the ceo magazine, leadership,
Kim Christfort, National Managing Director, The Deloitte Greenhouse™ Experience team

In a time of accelerating change, increasing disruption, and heightened uncertainty, success demands unprecedented levels of resilience and flexibility from executives.  CEOs in particular must strike a dynamic balance between seemingly paradoxical priorities - embracing risk while mitigating it, exploring new, untested, business models while executing efficiently on the existing ones, capitalizing on proprietary expertise while challenging established orthodoxies, and of course driving short term yields while fueling long term opportunities [i].  It takes real mental and emotional energy to maintain these tensions as an individual.  But the challenge of leading a truly associative organization, one that can operate effectively while sustaining unresolved tensions, is best met by CEOs that can harness the diverse strengths inherent in their leadership team.

Diversity and Inclusion in corporate America may seem like buzz words, just a lot of hype. But, it is becoming more and more important to the fabric of many of the large companies for which I work. I have helped many of them create communications around their diversity efforts and in the process I have learned a lot. Diversity has a much broader meaning than it did many years ago. In the past, it was about race and gender. Today diversity is about age, background, life experience and so much more. Simply put it is about recognizing and embracing all the things that make individuals unique.

Tru Pettigrew

Who are The Veterans, The Boomers, Gen X and The Millennials? They could easily be the names of different music groups. But these are the names of four distinctly different generations in America. These four generations make up the newest quartet sensation known as “Today’s Workforce”.

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