Diverse Leadership Quotes

Good leadership requires you to surround yourself with people of diverse perspectives who can disagree with you without fear of retaliation.

Diversity of character is due to the unequal time given to values. Only through each other will we see the importance of the qualities we lack and our unfinished soul's potential.

Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the welder, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist.

Poetry empowers the simplest of lives to confront the most extreme sorrows with courage, and motivates the mightiest of offices to humbly heed lessons in compassion.

Pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies.

A NATION'S GREATNESS DEPENDS ON ITS LEADER To vastly improve your country and truly make it great again, start by choosing a better leader. Do not let the media or the establishment make you pick from the people they choose, but instead choose from those they do not pick. Pick a leader from among the people who is heart-driven, one who identifies with the common man on the street and understands what the country needs on every level. Do not pick a leader who is only money-driven and does not understand or identify with the common man, but only what corporations need on every level. Pick a peacemaker. One who unites, not divides. A cultured leader who supports the arts and true freedom of speech, not censorship. Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist. Pick a leader who will keep jobs in your country by offering companies incentives to hire only within their borders, not one who allows corporations to outsource jobs for cheaper labor when there is a national employment crisis. Choose a leader who will invest in building bridges, not walls. Books, not weapons. Morality, not corruption. Intellectualism and wisdom, not ignorance. Stability, not fear and terror. Peace, not chaos. Love, not hate. Convergence, not segregation. Tolerance, not discrimination. Fairness, not hypocrisy. Substance, not superficiality. Character, not immaturity. Transparency, not secrecy. Justice, not lawlessness. Environmental improvement and preservation, not destruction. Truth, not lies. Most importantly, a great leader must serve the best interests of the people first, not those of multinational corporations. Human life should never be sacrificed for monetary profit. There are no exceptions. In addition, a leader should always be open to criticism, not silencing dissent. Any leader who does not tolerate criticism from the public is afraid of their dirty hands to be revealed under heavy light. And such a leader is dangerous, because they only feel secure in the darkness. Only a leader who is free from corruption welcomes scrutiny; for scrutiny allows a good leader to be an even greater leader. And lastly, pick a leader who will make their citizens proud. One who will stir the hearts of the people, so that the sons and daughters of a given nation strive to emulate their leader's greatness. Only then will a nation be truly great, when a leader inspires and produces citizens worthy of becoming future leaders, honorable decision makers and peacemakers. And in these times, a great leader must be extremely brave. Their leadership must be steered only by their conscience, not a bribe.

Silence is for fools. Communication is for leaders. Justice is for those brave enough to not stand another moment dealing with people that feel the solution to any problem is through cold indifference because of their lack of courage and insecurities.

To be a jazz freedom fighter is to attempt to galvanize and energize world-weary people into forms of organization with accountable leadership that promote critical exchange and broad reflection. The interplay of individuality and unity is not one of uniformity and unanimity imposed from above but rather of conflict among diverse groupings that reach a dynamic consensus subject to questioning and criticism. As with a soloist in a jazz quartet, quintet or band, individuality is promoted in order to sustain and increase the creative tension with the group--a tension that yields higher levels of performance to achieve the aim of the collective project. This kind of critical and democratic sensibility flies in the face of any policing of borders and boundaries of "blackness", "maleness", "femaleness", or "whiteness".

At the different stages of recognition, reflection, and redress, practicing compassion provides potentially world-saving opportunities which otherwise likely would not exist.

I once knew one person in a leadership position who promoted diversity, unfortunately their policy excluded groups that were not aligned to his demeanour

The world does not belong to: one class, one gender, one race, one tribe, one religion, nor one nation, nor one people. The world belongs to everyone.

Pick a leader who will not only bail out banks and airlines, but also families from losing their homes -- or jobs due to their companies moving to other countries. Pick a leader who will fund schools, not limit spending on education and allow libraries to close. Pick a leader who chooses diplomacy over war. An honest broker in foreign relations. A leader with integrity, one who says what they mean, keeps their word and does not lie to their people. Pick a leader who is strong and confident, yet humble. Intelligent, but not sly. A leader who encourages diversity, not racism. One who understands the needs of the farmer, the teacher, the doctor, and the environmentalist -- not only the banker, the oil tycoon, the weapons developer, or the insurance and pharmaceutical lobbyist.

You won't benefit from diverse perspectives if you aren't open to utilizing differences.

