Nikki Ganesan

“Any questions?” Crickets. How do you get your team to #speakup in meetings? It comes down to #psychologicalsafety and #askingpurposefulquestions that #encourageparticipation and empower team members to share openly and contribute meaningfully to discussions. 📢 Here are 15 prompts designed to promote engagement, encourage diverse perspectives, and enhance participation in meetings. #OpenCommunication #TeamMeetings #TeamDiscussion #AskingGoodQuestions #PsychologicalSafety Article: https://lnkd.in/dhMpRsKq

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DEI practitioners are often thought of as those that own the problem, but are rarely empowered to fully own the solution. I was having a great conversation on this very topic with someone this week and we were discussing the challenge with DEI. One of the key challenges that HR or a Head of DEI faces is the misconception that they solely "own" the diversity, equity, and inclusion issues within their organizations. The truth is, while they may lead the charge, the power to enact comprehensive solutions often lies beyond their immediate reach. I've been reflecting on my experiences integrating this work into HR and I think 5 things must be true for authentic lasting change to be sticky: 1️⃣ Engaged Leadership: There needs to be open dialogue with senior leadership to ensure they understand the breadth and depth of DEI challenges. Advocating for their active involvement and commitment to implementing solutions is key. 2️⃣ Collaboration Across Departments: The elimination of silos and collaboration amongst HR, talent acquisition, training, and other relevant departments ensures continuity by design. By working together, we can leverage resources and expertise to address DEI issues holistically. 3️⃣ Empowered Employee Resource Groups (ERGs): ERGs are powerful allies in driving inclusivity initiatives. Organizations must support and amplify their voices, providing them with the platform and resources to effect change from within. 4️⃣ Data-Driven Insights: Practitioners must be diligent about utilizing data to identify patterns of inequity and measure the impact of interventions. According to an HBR study, most companies track core diversity data, but very little look at intersectional data points against other factors like promotions. Data-driven insights not only lend credibility to initiatives but also guide informed decision-making. 5️⃣ Advocacy for Structural Changes: Challenging existing policies, procedures, and systems that perpetuate bias and inequality is essential. Advocate for structural changes that foster a culture of inclusivity and belonging. By implementing these steps, we can transcend the limitations of individual ownership and mobilize collective action towards meaningful DEI outcomes. #Diversity #Equity #Inclusion #DEI #ChangeMakers #HR #change #innovation #careers #Humanresources #talent #growth #progress #care #bethechange

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Although I wrote this more than 10 years ago, my wife and I still say "touch the treadmill" whenever we're struggling to get started on something. It's simple and yet so liberating. And it works every time. The Progress Principle is extremely powerful, but the first action is often the most challenging. Touch the treadmill. Change your life. #workingoutloud HT to Nicole Lam (She/Her) for reminding me of this post!

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Last week in Friday Favorites, we talked about psychological safety. Psychological safety in the workplace creates freedom and space for us to do our best work, without fear.    Here are some things to avoid if we'd like to create a psychologically safe workplace: —Bringing up a mistake that someone made 8 years ago, during an annual review conversation. —Surrounding ourselves with “yes people” who don't challenge us or offer perspectives that are different than our own. —“Venting downward” — which means complaining to people who report up to us, or up through us. Instead, here are a few things we can try: —Using the phrase “yes and,” when we are building onto a statement from someone else. —Acknowledging a perspective from another person, with a phrase such as “that's a good point,” or “I hear you.” —Venting across or upward —which means working through challenges or irritations with either our peers, or our managers/leaders. —Having key conversations during meetings, rather than after meetings (also known as avoiding the “meeting after the meeting.”) —Welcoming different perspectives and points of view, and aiming to create teams and organizations that bring diversity of thought, perspective, and experience. —Praising in public (or in whatever way the individual appreciates most) and offering constructive criticism in private. What else would you add to the list? If you'd like to join the Friday Favorites Community —our free weekly offering with reflections, resources, and inquiries on leadership and life — feel free to sign up here: https://lnkd.in/e5g5nDST #psychologicalsafety #leadership

