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Click on the videos below to view a complete library of clips of Celia Young speaking live:


Differences Are Not Just Differences:

The fundamental differences between people have different origins. Some differences are more individual or personal in nature, such as height, hair color, personality and so on. Others have to do with our social or cultural identities. These identities are based on how we grew up, our life experience, and the groups we belong to.

We Are More Than Just Individuals: 

While we like to think of ourselves as purely unique individuals, we all are affected by the groups we belong to. Each group has its own set of norms, common behaviors, and patterns that affect every interpersonal communication we have.

Being The Only One:

We often are unaware of our group identities, because we are surrounded by people with similar affiliations. However, when we are placed in a situation in which we are the only one who is different from the people around us, our group identities are suddenly thrust to the forefront.

Travel Abroad And We Will Quickly Discover Our Group Identity:

This story about Paul from California and Bob from Texas meeting on the streets of Beijing drives home a crucial point about how one recognizes and attaches importance to their group identities in different situations. While Paul and Bob would likely never associate with each other while in their own environment in the U.S., when overseas they quickly identify with and even befriend each other because of their shared American identity.

What Makes a Qualified Job Applicant Beyond a Person’s Resume?: 

In general, we believe a person’s work should speak for itself. However, we often unconsciously include a set of subjective judgments around the job candidate’s group identities such as race, gender, age, religion, and socio-economic status that go beyond his or her resume.

The Economic Impact of Differences:

Being in a minority group often comes with an added price. In this clip, Celia uses the example of being left handed in a pre-dominantly right handed world. Left handed people are not only more inconvenienced and have a more difficult time navigating through the right handed world, they also have to pay more for the products and merchandise made specifically for them. 

Unconscious Privilege:

Dominant group membership often brings with it an unconscious sense of entitlement. This story of an American going on his daily run while in Romania shows how assuming privilege can be not just naive but dangerous.

Who Has The Power To Set The Rules:

In almost every situation there is a power dynamic, and the world is divided into dominant and subordinated groups. It is the dominant group who set the rules and defines what is “normal”. Subordinated groups must constantly assimilate, follow the rules in order to survive, and are often painfully aware of their subordinated group identity.

Power Is Not Always a Numbers Game:

To understand who controls the power, we must look beyond numeric majority. Dominant groups are often the minority in numbers; this has been evidenced for a long time in South Africa. Research also shows 75% of employees in many banking and insurance businesses are women, yet men still traditionally hold the power positions.

From Being Too Young to Being Too Old:

Age is an important factor in whether we are seen as part of the dominant or subordinated group in the work place, and heavily influenced by culture. In America, being too young or too old often lessens our credibility, and the dominant age range tends to be in the “baby boomer” years. However in other areas of the world, such as Asia, this age range is quite different.

Group Power Dynamics:

Being cast as a member of a group is often not a result of a personality trait, nor is it always a personal choice. While these group memberships help define who we are, being in a dominant group does not mean we are power hungry, any more than being in a subordinated group means we are personally submissive. it is simply the power dynamics of our particular groups. Most people find themselves on both sides of the power equation, depending on their group memberships. It is more important to have sufficient self-awareness of these power dynamics and the impact of our behavior based on our group memberships.

Who Has the Power To Intervene:

This amusing car repair shop anecdote illustrates how power dynamics play into the relationship between men and women. As the dominant group in the current society, men are in the better position to intervene, or shift a conversation in order to create gender equality.

Being a Green Dot in a Red-Tinted Organization:

Every organization has its dominant set of business principles, policies, norms and practices. This organization culture has sustained itself through generations. If a new employee finds him or herself operating differently from the organization cultural norm, he or she often has to assimilate in order to survive and succeed.

Dress for Success

The 1980s best-seller Dress for Success taught women how to 'look the part' in a man's professional world. Being young in her career and eager to please her boss, Celia went out and purchased a new wardrobe in order to assimilate to this expectation, even though she quickly realized it was not her style. This is one example of how an organization's culture can inadvertently chip away at what is unique about its people, and force them to assimilate to the point of losing their creativity and special uniqueness.

Mentoring, An Equalizer:

Mentoring is an intricate dance between the mentor and mentee. Often the mentor learns as much from the mentee as the other way around. It typically falls on HR departments today to try to set up successful mentoring partnerships, which can be an interesting challenge in today’s diverse workforce.