Urging an organization to be inclusive is not an attack. It's progress.

Channeled correctly and integrated properly, our diversity can be our greatest strength.

I realize that what happened in Bosnia could happen anywhere in the world, particularly in places that are diverse and have a history of conflict. It only takes bad leadership for a country to go up in flames, for people of different ethnicity, color, or religion to kill each other as if they had nothing in common whatsoever. Having a democratic constitution, laws that secure human rights, police that maintain order, a judicial system, and freedom of speech don't ultimately guarantee long lasting peace. If greedy or bloodthirsty leaders come to power, it can all go down. It happened to us. It can happen to you.

By identifying and attracting individuals with diverse skills, expertise, and perspectives, organizations can build a board that is well-equipped to navigate challenges, seize opportunities, and promote ethical conduct.

First Globals are ready to go anywhere, experience everything, and work and live in exotic places, and for them, family life takes priority over work life and a flexible, diverse, collaborative, fun learning environment is key.

Business leaders should value diversity of thought and experience, just as nature thrives on diversity.

a workplace can look as diverse as the United Nations, but if the employees are not truly respected, not truly valued, not truly involved, and not truly treated with dignity, what you have is a great photo opportunity, not real inclusion.

I work to make human beings out of human bodies. I work to make conscience out of mindlessness. I work to make Gods out of obedient worshippers.

In a crowd do not lose your individuality, and in your individuality do not lose the crowd.

Never embrace a version of the gospel that doesn't require you to do life with someone who isn't like you.

It’s through diverse opinions and perspectives that a dynamic organisation can drive innovation and create its competitive advantage.

The boardroom is more than just a meeting space; it's a crucible where the future of a company is forged. It's a dynamic arena where individuals with diverse backgrounds, experiences, and perspectives converge to make decisions that can profoundly impact the lives of employees, shareholders, customers, and communities.

DIVERSITY IS ABOUT RECOGNISING, VALUING AND TAKING ACCOUNT OF PEOPLE'S DIFFERENT BACKGROUNDS, KNOWLEDGE, SKILLS, AND EXPERIENCES. HEALTH AND SAFETY SHOULD NOT BE USED TO JUSTIFY DISCRIMINATING AGAINST CERTAIN GROUPS OF EMPLOYEES

When hiring, we look at a variety of factors, including education, experience, and skills. The biggest factor by far, though, is a candidate’s ability to fit in with our existing culture. Some might say this is why we seem to only hire the same type of people, but who knows?

The greatest risk most of us will take in our lifetime is that of repression or denial of basic rights of another person. The great risk is that you have no idea what will happen if that person you think so small or insignificant of stands up and totally eclipses the Sun in the universe of those lacking in empathy, humility, and humbleness.

How he handled those different perspectives would reflect his true strength as a leader – his ability to manage the paradox of diverse viewpoints on a single piece of the truth.

It can feel as if we’re giving up our own values or giving in to the other person’s preferences. The reality is, it’s not giving up but adding on.

Being in the dominant group, where the culture matches our culture, tends to lead to not only advantage, but also conscious laziness.

1. Get male leaders to attend women’s conferences. One technique is to encourage male senior leaders to attend women’s leadership conferences.

Leaders who changed the world never enrolled in a “leadership course”; they deeply cared about people, engaged them, and acted with courage, thoughtfulness and integrity.

Diversity is being invited to the party; inclusiveness is being asked to dance.

India, created by collective leadership and built on principles of diversity and tolerance, has become a country addicted to debate; Pakistan,

It’s not sufficient to know that something is wrong. You also have to appreciate why it is wrong, how things might be changed, and then persuade others of the new possibilities.

People of color are allowed, even required to perform, and, especially these days on issues of race, to edify as well. 'Here you are, now entertain us'. But are we allowed to lead?

It is relatively easy to point fingers at political figures whose leadership tactics resulted in diminished optimism and increased despair during a time when millions of souls were starving for the exact opposite. It is not so easy to ask how one may have contributed to the creation and maintenance of the culture of disregard and discord which helped spawn the tragedy in the first place.