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Higher ed, I love you, but you need to pay more attention to the careers you're handing your graduates off to. It's not enough to say "You can do anything with this major." You need to get more conversant on where students are actually headed. Here are is a little reading to start with. A summary of the 𝘗𝘦𝘰𝘱𝘭𝘦 𝘢𝘵 𝘞𝘰𝘳𝘬 2024 report from ADP Research Institute® https://lnkd.in/gXnYeK2g This shows what workers saying about their expectations and experiences. Let's eavesdrop. 𝗚𝗹𝗼𝗯𝗮𝗹 𝘀𝘂𝗿𝘃𝗲𝘆 -- 𝟯𝟰,𝟬𝟬𝟬 𝗿𝗲𝘀𝗽𝗼𝗻𝗱𝗲𝗻𝘁𝘀 • Lots of emphasis on generational differences in this. • Younger workers prioritize training and development more. • Skills confidence gaps. Workers anticipate needing new skills, and more than half say their employers aren't investing enough. "Among workers aged 18 to 24, only 43% think they have the skills they need to advance their career. That sentiment changes quickly as workers age, however. Among 25- to 34-year-olds, 62% say they have the skills they need." • "Small" companies of 100-250 employees are the sweet spot. Workers there have the most confidence in their opportunities for skills development. • Generally positive sentiment about DEI training. Higher among young workers. • Wage stagnation eased last year vs prior, but most of that is in management. • Job insecurity is down last year vs. prior. • The shift to hybrid or remote work is still underway. More workers say their employers have gotten more flexible than the reverse. • Fully remote workers feel more job insecurity than hybrid or on-site. 𝗡𝗼𝗿𝘁𝗵 𝗔𝗺𝗲𝗿𝗶𝗰𝗮 𝘀𝗲𝗰𝘁𝗶𝗼𝗻 𝘀𝘁𝗮𝗿𝘁𝘀 𝗼𝗻 𝗽𝗴. 𝟲𝟮 -- 𝟯,𝟴𝟬𝟬 𝗿𝗲𝘀𝗽𝗼𝗻𝗱𝗲𝗻𝘁𝘀 Generally along the same trend lines with these exceptions or nuances: • U.S. workers reported highest levels of stress. • Job insecurity declined but not as much. U.S. workers report among the highest job insecurity. • Paradoxically, they are among the highest in confidence about having the skills to advance their careers. • North America is leading in hybrid work. • Huge gender gap in the U.S. on satisfaction with pay. What did I miss that's relevant to higher ed? What jumps out at you? ___ Higher ed is part of a continuum including K-12 on one side and careers on the other. In my experience with clients, faculty are reluctant to familiarize themselves the workplaces they are sending their students out into. So I'm planning to post more reports like these. What sources of info about the workplace have you relied on? And what information would be helpful to you? ___ I'm Robert McGuire. I help #highered, #edtech and related nonprofits tell their stories to grow and engage audiences.  

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ARE HR DIRECTORS ABOUT TO PUT DEI ON THE BONFIRE? Will it still exist in the corporate world in a year's time - or are we about to see it rebranded and/or embedded across the business? Are lots of people about to lose their jobs? How can we make sure we keep the good bits of DEI, while binning the bad bits - and who gets to decide which is which? Proposed glossary: Good DEI = Genuinely inclusive, productive, and legally sound Bad DEI = Divisive, unproductive, and legally iffy Thanks to The Telegraph for quoting me in this groundbreaking story, alongside fellow sensible, centrist HR-watchers Simon Fanshawe (author of The Power of Difference), and Neil Morrison (#HR director at Severn Trent). On the question of what to do about #DEI, the Telegraph's employment editor Lucy Burton writes: "It is a debate that is being had across boardrooms across the country, as HR chiefs admit among themselves that some of their peers have embarked on passion projects that have little to do with the workplace. "Some worry that the advice they have taken on diversity could have misrepresented equality laws, placing little scrutiny on unaccredited external training providers. "Others fear that DEI teams are simply silencing anyone with a different opinion rather than seeking to improve the diversity of their employees." Ouch. No wonder they are worried. Simon, Neil and I seem to agree we must do everything we can to build on the good bits of DEI - but HR directors have already concluded that bad DEI is bad business. And we don't just mean: 'Go woke, go broke'. As this story explains, bad DEI is also bad for the people side of businesses: think productivity, retention and grievances. So it's no surprise that, as organisations face economic uncertainty and restructures, HR directors would see an opportunity to make big changes that will save money and cure some current headaches. Neil thinks many will declare that 'diversity is everybody's responsibility.' My prediction? We are entering a period of deep soul-searching. 'No debate' is ending, and the days of robust discussion will return. DEI will look very different in a year's time. External DEI #training providers and consultants will face much tougher scrutiny - and many won't shape up. The smartest in-house DEI professionals will demonstrate what value they bring to their organisation, acknolwedge the current problems with DEI, and propose solutions. Those who aren't paying attention will need a new career plan. Too apocalyptic? Perhaps Simon, Neil and I are wrong! Please tell us if you disagree with us... If, on the other hand, you agree that the end of DEI (as we know it) is coming, what do you think it will it look like? Will it be an earthquake - or a quiet, low-key crumble? What could a reimagined, improved version of what was once called 'DEI' look like? And do you share my hope that it will ultimately lead to healthier, happier, *genuinely inclusive* workplaces?