Knowing When To Intervene:

Interacting or intervening with a member of a dominant group when we are a member of a subordinated group is a delicate balancing act. It is always important to ask if the person is open to feedback rather than voicing your opinions about them outright. The member of a dominant group in this scenario also has challenges to face, as he is often automatically seen as the “privileged person” without a unique story, and therefore has to do his work in order to distinguish himself. 

Coaching is a Power Dance Part 1: 

In a coaching relationship, it is important to understand we are not just two individuals, but come with our group identities. This can profoundly affect the dynamic of the relationship. For example, two traditionally subordinated group members (ex: a woman coaching another woman) will likely empathize with each other or inadvertently share some common in-group biases. When a member of a dominant group coaches another member of a dominant group, we need to pay attention to our unconscious privilege.

Coaching is a Power Dance Part 2: 

Having an awareness of the power dynamics at play in a coaching relationship is extremely important. As a member of a subordinated group, when we coach a member of a dominant group, we must find the equalizer that will allow us to shift the power dynamic in order to communicate and intervene effectively. On the other hand, when we as a dominant group member are coaching a subordinated group member, we must avoid the tendency to over-coach.

Maintaining Organizational Status Quo Often Kills Creativity:

Successful organizations spend a lot of time and money recruiting young and bright talent. However, as these new recruits enter the organization and are continually advised to ‘tow the line’ and assimilate in order to move up in ranks, they soon lose their raw talent and many rough edges which made them unique and desirable to begin with. Not only does the individual lose some sense of their self and strengths, but the organization has lost an investment and sources of creativity in their efforts to maintain status quo.

Success Through Balance Between Alignment and Empowerment:

How do we ensure our people are ‘towing the line’ and following organizational rules while still allowing their individual creativities and voices to be heard? Today’s organization must manage this dilemma and strike the delicate balance between alignment and empowerment in order to be successful in the changing world market.

Why Celia Young:

Celia Young & Associates, Inc. has been in the business for the last 20 years to help businesses succeed by restoring integrity in the leadership and the organization. We are mainly interested in working with organizations that are willing to nurture and invest in their human capital and to create an organization climate that is conducive for its members to devote their passion and contribute their uppermost energy and talents, in order to achieve business success. We help individuals, groups and organizations become fully who they are in order to transform themselves for the greater good. We help our clients get beyond the rhetoric of change . We help them gain clarity of who they are and what their destiny is. We help them find their own path. We help organizations align with their highest goals and vision. We coach and develop globally competent and multiculturally versatile leaders on the individual and group basis in order to help mold a new organization that is open to and capable of fully utilizing the diversity of its people. We help build an inclusive organization culture that fosters the spirit of innovation.

Learn More About Celia Young as a Dynamic Speaker and Workshop Facilitator:


Watch Now: "Is Your Organization Ready To Compete?" from Celia Young on Myspace.

During her professional career, Ms. Young has had the fortune of delivering her unique message through speaking engagements all around the globe. She has been a featured speaker for Fortune 500 corporations, large industry and executive organizations, and at a wide range of business and personal dev.

Speaking Topics

Authentic Leadership

A leader does not just rely on his or her skills; it is who they are that will truly supports them in becoming great leaders. In order to use your "whole self," you need to know yourself, from the "doing" part of you to the "being" part of you.In this session, we work with leaders

  • To integrate who they truly are into their leadership role
  • To reconnect their core value to their behaviors
  • To expand their influence from what they are trained to do into what they are called to do
  • To use their whole-person leadership to help their businesses make profit by doing well and being most effective in their role.

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Becoming a Global Leader

Regardless the size of its organization, every business is connected to the global economy. As a leader in today's business, the organization and its people depend on the business leader's passion and capability to demonstrate his or her global competence and multicultural versatility, and ability to help the company navigate through the diverse and challenging waters globally. To be a successful global leader, one must have a global vision, strategic mindset and capacity to tolerate multicultural ambiguity. Leaders: Are you prepared to lead in this increasingly complex and diverse world? In the workshop, I help leaders:

  • Connect their business to the global business reality
  • Expand their cultural filter
  • Increase their worldview
  • Refocus their leadership and business strategy

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Building a Successful Cross-functional Matrix