We live in a culture of reductionism. Or better, we are living in the aftermath of a culture of reductionism, and I believe we have reduced the complexity and diversity of the Scriptures to systematic theologies that insist on ideological conformity, even when such conformity flattens the diversity of the Scriptural witness. We have reduced our conception of gospel to four simple steps that short-circuit biblical narratives and notions of the kingdom of God on earth as it is in heaven in favor of a simplified means of entrance to heaven. Our preaching is often wed to our materialistic, consumerist cultural assumptions, and sermons are subsequently reduced to delivering messages that reinforce the worst of what American culture produces: self-centered end users who believe that God is a resource that helps an individual secure what amounts to an anemic and culturally bound understanding of the 'abundant life.

1. Experience: People who have been down the road of life and understand it. 2. Heart for God: People who place God first and uphold His values. 3. Objectivity: People who see the pros and cons of the issues. 4. Love for people: People who love others and value them more than things. 5. Complementary gifts: People who bring diverse gifts to the relationship. 6. Loyalty to the leader: People who truly love and are concerned for the leader. The Maxwell Leadership Bible

The Roman empire lasted 450 years by granting citizenship and leadership opportunities to people of all customs and religions. The Ottoman empire lasted 500 years, and tolerated local customs and religions. The Third Reich lasted 8 years.

Agile coach: The individual is an agile expert who provides guidance for new agile implementations as well as existing agile teams. The agile coach is experienced in employing agile techniques in different environments and has successfully run diverse agile projects. The individual builds and maintains relationships with everyone involved, coaches individuals, trains groups, and facilitates interactive workshops. The agile coach is typically from outside the organization, and the role may be temporary or permanent.

Imagine going to work every day to do only and exactly what you love!! All the work gets done because of the abundant diversity of your team. Different skills, interests and talents are woven together into a whole that is much greater than the sum of the parts!

How to Survive Racism in an Organization that Claims to be Antiracist: 10. Ask why they want you. Get as much clarity as possible on what the organization has read about you, what they understand about you, what they assume are your gifts and strengths. What does the organization hope you will bring to the table? Do those answers align with your reasons for wanting to be at the table? 9. Define your terms. You and the organization may have different definitions of words like "justice", "diveristy", or "antiracism". Ask for definitions, examples, or success stories to give you a better idea of how the organization understands and embodies these words. Also ask about who is in charge and who is held accountable for these efforts. Then ask yourself if you can work within the structure. 8. Hold the organization to the highest vision they committed to for as long as you can. Be ready to move if the leaders aren't prepared to pursue their own stated vision. 7. Find your people. If you are going to push back against the system or push leadership forward, it's wise not to do so alone. Build or join an antiracist cohort within the organization. 6. Have mentors and counselors on standby. Don't just choose a really good friend or a parent when seeking advice. It's important to have on or two mentors who can give advice based on their personal knowledge of the organization and its leaders. You want someone who can help you navigate the particular politics of your organization. 5. Practice self-care. Remember that you are a whole person, not a mule to carry the racial sins of the organization. Fall in love, take your children to the park, don't miss doctors' visits, read for pleasure, dance with abandon, have lots of good sex, be gentle with yourself. 4. Find donors who will contribute to the cause. Who's willing to keep the class funded, the diversity positions going, the social justice center operating? It's important for the organization to know the members of your cohort aren't the only ones who care. Demonstrate that there are stakeholders, congregations members, and donors who want to see real change. 3. Know your rights. There are some racist things that are just mean, but others are against the law. Know the difference, and keep records of it all. 2. Speak. Of course, context matters. You must be strategic about when, how, to whom, and about which situations you decide to call out. But speak. Find your voice and use it. 1. Remember: You are a creative being who is capable of making change. But it is not your responsibility to transform an entire organization.

Want to become a better leader? It's not about making yourself into a different person or being different than everyone else. Real leadership is recognizing the power of difference in others and learning how to leverage those diverse viewpoints to get amazing results.

At the time of the 1 996 terror bombing in Oklahoma City, I heard a radio commentator announce: "Lenin said that the purpose of terror is to terrorize." U.S. media commentators have repeatedly quoted Lenin in that misleading manner. In fact, his statement was disapproving of terrorism. He polemicized against isolated terrorist acts which do nothing but create terror among the populace, invite repression, and isolate the revolutionary movement from the masses. Far from being the totalitarian, tight-circled conspirator, Lenin urged the building of broad coalitions and mass organizations, encompassing people who were at different levels of political development. He advocated whatever diverse means were needed to advance the class struggle, including participation in parliamentary elections and existing trade unions. To be sure, the working class, like any mass group, needed organization and leadership to wage a successful revolutionary struggle, which was the role of a vanguard party, but that did not mean the proletarian revolution could be fought and won by putschists or terrorists.