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I often ask my classes, what is the difference between what we KNOW and what we DO? “Post-pandemic, employees have experienced record-high stress and burnout and are increasingly attracted to organizations with cultures that support well-being at work.   A 2024 Gallup survey indicates that the percentage of employees who strongly agree that their organization cares about their overall well-being has ***plunged from 49% in 2020 to 21% in 2024***, while a previous survey found that improving well-being and culture rated much higher than increasing compensation among the things “quiet quitters” would like to change about their work.” These stats are a sharp reminder that we need to do better. The solutions offered in the article seem like common sense .... but by now we all know that it is the “soft skills” that are the “hard skills”: 🤔 Be who you say you are (It is not what we SAY. It is what we DO.) 🙊 Ask and be prepared to really listen(aka stop talking) 🧠 Align leadership criteria with organizational values (Do what you say. Promote leaders who lead by example) 🌟 Be self-aware (It always starts with you.) #LetsDoThis #ConnectionIsProtection #compassionconnects #selfcare #workplacewellbeing #workplacementalhealth #workplacesuicideprevention Linda Hunt PAg, Christina Ellerbeck P.Eng, MBA, Kerilee Snatenchuk, Leora Hornstein, Sandi Dwyer, CPHR, Kate Pelletier BEd MRE, Hayley Peek, Debbie Lang Pearmain, Shona McGlashan FCG GPC.D, Kim Skeath, Wendy Maya, Pauline Meunier, Beth Kelln, Bonnie Tompkins, Terry Andryo, Dennis Agbegha, BSc, MSc., Gavin Mosley, CEBS, Shannon 🦉 Hughes, Robert Pound, Victoria Grainger, Karen Gallagher-Burt MSW, Gena Rotstein, FEA, MA, Sheri Brake, MIR, B.Comm, CPHR, Lisa Dodwell-Greaves, Kristie Pshyk CWHP-P, Jen Huebner, Nicole Bourgeois, RPR, Dani Savell, Louise Clayholt, Tim Reitsma, Erica Leniczek, Melissa Cohen, Mary Ann Baynton, Samarpreet Singh, Dhanae Mogan, Elena M., Steve Sproule, Francisco Vieira Mendes, Abridge Consulting How “Carewashing” Alienates Employees