Organizations have operated in a matrix system for years. This means that people may be members of several cross-functional teams for a specific project purpose. But the majority of the team members don't have the standard reporting relationship. Working together without authority over each other creates a different challenge for team leaders. When you belong to too many teams, some days all you may do is attend meetings and not have time to give any in-depth consideration for the missions. Yet you still must rely on your primary reporting relationship outside the matrix for your advancement and your first line of accountability goes back to your functional area. These functional silos often stifle the matrix's performance. The objective of this workshop is to:

  • Increase understanding of the specific mission of each functional area represented in the team
  • Increase awareness of the functional culture and values
  • Explore common bound
  • Establish cross-functional accountability

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Building High-Performing Global and Multicultural Team

Working with people who have different styles or personalities is challenging. Working across multicultural and multinational boundaries just adds another level of challenges, including:

  • Time and physical distance
  • Cross-cultural misunderstanding
  • Cross-functional and cross-region conflict of interests
  • Entrenched organization power dynamics
  • Lack of ability to deal with differences
  • Lack of courage and skills to resolve conflicts
  • Unclear global business strategy

In this workshop, I help participants:

  • Champion a clear global business strategy
  • Examine the organization's power dynamics
  • Explore cross-cultural patterns of differences
  • Highlight the cross-functional interdependency
  • Increase level of courage to deal with conflicts

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Dangers or Opportunities: From Business Survival to Reinvention

In this economically challenging time, have you been too busy just to survive? Would cutting back and downsizing be enough to save your business? In good times, everyone can succeed in business. It is during desperate times when true business geniuses emerge. For every story of business bankruptcy, closure and job loss, there is a story of business reinvention. The questions are:

  • Are you so worried about the danger of going under that you just want to maintain what you have?
  • Do you thrash around to get any business just so you can survive?
  • Are your people so scared of losing their job that they stop doing their job?
  • Do you have what it takes to rise out of the ashes like a phoenix?
During adversity, true warriors find the strength to regroup by thinking big and wide and by turning defense to offense. Most importantly, they reconnect with their core purpose. Winners rely on their strengths. Likewise, businesses succeed by refocusing on their core vision and competency. Reinvention only comes after we are aligned with the essence of our business.

In this session, the participants will learn to:

  • Reconnect with who they really are as individuals and as a business
  • Reclaim their core business strengths
  • Practice listening to the creative ideas that normally are silent
  • Gather their courage that is needed to turn danger into opportunity
  • Close the gap between survival and growth

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Developing a Global Mindset

Organizations have been conducting business around the world for thousands of years. No one will argue that the world is increasingly diverse and the global village is at everyone's front door. However, success and failure of an international business depends on more than just technology, product, pricing and delivery. Think about this:

  • Is your organization truly global or just everywhere?
  • Is your idea of globalization actually Americanization?
  • Just because everyone speaks English in business, does it mean the same rules apply everywhere?

To become truly global, change is a must, including an organization's behaviors and mindsets. At the end of this workshop, participants gain:

  • A clearer definition of global organization
  • A better understanding of how their current organization culture and power dynamics helps or impedes their ability to globalize their business
  • Heightened awareness of the level of multicultural fluency a global business needs to succeed

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Developing a Truly Global Organization

A truly global enterprise must be able to share and utilize resources on a global basis to access the best market with the highest-quality product at the lowest cost. To become more borderless, a global business structure must be nimble and flexible. Further, it needs to be closer to its customers and suppliers continuously. Change is needed in the organization's power structure in order to support a spontaneous and sustainable global business strategy. In this workshop, I help participants:

  • Explore choices to transform their organization from a "headquarter-centric" structure to a "world-centric" structure
  • Explore the usage of power sharing and collaboration in order to support a truly global enterprise
  • Better manage the need for global efficiency and local responsiveness

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East Meets West: Are We Ready for an Asia-century

In Thomas Friedman's book The World is Flat, he discussed the emerging multiple centers of power around the world in this new century. The recent economic crisis has shown that while the western world continues to suffer market downturns, countries in Asia and some parts of the Middle East have fared better. Some of the complex reasons can be attributed to culture and consumer value, and to economic policies. China and India continue to grow in the population. They dominate in specific and growing markets and talent pools. Technological and economic powers have pushed these two countries to the leadership forefront and helped forge the Asia Century. The questions are:

  • Are we in the west ready to follow their leadership or at least share leadership in the world?
  • Are China and India ready to take the leadership role?

