I thought I had a pretty good handle on the challenges of Diversity... But that was before I met Celia Young. Celia's presentation was nothing short of stunning. Her passion, insight and delivery had an impact on the audience unlike any I'd seen. One could literally see 'the lights coming on' in the individuals who publicly responded to her series of observations and questions. Afterwards, everyone I spoke with said Celia's presentation was one of the most eye-opening, meaningful and practical they had experienced.
Reri MacLean
National President
The Professional Coaches
and Mentors Association
Through Celia Young & Associates consulting and coaching services, Ms. Young helped P&G's Asian Community develop a vision and strategy for retention and advancement of Asian Professionals at P&G. She not only helped improve the attrition rate among our Asian leaders significantly, she and her colleagues also coached 100 leaders including Asian professionals and 'two-up' managers to understand, participate in and own the development of Asian talent - consistent with Company principles and objectives. She helped unleash the leadership potential among promising Asian leaders. She enhanced senior management's awareness and competencies in their ability to manage and utilize Asian talent.
Anthony Y. Tsai
Vice President
Procter & Gamble Company
(1981-2007)
Executive Vice President &
Chief Innovation Officer
The Beijing Hualian Group
Team Building
Intact Work Units
People work together because they are part of the same functional area or department. This does not automatically make them a team. They may operate like individual silos. Their lives may just center around their boss. They often compete with each other for advancement. We work to help them establish common ground, improve their interpersonal relationship, increase their willingness to be accountable to each other and heighten their commitment to the team.
Senior Leaders Teams
Often, the higher people go in the organization, the more difficult it is for them to work as a team. They often jockey for very few advancement opportunities. This is especially true for the executive ranks who all potentially compete for either the President or the CEO’s position. We specialize in helping Senior Leaders to work together collaboratively by appealing to their interests in establishing their legacy and for the greater good of the business.
Cross-Functional Teams
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 the team leaders. When you belong to too many teams, some days all you may do is to go to meetings, and not have time to give any in-depth consideration for the missions. And you still must rely on your primary reporting relationship for your advancement while your first line of accountability goes back to your functioanal area. These functional silos often stifle the matrix’s performance. We work to break down the cross-functional barriers and build truly interdependent working relationship. We also work to shift the team based reward system.
Multicultural and Global Team
Working with people who have different styles or personalities is challenging enough. Working across multicultural and multinational boundaries just adds another level of challenges. There is often power dynamics involved. We are specialized not only in providing cross-cultural education but also facilitating team cohesiveness. As The Unites States become more diverse, you don’t have to go overseas to find yourself in a multicultural team setting. Besides, most of the global teams are virtual; the members are not physically located together. We need to use various mediums to create optimum results that will produce a desired return on the investment for such teams.