Washington not only fit the bill physically, he was also almost perfect psychologically, so comfortable with his superiority that he felt no need to explain himself. (As a young man during the French and Indian war he had been more outspoken, but he learned from experience to allow his sheer presence to speak for itself.) While less confident men blathered on, he remained silent, thereby making himself a vessel into which admirers for their fondest convictions, becoming a kind of receptacle for diverse aspirations that magically came together in one man.

America feels itself to be humanity in miniature. When in this crucial time the international leadership passes to America, the great reason for hope is that this country has a national experience of uniting racial and cultural diversities and a national theory, if not a consistent practice, of freedom and equality for all. What America is constantly reaching for is democracy at home and abroad. The main trend in its history is the gradual realization of the American Creed. In this sense the Negro problem is not only America's greatest failure but also America's incomparably great opportunity for the future.

India’s post-independence leadership eschewed parochial nationalism in favor of civic nationalism where the rights and privileges of being Indian were conceived as arising not from some pre-existent modes of belonging—religion, race, or ethnicity—but instead from participation in a collective political endeavor.

O my brave Almighty Human, with the ever-effulgent flow of courage, conscience and compassion, turn yourself into a vivacious humanizer, and start walking with bold footsteps while eliminating racism, terminating misogyny, destroying homophobia and all other primitiveness that have turned humanity into the most inhuman species on earth.

Shackleton faced many of the same problems encountered by managers today: bringing a diverse group together to work toward a common goal; handling the constant naysayer; bucking up the perpetual worrier; keeping the disgruntled from poisoning the atmosphere; battling boredom and fatigue; bringing order and success to a chaotic environment; working with limited resources.

If you find yourself in a leadership position in a Catholic organization on campus, you’ll need to accept that there are other ways of looking at the Faith apart from your own. If you try to force your views on everyone else, you will waste time and damage the community. Instead, try to appreciate the incredible diversity that comes from being part of the universal Church.

The R6 framework isn't designed as only a theoretical exercise divorced from the practical realities of organizational life. In addition to the above descriptions of its efficacy, its efficacy is also in its inherent capacity to incorporate the diverse nuances of various business functions including those managed by human resources, operations, product development, finance, and other essential departments. I refer to this as its “nurturing effect.

I think you have a great women's ministry when the women of your community fall wildly in love with Jesus. Church ladies like this are the overflow of women who are empowered to lead, to challenge, to seek justice and love mercy, to follow Jesus to the ends of the earth like our church mothers and fathers of the past. You have a great women's ministry when there is room for everyone. You have a great women's ministry when you have detoxed from the world's views and unattainable standards for women and begun to celebrate the everyday women of valor, sitting next to you, and when you encourage, affirm, and welcome the diversity of women—their lives, their voices, their experiences—to the community. You have a great women's ministry when your women are ministering—to the world, to the church, to one another—pouring out freely the grace they have received, however God has gifted them, including cooking and crafts, strategy and leadership.

It has become fashionable for modern workplaces to relax what are often seen as outmoded relics of a less egalitarian age: out with stuffy hierarchies, in with flat organisational structures. But the problem with the absence of a formal hierarchy is that it doesn’t actually result in an absence of a hierarchy altogether. It just means that the unspoken, implicit, profoundly non-egalitarian structure reasserts itself, with white men at the top and the rest of us fighting for a piece of the small space left for everyone else. Group-discussion approaches like brainstorming, explains female leadership trainer Gayna Williams, are ‘well known to be loaded with challenges for diverse representation’, because already-dominant voices dominate.

That was the conclusion of a study conducted by BI Norwegian Business School, which identified the five key traits (emotional stability, extraversion, openness to new experiences, agreeableness and conscientiousness) of a successful leader. Women scored higher than men in four out of the five. But it may also be because the women who do manage to make it through are filling a gender data gap: studies have repeatedly found that the more diverse a company’s leadership is, the more innovative they are. This could be because women are just innately more innovative – but more likely is that the presence of diverse perspectives makes businesses better informed about their customers. Certainly, innovation is strongly linked to financial performance.