In our workshop, participants:

  • Explore east and west cultural differences and their economic impact
  • Examine the dynamics between the long held image of US supremacy and the emerging powers of Asia
  • Understand the heightened need for a realistic business strategy to prepare for the Asia Century

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Executive Development and Leadership Succession:How to Deal with the Leadership Vacuum

To build a sustainable business, we need leaders now AND for the future. However, many organizations find a huge gap between generations of leaders. When there is no apparent successor to a leadership position, continuing to hire from outside will not eliminate the organization's risk of losing its longevity. One of the reasons for the leadership gap is that the organization is full of managers, but few are qualified to be leaders. The other reason is the incompatibility of expectation and cultural values between generations. In this workshop, I help participants:

  • Distinguish between being a manager and a leader
  • Analyze the leadership gap and the organization cultural reality
  • Explore and reconcile the generational differences
  • Formulate succession planning and executive development strategy

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From Outsourcing to Global Interdependency

Doing business between developed and developing countries, often involves technology transfer not only to gain access to the emerging markets but also to save costs to maintain competitive advantage in the domestic market. At the beginning, we only transfer labor-intensive work and low-level technology to those developing countries that can get them done cheaper. Today, more countries have formed an unbreakable supply chain to make various products. While we have become increasingly interdependent with our business partners around the globe, the top-dog/under-dog power inequity issues that result from outsourcing continue to exist and expand. At the end of this workshop, participants will have:

  • Explored the interdependent relationship with their global partners
  • Examined the power inequity issues in the technology transfer process
  • Gained an enhanced cross-cultural understanding
  • An increased awareness of the need for open channels of communication for a true partnership
  • The ability to formulate a truly global center-of-excellence business strategy

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Gestalt: Organization Change Theory and Practice

In today's fast-paced world, we spend our most energetic hours in a day working, because we want to make a difference.Our success often depends on our ability to impact and influence our environment effectively. The German word Gestalt means "a complete pattern or configuration." A gestalt is a perceived whole. We believe that a system whether an individual, a group or an organization has the potential and desire to become whole and balanced. A change leader's job is to help systems see the entire picture and become whole by raising awareness, staying in the present moment, engaging in experiences, gaining access to a full range of choices and reaching for growth. We believe that we as change leaders are much more than the tools and techniques we carry. The first and foremost teaching from Gestalt is the "use of self". We believe that if we do not know ourselves or integrate all the fragmented parts of ourselves, we can't help our clients gain deeper insights about themselves, get unstuck from unhealthy patterns and move toward new choices. Our clients are individuals, groups or whole organizations. In this session, participants gain:

  • Increased awareness of self and their relationship with their environment
  • An understanding of the choices they have made and the new choices they can make
  • The skill set to stop getting in the way of their natural process of work by trusting their experiences, their own and those of their clients

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Human Resources: Are You a Change Leader or a Change Follower?

Though seldom spelled out on a formal organization chart, many businesses organize themselves around profit centers and cost centers. While an organization may believe and claim that it takes everyone to work together and interdependently to help the business succeed, there continues to be a power inequity between profit centers and cost centers, with the latter being viewed as under dogs. Often this power difference impedes true cooperation and jeopardizes the morale in the workforce. HR function normally is seen a cost center, since it does not directly generate any revenue for the company. Questions for HR professionals become:

  • What roles are you playing in the field of change?
  • Are you a true business partner or an order taker for your clients?
  • Do you have enough power to influence?
  • Do you have enough courage to initiate change, not just implement change?