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As someone who attends various society scientific meetings such as ASCO and AAD, virtually and in-person, I’ve been wondering: What does the future of these important events look like given the split over remote vs in-person events? In many ways the debate mirrors what’s happening with workplaces themselves: A lot of people want to go back to the pre-2020 world where everything is in person, while others are clear they will never go back. Usually a big group ends up dissatisfied no matter what the solution, and I think that’s a shame. First, here’s the data for pharma conferences, which is the industry I am most involved with: Over the last couple of years, 72% of conferences have been exclusively in-person, but only 55% of physicians wanted in-person meetups. Notably, with burnout of doctors continuing to surge, nearly half of physicians wanted virtual or hybrid conferences, but only 28% of meetups were remote. The dividing line seems to be why you would want to go to a conference in the first place. For many, networking is the biggest reason to go to a conference, but that benefit is largely lost on Zoom. At in-person get-togethers, the “dead periods” between panels are often the most productive because it allows for a coffee-and-a-chat where you can make new friends and connections that lead to lifetime business deals. For others, it’s about absorbing information from sessions - for that, it’s clear convenience is king. A recent survey found 69% of health care professionals watch sessions on-demand all or most of the time, while just 23% say they usually watch live. It’s a complex issue, though. Academic research has found that conference attendees learn more in person - maybe because it’s easier to get distracted when you’re watching a presentation on your laptop. As a result, I don’t think there is a one-size-fits all solution. Instead, professionals should think deeply about what you hope to gain from going to a conference and be honest about what your favorite and least-favorite experiences were at past virtual and in-person conferences. That might mean doing both. Last year, the average health care professional attended two remote conferences and two in-person. The trend is clearly moving toward more in-person events, however, as fatigue from remote meetings sets in. In any event, the good news is it’s obvious that the pandemic did not kill conferences. Meditate NEXT, an annual clinical trials conference, saw attendance double from 2022 to 2023, as executives said they were eager to get back and socialize with their peers. Most conferences saw smaller but noticeable bumps last year. One thing I do know for sure, as a regular conference goer myself: You still have to keep going. We’re all busy, but carving out the time to prioritize these events is a great use of your time because of how much you will learn from your peers.

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KNOW the way and SHOW the way. In our latest from ConantLeadership, Jessica Foster says the first skill for 'centered' leadership is creating directional alignment. In other words, find a path and share it with your people. She says: “You really see that sense that [centered leaders] know what mission they’re on . . . No matter how big the company, the need to create that alignment means that everyone’s consistent in the direction they’re headed and where their energy is going.” https://lnkd.in/eRmpgEfp H/t Vanessa Bradford for this blog recap. #leadership #alignment #followtheleader

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DEI consultants are the bridge to a more inclusive future. Yet, there's a gap we can't ignore. Many are wizards in DEI knowledge, but when it comes to the business side, it's like speaking a foreign language. I've seen it first-hand in our Business of DEI Masterclass. Brilliant minds grappling with balance sheets and marketing strategies, their potential impact diluted. It's not just a missed opportunity. It's a problem that echoes across industries, stifling growth and innovation. But here's the thing: it's solvable. Imagine a world where DEI consultants are also savvy business strategists. Where they navigate boardrooms with the same ease as diversity workshops. I took this challenge head-on, blending DEI expertise with acute business acumen. The result? Projects that not only champion inclusion but also drive profitability. _________________________ ➡️ Join 28,000 professionals to learn simplified, yet vital, science-based #humanresources, #DEI and people strategies by following: https://lnkd.in/gf4q2u7j ➡️ We do a deeper dive into the business of People Strategies in our weekly Newsletter - The Business of #DEI. Join here: lnkd.in/d_E8EuTp

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This feels misguided. If the issue is the war for talent / demographic drought, the answer cannot be a mandate to work more hours. How does a six-day workweek improve productivity, engagement, discretionary effort, and retention? Contrast that with the massive gains that come from people doing their best work and living their best lives. High-trust environments post 260% higher motivation, 106% higher energy, and 76% higher employee engagement. If you need to boost productivity, engagement, and retention...there is one simple answer: Develop Your Leaders. Better leaders help people feel cared for and equipped to succeed, supported and challenged. Better leaders elevate clarity, build trust, and reinforce safety. This is not to say it's easy. I have done this so poorly at times. I have frustrated people, hurt their feelings, broken trust, and burned them out. Thankfully, as my dear friend Bill Franklin says, "Good judgment comes from bad judgment." It's how we learn. It's why I love helping new leaders not make the same mistakes I've made. What do you think? Is this policy dead on arrival? Is this just clickbait? https://lnkd.in/evTCUCAt

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Start At The End was published five years ago today. It is already outdated. And I’m very proud of that. When the team at Portfolio | Penguin Random House approached me about writing something, I was firm that I wanted to publish “a practical handbook for behavior change.” And while they vetoed that title, they gave me tremendous latitude to stay true to the core. Since then, the IDP has evolved to SIDE. I’ve added the business-behavior-operations view of companies, the five-person behavioral science squad, and the accountable/full process/all projects rubric to my toolbox. If I rewrote the book today, I’d probably start from scratch. And that’s a good thing. It means that the field is growing and changing, as it should. New voices have emerged and we’re now large enough to support both agencies and in-house teams, along with a small army of solo consultants. We’re in businesses, non-profits, and governments. We’re not just in finance and health, we’re in sustainability, entertainment, and retail. We need to continue that change. The book still sells well and I get lovely notes from new people, but it should be a jumping off point for what comes next, rather than a guide for what is. Because that’s true success in applied behavioral science: change. Side note: look at little Bear at the book launch party! He referred to the book as “his” because it is dedicated to him; now he is more concerned with writing his own. As it should be. Out with the old, in with the you.