Values constitute your personal “bottom line.” They serve as guides to action. They inform the priorities you set and the decisions you make. They tell you when to say yes and when to say no. They also help you explain the choices you make and why you made them. If you believe, for instance, that diversity enriches innovation and service, then you should know what to do if people with differing views keep getting cut off when they offer fresh ideas. If you value collaboration over individualistic achievement, then you’ll know what to do when your best salesperson skips team meetings and refuses to share information with colleagues. If you value independence and initiative over conformity and obedience, you’ll be more likely to challenge something your manager says if you think it’s wrong.

It will place a high value on communal life, more open leadership structures, and the contribution of all the people of God. It will be radical in its attempts to embrace biblical mandates for the life of locally based faith communities without feeling as though it has to reconstruct the first-century church in every detail. We believe the missional church will be adventurous, playful, and surprising. Leonard Sweet has borrowed the term “chaordic” to describe the missional church’s inclination toward chaos and improvisation within the constraints of broadly held biblical values. It will gather for sensual-experiential-participatory worship and be deeply concerned for matters of justice-seeking and mercy-bringing. It will strive for a type of unity-in-diversity as it celebrates individual differences and values uniqueness, while also placing a high premium on community.

The University of Windsor, located in Windsor, Ontario, Canada, is a comprehensive public university known for its strong academic programs and vibrant campus life. Established in 1857, it offers over 200 undergraduate and graduate programs across disciplines like engineering, business, law, and social sciences. With a focus on experiential learning, the university emphasizes research, co-op opportunities, and community engagement. Its proximity to Detroit, USA, fosters cross-border collaborations and unique cultural experiences. The diverse student body, representing over 100 countries, enriches the inclusive campus environment. Windsor’s state-of-the-art facilities, including the Centre for Engineering Innovation and the downtown School of Creative Arts, support innovation and creativity. Committed to sustainability and social impact, the University of Windsor prepares students for global leadership while fostering a close-knit, supportive community.，whatsapp：+44 7543 204860：Obtain University of Windsor fake degree online, Where can i get to buy University of Windsor fake certificate?, Buy fake University of Windsor degree, Buy fake University of Windsor diploma, Get University of Windsor fake diploma, How much to buy University of Windsor fake degree?, Fake University of Windsor certificate online

It is quite unfathomable why the EU leadership fails to anticipate these potentially catastrophic possibilities, and fails to respond to popular concerns with more moderate immigration policies. One possible explanation for these perverse policies that has been put forward by highly regarded scholars, such as Samuel Huntington, is that the current leadership of the EU is composed of left-wing authoritarians who are enemies of the Western liberal tradition. According to Huntington, “Multiculturalism is in its essence anti-European... "and opposes its civilization. The official repression of dissent and pursuance of unpopular policies by undemocratic means suggests that such ideologues wish to turn the EU into a centrally controlled empire similar to the Soviet Union. If that is the case, then their current policies make a good deal of sense, in that they flood the continent with people who have lived under autocratic regimes and never lived in democratic republics. Such people may well be willing to tolerate repressive regimes provided they can maintain a moderate standard of living and their own traditional religious practices. As Hunnngton points out, imperial regimes often promote ethnic conflict among their minority citizens to strengthen the power of the central authority, with the not unrealistic claim that a powerful central authority is essential to maintain civil order. But if that is the case, then Europe will be transformed into an authoritarian and illiberal multiethnic empire, undemocratic, economically crippled and culturally retrograde. Is it any wonder that so many see Europe as committing suicide and its end coming "not with a bang, but a whimper?

The fascist leaders were outsiders of a new type. New people had forced their way into national leadership before. There had long been hard-bitten soldiers who fought better than aristocratic officers and became indispensable to kings. A later form of political recruitment came from young men of modest background who made good when electoral politics broadened in the late nineteenth century. One thinks of the aforementioned French politician Léon Gambetta, the grocer’s son, or the beer wholesaler’s son Gustav Stresemann, who became the preeminent statesman of Weimar Germany. A third kind of successful outsider in modern times has been clever mechanics in new industries (consider those entrepreneurial bicycle makers Henry Ford, William Morris, and the Wrights). But many of the fascist leaders were marginal in a new way. They did not resemble the interlopers of earlier eras: the soldiers of fortune, the first upwardly mobile parliamentary politicians, or the clever mechanics. Some were bohemians, lumpen-intellectuals, dilettantes, experts in nothing except the manipulation of crowds and the fanning of resentments: Hitler, the failed art student; Mussolini, a schoolteacher by trade but mostly a restless revolutionary, expelled for subversion from Switzerland and the Trentino; Joseph Goebbels, the jobless college graduate with literary ambitions; Hermann Goering, the drifting World War I fighter ace; Heinrich Himmler, the agronomy student who failed at selling fertilizer and raising chickens. Yet the early fascist cadres were far too diverse in social origins and education to fit the common label of marginal outsiders. Alongside street-brawlers with criminal records like Amerigo Dumini or Martin Bormann one could find a professor of philosophy like Giovanni Gentile or even, briefly, a musician like Arturo Toscanini. What united them was, after all, values rather than a social profile: scorn for tired bourgeois politics, opposition to the Left, fervent nationalism, a tolerance for violence when needed.