In this workshop, participants can:

  • Increase self-awareness
  • Refocus on what they are "called" to do as an HR professional
  • Examine the organization power dynamics and the implications on their mission
  • Formulate their unique leadership strategy for change

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Increasing OD Skills for HR Professionals

What is HR? What is OD? How are these two fields different? How do they intersect? In some parts of the industry, it might be easier to define HR than it is to define OD. As a function, OD, (organization development) used to report directly to the CEO or the president of the organization. Today, it is part of Human Resources Department for most businesses. This merging of the two functions did not always proceed seamlessly, and it is wrong to assume that the staff in these two distinct areas can be interchangeable. This objective of this workshop is to help HR professionals:

  • Examine their overarching organization strategy designed to support their business strategy
  • Clarify the work for HR and OD based on this organization strategy
  • Explore challenges in shuttling between HR and OD work
  • Engage in a learning experiment to try out their OD skills

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Leading a Diverse Workforce

Research shows that people often don't quit the company. They quit their boss. They leave because they don't feel valued. Questions for these "bosses" are:

  • Are you a leader? Or are you a manager reluctantly occupying a leadership position?
  • How does your diverse workforce think of your leadership?
  • Do you truly appreciate the direct and positive correlation between a truly empowered diverse workforce and business success

A manager's competencies in leading and managing a diverse workforce are improved through awareness raising, skills enhancement and capacity building so that they can fully utilize their people's unique contributions.

In our workshop, participants:

  • Gain an increased understanding of the need to develop people according to their diverse needs
  • Examine and assess their effectiveness as a leader vs. a manager
  • Enhance their awareness and ability to value the diverse talents in their organization
  • Formulate a strategy for them to effect change for business success

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Leading Change from the Middle

Often, change does not happen, (and if it does, it does not sustain itself,) if the people at the top of the organizational hierarchy do not support and champion the change. If a change initiative is not embodied by the leaders in the middle of the organization, no transformation can take root. It is at the middle of the organization where "the rubber meets the road" and significant success and failure can be seen. The questions for the managers in the middle become:

  • Are you constantly caught between carrying out the organization's espoused vision and accomplishing the tasks at hand?
  • After watching too many change initiatives come and go, have you decided that the most productive thing to do is to be a good soldier?
  • How much courage do you have to fully utilize your power in the middle to lead change?

In this session, participants:

  • Gain an opportunity to engage in self-reflection and realign their purpose with that of the organization
  • Empower themselves to lead the change instead of waiting for the marching order
  • Can formulate a change-from-the-middle strategy

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Leadership for Today's Professional Woman

Since the women's movement in the 60s, women have made a lot of progress gaining equality in the workplace and entry into the boardroom. While the gender gap has narrowed, the challenges that women face continues. On the one hand, the cultural rhetoric promotes the "be all you can be" superwoman model. On the other hand, success comes with a price. Questions for the women are:

  • Have you adapted to a male-dominant model so well that you have sacrificed the essence of being a woman?
  • What kind of role model do you want to be for your daughters?
  • What lessons do you want to teach for your sons?

In this workshop, participants will:

  • Increase awareness of their organization's culture and power dynamics
  • Explore how the organization's power dynamics enhance or impede the chances to succeed for women
  • Establish support for the community of women
  • Heighten the unique cultural strengths and contributions for women
  • Explore their success strategy between assimilation and differentiation
  • Navigate the fluidity of gender roles at work and in life

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Mastering Cross-cultural Competency: Key to Global Business Success

We are more than just individual human beings on this planet. We have organized ourselves in groups for thousands of years. Culture is a collective way for a specific group of people to solve their problems. Culture is also an accumulation of characteristics, values and behaviors that have survived through generations within a group. A group can be a family, a tribe and a country. Every country has evolved from its own history. Therefore, each country's culture is more than its arts and artifacts. To succeed in doing business internationally, we need to know more than when to shake hands or bow and to experience different foods and music. We need to understand and capitalize on the cultural differences of the countries that we do business with. To globalize our business, we need to successfully manage the dilemma between acting borderless and embracing our national identities. The objective of this session is to help participants:

  • Examine their own culture and national identity
  • Heighten knowledge of other's culture and national identity
  • Expand the understanding of cross-cultural impact on global relationship and business
  • Develop a keener detector when cross-cultural issues are at play in any business situation
  • Practice applying their new found cross-cultural knowledge into global situation and create better results

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Maximizing your Influence from the Basis of Your True Self

In the natural universe, things evolve around a holistic principle. All living organisms strive to have balance and become whole. Every human being arrived on this planet as whole beings, vulnerable, energetic and curious. Somewhere along the way, we learned to spin off fragments of ourselves to survive and succeed in this world. The Western culture actually encourages and rewards people to compartmentalize themselves so that some parts of themselves go to work and other parts stay home. While we may believe this compartmentalization is very efficient, it goes against nature. When a system, whether an individual, a group or an organization, is compartmentalized and out-of-balance for a long time, its negative impact will manifest in individual's poor health, team's poor performance and business organization's losing its sustainability. To make a difference in our work and our lives, we need to first help ourselves and then others become whole by raising awareness, staying in the present moment, engaging in experiences, gaining access to a full range of choices and reaching for growth. The objective of this session is to help the participants:

