ability to leverage diversity in support of your goals and priorities.

Provides an overview of how to recognize bias in yourself and several steps to manage those biases for positive impact.