diversity of opinion balanced with the need to make and implement decisions. Chronic indecision is not only inefficient and counterproductive, but it is deeply corrosive to morale. Curiosity. A deep and abiding curiosity enables the discovery of new people, places, and ideas, as well as an awareness and an understanding of the marketplace and its changing dynamics. The path to innovation begins with curiosity. Fairness. Strong leadership embodies the fair and decent treatment of people. Empathy is essential, as is accessibility. People committing honest mistakes deserve second chances, and judging people too harshly generates fear and anxiety, which discourage communication and innovation. Nothing is worse to an organization than a culture of fear. Thoughtfulness. Thoughtfulness is one of the most underrated elements of good leadership. It is the process of gaining knowledge, so an opinion rendered or decision made is more credible and more likely to be correct. It’s simply about taking the time to develop informed opinions. Authenticity. Be genuine. Be honest. Don’t fake anything. Truth and authenticity breed respect and trust.

if we honor and value the complex ways in which people engage in organizational work, we are honoring the person and showing them kindness. At the end of the day, kindness in a meeting environment is about valuing the human before us: their time, their perspectives, and their personalities.

the factors that the 209 foes want to use instead of SATs for admission, such as “spark” and leadership, have predictive powers of about 2.5 percent—in other words, almost no relationship to academic success.

The new leadership structure in the quarter revealed the complexity of intra- (and inter-) plantation politics and economies. Diverse origins and competing ambitions fractured plantations and neighborhoods as often as they created new solidarities. Differences among slaves fueled powerful and often deadly disputes - rivalries rooted in petty accumulations of wealth or the other small rewards of plantation life. Still other conflicts arose between older residents and new arrivals. Slaveholders became maestros at recognizing and manipulating these rivalries, seizing upon their slaves' diverse personalities, abilities, aspirations, and petty jealousies to promote one individual, family, or faction at the expense of others. Planters understood that small privileges distributed to slaves could reap large advantages for themselves. But, if masters appreciated the strategy of divide and conquer, slaves also understood that, despite their internal differences, they had a common foe whose power knew few bounds and whose compunctions about using it had even fewer limitations. Fear from above, as well as common experience, compelled slaves to stand together, and as they did, the terrain of struggle between master and slave shifted once again.

Crafting learning experiences that cater to diverse needs and backgrounds.

Foster a culture of exploration and experimentation where diverse perspective and ideas can converge.

Instead, she is a master of strategic oversight. She selects excellent people and delegates power and authority to them. This is not to say that she pays no attention to the business. She reviews summaries and results and expertly identifies what needs to be addressed before it becomes a problem. This combined with unannounced, detailed, and seemingly random spot checks ensures that the fortunes of Carrisford & Crewe are not harmed by incompetence or corruption. And there are a number of fortunes. Built on her father’s initial (fabulously lucrative) investment in diamond mines, the company has expanded under Mrs. Carmichael’s leadership to include a variety of interests around the globe, including real estate, shipping, and manufacturing. It is far more diverse than our own import/export business and, accordingly, even more complex.

The true strength of a government lies not in dominance, but in cultivating an environment where diverse ideas peacefully coexist.