  • Gain a keener awareness of themselves and their environment and see the choices they have
  • Increase their self-discovery and enhance their self-expression
  • Reclaim the alienated parts of themselves
  • Increase their ability to use their full self in the work they do
  • Become bigger than the tools and techniques they carry

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Merger and Acquisition in Global Business

When a business grows beyond using foreign distributors, the quickest way to go global is to merge or acquire a foreign enterprise to expand and to service its markets. That does not mean it is the easiest way to achieve business success. Historically, the majority of merger/acquisitions fail ... and within a short time. This is one of the biggest diversity issues that businesses must address. Crossing national boundaries add even more layers of challenge. When we don't pay enough attention to the fair and equal merging of the two business cultures, a merger often turns into an acquisition where there is a power inequity issue, which will impact the merged enterprises' ability to retain and capitalize on the value contributions each party brings to the table. Additionally, in such a case for a true acquisition, we surely need to minimize the negative impact of an acquirer and an acquired relationship. In this workshop, I help participants:

  • Clarify the ultimate vision and purpose of the merger/acquisition
  • Explore the power structure
  • Devise methods of inquiry for the specific business operations of the two parties
  • Increase cross-cultural understanding and its implication to the business cooperation
  • Clarify expectation and responsibilities
  • Begin to formulate a successful global merger and acquisition strategy

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Minority Leadership: Succeed without Selling out Your Culture

In the last 30 years of our organization's work, we noticed the "cream did not rise to the top," which means that hard work alone does not guarantee success! To retain and capture minority talent for the good of the business, organizations need to cultivate their leadership potential. However, to help them assimilate to the existing leadership standard of the organization may not be the best way to maximize their contributions. How do we get beyond this stumbling block? In this workshop, I help participants:

  • Increase awareness of their organization culture and power dynamics
  • Explore how organization power dynamics enhance or impede the chances to succeed for people of color
  • Heighten the unique cultural strengths and contributions for the people of color
  • Explore their success strategy between assimilation and differentiation

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Recognizing Asian Leadership, a Unique Brand of Contribution

Census data shows that Asian Americans often have higher than average educational background, professional expertise, and income level on the national basis. But our experience shows that Asian Americans often have not gone as far as they can go in their career in Corporate America. While the U.S. organizations often tend to view Asian employees as lacking "soft skills" or "people skills" necessary for them to navigate and succeed in the workplace, we believe the more crucial issue is that Corporate America does not recognize or value Asian style of leadership. There is a pervasive clash between Asian culture and the typical US Corporate culture. How do we harvest the unique contribution made by Asian employees without forcing them to sacrifice the essence of their cultural identities? At the end of the session, the participants will have:

  • increased self and cultural awareness
  • increased understanding of group and power dynamics
  • raised awareness of Asian's unique leadership qualities
  • gained insights in the need to build more inclusive organization culture
  • formulated a Asian talent retention strategies

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Valuing Diversity: Key to Continuous Innovation

In this turbulent economy, can you afford to continue to maintain the mindset of "if it ain't broken, why fix it?" Many of us know that in a rapidly flowing river, standing still is actually going backward. Unless your business is one of the very lucky few that its market has not changed for a long time and will not change in the foreseeable future, you need to worry about continuous innovation. But, do you often wonder where the new and different ideas are? Why haven't you gotten any from your employees? Here are a few typical reasons for your creativity block:

  • Too much "group think" that stifles "out of the box" thoughts
  • Leaders' behaviors help silence the "unique and different" voices
  • Organization culture does not encourage experiments
  • General low tolerance for "mistakes"

In this workshop, the participants will learn how to instill and establish an innovative culture by:

  • Recruiting and promoting different-minded thinkers and talents for the key assignments
  • Holding leaders accountable for eliminating fear of punishment in order to build an innovative culture that will learn from its experiment and mistakes
  • Building an inclusive culture that will value the diverse ideas and contributions of your people.
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