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Ok, we're down to the FINAL persona from my Comms Career Path Quiz (https://lnkd.in/e-y2xw8f): ☀ The Vibrant Visionary ☀ I've talked a little bit in the past about how important it is that leaders dial in their 😎 vision and then communicate it 🤽‍♀️ clearly to their team. AND how uncommon it is. For The Vibrant Visionary (aka the future CCO), this is a completely natural mind-set and skill. In addition, they are 💪 crushing their influence game when it comes to helping their C-suite peers see the true value of the communications function. For me, I knew my journey in Corporate Communications was unlikely to lead in this direction, but I was ☘ lucky to work with a number of awesome comms leaders over the years like Lez Cunningham, Scott Stanzel, Jessica Pantages and so many more. So let me ask, if you're a 👩‍💼 senior leader 👨‍💻 what advice would you give to someone seeking the top spot? (Particularly in light of Axios' Eleanor Hawkins article yesterday on the lack of CCO turnover potentially dampening upward mobility for mid-tier leaders https://lnkd.in/esr5HUKK) # & # & # & # &# Alrighty! That's all of the personas! You can see the other three here if you missed them: 1️⃣ The Well-Grounded Guide (https://lnkd.in/eB7fgK2q) 2️⃣ The Tireless Trailblazer (https://lnkd.in/eakkmp-F) 3️⃣ The Savvy Strategist (https://lnkd.in/eUd4Y7Pt) THANK YOU to all my quiz takers and those who followed along, liked and commented as I talked about my journey in and around the world of Corporate Communications! AND, if you've got a lot of your 🥓 plate 🥞 but feel stuck in your career journey, start by downloading my 25 Powerful Questions to Uncover Your Ideal Communications Career Path right here for free: https://lnkd.in/eH4Gb8Rj

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Lately I’ve found myself discussing microaggressions more frequently than ever before. It’s been eye-opening to see how often these subtle, yet impactful, behaviors surface in conversations with my clients, spanning across gender, culture, and neurodiversity. #Microaggressions, those seemingly small and sometimes unintentional comments or actions, are much like mosquito bites on the skin or termite bites on a building. Individually, they may seem minor, but over time, their cumulative effect can cause significant harm. Consider how a single mosquito bite is more of a nuisance than a threat. But what happens when you’re bitten over and over again? The irritation compounds, leading to discomfort and even pain. Similarly, microaggressions, when experienced repeatedly, can erode confidence, create a sense of exclusion, and foster an environment of discomfort and distrust. For structures, termites are small creatures, yet their persistent gnawing can eventually weaken and destroy even the strongest buildings. In organizations, microaggressions can undermine the very fabric of our teams, eroding the sense of belonging and mutual respect that is essential for thriving workplaces. During my coaching sessions, these issues often come up, and addressing them is crucial to build inclusive and supportive environments. To support my clients, I’ve been sharing a resource that has simple yet proven reactions to microaggressions. I hope you will find it useful too. #siliconvalleycoach

