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By Peter Linkow, Managing Director, Lead Diversity On January 28, 1986, 73 seconds into liftoff, the Space Shuttle Challenger broke apart and disintegrated over the Atlantic Ocean, killing all seven crew members. The cause: O-rings that sealed the joints on the Solid Rocket Boosters (SRBs) which failed in the cold conditions that were present that […]
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Emulation of best practices has been central to the development of diversity and inclusion in the United States. Myriad conferences, on-line resources and print journals, even distinguished organizations are devoted to promulgating best practices. Yet, a focus on best practices may be stymieing the development of diversity and inclusion.
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Numerous studies cite the importance of top management commitment as a critical variable in successfully recruiting, hiring, retaining, developing, and advancing diverse employees. 1 If the top of the power structure in an organization is not committed, then a diversity initiative is unlikely to gain the momentum and rise high enough on the priority list to be taken seriously and to gain the attention and commitment of the middle and front line managers who will make it succeed.
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What family responsibilities do executives have? Do they derive their identity more from their work or from their personal lives? What are the top challenges that executives face in managing work-life and what solutions do they employ most frequently? Do executives embrace work-life integration as a benefit to business? What are executive’s attitudes toward those who utilize work-life benefits?
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