You belong and this space is for you

{D]iversity, equity, and inclusion' represents a new mode of institutional governance. Diversity is the new system of racial standing, equity is the new method of power transfer, inclusion is the new method of enforcement. All of this could be presented to institutional leadership in a language that appears to be soft, benign, tolerant, and open-minded — something that, combined with the threat of accusation, elite administrators were culturally incapable of resisting.

they tend to follow a common pattern: The incident: Someone writes or says something that’s acceptable to most of society but blasphemy within SJF. The backlash: A major protest occurs both within the institution and on social media, often equating the offender’s words with harm and demanding punishment in the name of safety. The moment of truth: Leadership within the institution—in each case, an institution specifically built to play by liberal rules—is forced to either stand up for its liberal ideals or cede to mob demands. Leadership cedes to SJF: In many cases, leadership initially stands up for liberal values. But when the backlash persists, to avoid being guilty by association, leadership fires the target or retracts their words. Leadership affirms allegiance to SJF: Public statements say something like, “The incident is antithetical to our values. We vow that it will not happen again. We reaffirm our commitment to diversity, equity, and inclusion.

The cultural databases that underpin this book have been extended to include not only more cases and more country data from more respondents but also a whole wealth of cultural measurements of competences, dilemmas and their reconciliations, servant leadership across cultures, innovation paradigms across cultures, and multicultural and remote team effectiveness.

responses to our deductive assessments of intercultural competence and transcultural leadership, corporate effectiveness and sustainability, cultural aspects of personality and team development, and innovation.

Freedom lies in being bold. The chains of social conditioning can only be broken by those who dare to challenge the status quo and redefine what leadership means beyond gender.

The very best employee owners are not followers. They are believers. They are collaborators not caring who gets the credit. They are financially responsible yet motivated. They have high expectations for their boss, for their firm, and for themselves. They think in the long run. They hustle and are customer-focused. They are a diverse representation of the American melting pot. They are proud of where they work. They are ready for accelerated leadership in a world of exponentially faster growth.

During the modern period and particularly in the last two centuries in most Western countries there has developed a broad consensus in favor of the political philosophy known as “liberalism.” The main tenets of liberalism are political democracy, limitations on the powers of government, the development of universal human rights, legal equality for all adult citizens, freedom of expression, respect for the value of viewpoint diversity and honest debate, respect for evidence and reason, the separation of church and state, and freedom of religion. These liberal values developed as ideals and it has taken centuries of struggle against theocracy, slavery, patriarchy, colonialism, fascism, and many other forms of discrimination to honor them as much as we do, still imperfectly, today. . . . However, we have reached a point in history where the liberalism and modernity at the heart of Western civilization are at great risk on the level of the ideas that sustain them. The precise nature of this threat is complicated, as it arises from at least two overwhelming pressures, one revolutionary and the other reactionary, that are waging war with each other over which illiberal direction our societies should be dragged. Far-right populist movements claiming to be making a last desperate stand for liberalism and democracy against a rising tide of progressivism and globalism are on the rise around the world. They are increasingly turning toward leadership in dictators and strongmen who can maintain and preserve “Western” sovereignty and values. Meanwhile, far-left progressive social crusaders portray themselves as the sole and righteous champions of social and moral progress without which democracy is meaningless and hollow. These, on our furthest left, not only advance their cause through revolutionary aims that openly reject liberalism as a form of oppression, but they also do so with increasingly authoritarian means seeking to establish a thoroughly dogmatic fundamentalist ideology regarding how society ought to be ordered.

However, while the student body is wonderfully diverse, the teaching and leadership body is not.

You don’t need to have a fancy job title or even actually be in the workforce to help encourage and advocate for more diversity in leadership. We all have a role to play in creating a world with more inclusive leaders.

Our Filters are what we need to pay attention to, yet they are what many of us are oblivious to.

The vital question we each need to ask ourselves is not if but when and where I am contributing to disparities in my profession, in my system, in my community?

We think we are in conscious control and are making our own decisions when, in actuality, we aren’t.

We mistakenly believe our cultural behaviors are the good, right, and respectful behaviors. What convinces us of that misperception? Our Filters.

Our challenge is how to identify and talk about our differences, well, differently.

Unless we’re interacting with a mirror all day, we are interacting across differences.

Organization after organization has created a culture of, for, and by only round holes, yet they say they want square and triangle and star pegs.

Equality applies the same rules and advantages to all in an attempt to treat everyone fairly. While used with the best of intentions, the results are rarely equal.

The systems within our organizations continue to churn out disparities and inequities, and all too often, those charged with fixing the problem look to the wrong source.

Thein Win Zaw is a dynamic Burmese entrepreneur known for his visionary leadership and business skills. As the founder of Shwe Byain Phyu Group, he has built a diverse conglomerate that spans various industries, including petrol stations, timber, and food exports. Under his guidance, the company has grown into a formidable presence in the Burmese market, showcasing his commitment to innovation and excellence.