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OK everyone. I've been thinking hard... a difficult task in and of itself on Monday morning… about what I could share today that would be insightful and impactful. As I mentioned the other day, July is Disability Pride month, and I wanted to regale you with some brilliant data and statistics about some specific issue related to the advocacy work I do around disability and inclusion. Here is where I landed. Every single topic, I considered - employment inclusion, inclusive product development, accessibility in our built environments, accessible air travel, education - it all boils down to one thing: I, and every person living with a disability I know just wants the same opportunities, the same consideration, and the same level of respect and dignity any other human living on this earth can have. 👉🏻 We want to use our skills and gifts and talents, and contribute in a meaningful way to our communities. If you don't hire us, you deprive a huge population of their right to work, AND are "handicapping" your company by depriving it of fully rounded diversity of experiences and perspectives that will make it more competitive. 👉🏻 We want to be able to get inside of your store, restaurant, movie theater, or hotel, and navigate the inside of that building with ease. If you don't create equitable AND THOUGHTFUL access (that, let's face it, accommodates more than the bare minimum the ADA requires), you are turning away $21 billion in discretionary spending this set of consumers could spend with you. 👉🏻 Don't get me started on air travel. Until I can roll onto an airplane in my wheelchair with my dignity intact and stay in my wheelchair on that flight, I won't stop talking about it. 👉🏻 At the risk of being insanely tacky and over-sharing, I will tell you that I spend over $3,000 every month on the assistance I need to get out of bed, get dressed, cook and eat food, groom, get back into bed, etc. (I have been vulnerable before, and if sharing the hard facts of my life here creates change, I will continue to do it) There is something very wrong about first, losing the financial assistance to help pay for those basic rights, because I chose to work and get married… And second, that when I DID lose that financial assistance, I was also contacted and told that I owed thousands of dollars in repayment because it hadn't been properly recorded in some computer system somewhere that I'd reported that my income had increased. It shouldn't be this hard to live a life, y'all! I just want the same things everyone else gets because they can stand on two legs. So many friends I have want the same thing. That's all… no more, no less. #DisabilityAdvocate #DisabilityAwareness #InclusionMatters #DEI #Equity #InclusiveHiring #ProductDevelopment #AirTravel #DisabilityPride #EqualOpportunities #DisabilityPrideMonth Muscular Dystrophy Association

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As a chief people officer and HR leader for many years, I have experienced leaders who struggle with how to respond to employee emotions. Christina Bradley, Lindy Greer and Jeffrey Sanchez-Burks, outline meaningful approaches to helping leaders navigate employee emotions. I especially appreciate that they outline real examples for leaders to learn from. “Dealing thoughtfully with employees’ negative emotions is a critical yet difficult leadership skill.” I have experienced first hand leaders who have navigated difficult situations well and made the employee feel more engaged, valued and part of the team. They created an environment where the person could excel in the face of challenges and hardship. On the other side, I have experienced leaders who have no idea how to navigate or respond to employee emotions and escalate a situation or create a bad environment for the team. I highly encourage you to take a few minutes to read this HBR article and reflect on your own leadership and ability to manage your teams emotions in the workplace. #culture #workplacewellbeing #leadership #care #acceleratingperformance #acknowledgingemotion #sangerleadershipcenter

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Are you a talent development professional looking for innovative ways to reach your learners or other employees? Have you considered a podcast? Consider the popularity of podcasts today. You can tap into that popularity and reach employees who want to get away from their desks, want to access content on their phones, or listen while they commute. You can tap internal SMEs, organizational leaders, or external experts. There are so many options. And so many questions. Learn more as Shannon Martin shares her insights in "Internal Podcasts From A to Z."

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A message from L&D to Internal Comms. We know we can do better at communicating our initiatives, and you can help. (1) Help us understand what messages resonate best. Let's figure out together what kind of messages really click with our people. We can look at what’s worked well before and use that to make our messages even better. Your insight into what gets everyone excited and involved will help us make sure our initiatives are a hit. (2) Help us figure out the best channels to use. Help us pick the best ways to talk to everyone. Whether it's through emails, meetings, or maybe quick posts on our internal platforms, you know what works. Let's use your know-how to make sure our messages are seen and heard by everyone, no matter where they are. (3) Help us create campaigns that support our goals. We want our campaigns to do more than just share info—they should inspire and motivate everyone. Team up with us to make campaigns that not only support our goals but also make everyone feel involved and important. Your creativity can turn our plans into something special that really speaks to our team. (4) Help us figure out the best times to communicate. When we send out our messages is super important. Help us pick the best times to reach out so we can catch everyone when they’re most likely to take it in, without interrupting their work. Finding the right moment can make all the difference in getting our message across effectively. (5) Help us be visually aligned with our brand. Let's make sure our look matches our message. You know our brand style inside and out, so help us keep all our communications looking sharp and on-brand. A consistent visual style helps make our messages stronger and more recognizable, and you're just the person to help us do that. We have the same goal, let's partner up to create more value. #learninganddevelopment #internalcomms

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