It’s Time to Reframe the Case for DEI
Companies truly devoted to increasing diversity, equity, and inclusion within their leadership bench will need to abandon traditional thinking on DEI and leadership development.
Companies truly devoted to increasing diversity, equity, and inclusion within their leadership bench will need to abandon traditional thinking on DEI and leadership development.
Companies truly devoted to increasing diversity, equity, and inclusion within their leadership bench will need to abandon traditional thinking on DEI and leadership development.
Traditional women in leadership development programs are great in theory, but not in practice. They’re built on faulty assumptions and mindsets.
In reality, today’s tech leaders — especially new tech leaders — face real challenges trying to create that optimal scenario because it’s tough to lead their teams effectively amidst constant change, especially with minimal or no executive guidance. To add another layer of complexity, many tech leaders are technically competent but lack essential leadership capabilities. Absent these capabilities, any existing leadership gap becomes more pronounced over time.
Many tech-focused organizations face a leadership gap — or worse, multiple leadership gaps within their departments. Their technology leaders lack clear vision or direction, and they may have trouble communicating that vision to their executive teams and to other key stakeholders throughout the organization. Establishing an effective, purpose-driven vision is essential to strategically build out stronger technology teams and to align them with overarching company goals.
Conversations about gender inequality and the ‘broken rung’ are common, but absent immediate, impactful, and lasting corrective action to hiring, retention, and promotion policies that advance front-line women leaders, these discussions are basically just talk. Leadership development programs that offer coaching in front-line supervisory roles are imperative to repair the ‘broken rung.’
A new leadership development model is needed — one that takes a holistic approach to leadership development by combining multiple learning strategies.
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CEO and Co-Founder Christine Tao asks friend Lan Tran, Director of Learning Design and Technology at McDonald’s on her strategy behind human-first design.
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Tommy Perkins
Tommy is at his best helping clients think through complex challenges in order to create a positive impact on their organizations. He thrives when interacting with others whether helping his team succeed or working with clients to build long-term partnerships. He has extensive experience consulting with organizations on driving their employee experience, guiding organizations through change, and working to ensure organizations are moving the needle when it comes to their results.
Most recently, Tommy was a Client Services Leader overseeing some of GP’s most prized accounts on a global level. His responsibilities included overall client growth strategy, retention, and satisfaction. He represented all of GP Strategies’ major business lines including leadership, coaching, and engagement, digital transformation, outsourced services, and technology implementation solutions.
Before GP Strategies, Tommy spent several years with TTEC Digital (formerly rogenSI) where he led the sales team, eventually becoming the regional Learning & Performance practice leader for North America. While managing the P&L and sales team he also led the largest global relationship for the firm (Deloitte Globally). During his time at TTEC, he focused on delivering blended learning solutions that incorporate technology and hands-on training. Before TTEC Digital, he spent several years dedicated to strength-based leadership disrupting the business landscape regarding performance management and employee engagement with thought leader Marcus Buckingham at The Marcus Buckingham Company / TMBC (now ADP).
Tommy has had the privilege of working with some of the most well-known global brands in professional services, retail, technology, and healthcare including Deloitte, Facebook, Microsoft, Bank of America, Novartis, Gap Inc., lululemon, and Intel. Several projects he led for Deloitte were Global GNPS, New Partner Pivot, NextGen Partner Program Deloitte China, Present to Win, the RPM project on performance management, and Unconscious Bias.
Tommy holds a BS in Health Sciences from Texas A&M University, and an MBA from Universidad del CEMA.
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