Thein Win Zaw is a dynamic Burmese entrepreneur known for his visionary leadership and business skills. As the founder of Shwe Byain Phyu Group, he has built a diverse conglomerate that spans various industries, including petrol stations, timber, and food exports. Under his guidance, the company has grown into a formidable presence in the Burmesemarket, showcasing his commitment to innovation and excellence.

At the heart of every successful organization lies a culture of inclusion—one that not only accepts but also celebrates individual differences, viewing diversity as a wellspring of strength rather than a mere obligation to be fulfilled.

Be the Change and Watch the Ripples Spread. It's not about being famous for making change happen. Just stand up for what you believe in."​

The most profound revolution of our era is the realisation that by shifting our internal mindset, we possess the power to transform the external realities of our lives.

Dr. Woody Burton, the Director of Schools for Lake County, exudes a passion for education. His diverse experiences, from military service to educational leadership, shape his strategic approach to improving schools.

Mental File Cabinet Starter Set: Why do you want to be a firefighter? ☐ What have you done to prepare? ☐ Conflict Resolution Customer Service x2 Diversity Best and Worst Trait Leadership Mental wellness Physical wellness Problem Solving City Specific Time Management Future Goals Education Teamwork Hardship Positive Attitude Work Ethic Support System Honesty Integrity Trust

Think carefully about your larger objectives before you mix cultures up. If your goal is innovation or creativity, the more cultural diversity the better, as long as the process is managed carefully. But if your goal is simple speed and efficiency, then monocultural is probably better than multicultural. Sometimes, it is simply better to leave Rome to the Romans.

There is no easy fix for someone in my friend’s situation, but a vision for shared power offers one possible solution. If my friend could have assembled a diverse lay leadership team, it could have benefited everyone. Not only would it have lightened his personal workload, but the congregation could benefit from the varied giftings of people on the team. In addition, each person would benefit from space to develop in her/his particular gifts.

Belonging is important for a person’s health, just as it is important to your business’s health.

Kennon Smith in their delineating of critical issues in education through the studio. Central to their investigation is a connection with other fields of design and bringing common essential characteristics to the field of instructional design. Design and narrative meet in two chapters. In the first, Katherine Cennamo relates her experiences in pairing two design forms in a multidisciplinary design studio. Not all design work is alike and different cultures exist in different disciplines. At the same time, there are lessons to be learned through this innovative studio environment. Subsequently, Wayne Nelson and David Palumbo present the crossover of an interactive design firm to engagement with instructional design. Blending processes and ideas from product design and user-experience design informs their work, beginning from their entertainment-oriented experience and moving toward an educational product. How people design—whether they are instructional designers, architects, or end users—is a valuable base for practice and education. Chapters by Lisa Yamagata-Lynch and Craig Howard examine the design process using different methods of inquiry, but both help us in our quest for understanding. While Yamagata-Lynch uses Cultural Historical Activity Theory to examine design from an end-user point of view, Howard builds on an extensive use of the case study method to examine our own practices of instructional design. As we have seen in these chapters, instructional design is a diverse field and, while the specific subject matter is important, it is but one component of education. Wayne Nelson outlines the possible scope of research and practice and finds ways to integrate the field beyond traditional educational research. The qualitative and subjective aspects of instructional design must also be addressed. The specific elements of message design, judgment, and ethics are presented in chapters by M.J. Bishop, Nilufer Korkmaz and Elizabeth Boling, and Stephanie Moore. Each is critical in a holistic understanding of the field of instructional design, touching on such questions as how we convey meaning and information, our judgment of quality in our work, and our responsibilities as designers. We began the symposium with the idea of the value of design thinking, and Gordon Rowland, in his chapter, presents a method for improving the use of design in learning and thinking. Design is “a unique and essential form of inquiry,” and Rowland’s method can advance the use of design as a full-fledged educational component. Examining design and education encourages us to address larger, more systemic issues. Marcia Ashbaugh and Anthony Piña examine leadership thinking and how it could infuse and direct instructional design. How to improve the practice of design inquiry extends to the full field of education and to leadership in higher education. Paul Zenke’s chapter examines the role of university leadership as designers. Challenges abound in the modern age for higher education, and the application of design thinking and transformation is sorely needed. Our story, the chapters of this book, began with detailed views of the work of instructional design