Our world, right now, needs leaders who know how to inspire, engage and get extraordinary results. As a leader, you’ve got opportunities, pressures, questions and complexities coming at you from all directions.

Are you struggling to hang on to a job or career path that has lost its meaning? Has the industry that you found so exciting early in your career lost its appeal? Are you close to being able to walk off into the sunset of your retirement years, but you find every step painful, frustrating, even soul crushing?

Are you ready to refocus, recommit, refuel, and drive toward completing an inspiring and fulfilling 2019?

Statistics, like these just shared by Google, show that many companies still lack diverse leadership today. 

Negotiation is a scary word.  At least, that is what we are hearing from most of the women we serve.  When we ask our clients if they are good at negotiating, many of them will tense up, shake their heads vigorously “no”, and back away as if to avoid something exceedingly unpleasant and distasteful.

The most common reason mentorship partnerships fail is because the relationship is NOT mentee-driven. When the expectation or assumption is that the mentor is the one managing the relationship, the mentoring partnership is already in danger.

Many attempts to start mentoring relationships fail repeatedly, both for individuals and companies, and we know why.

Do you think you are ready for a mentor, yet feel a little overwhelmed or intimidated about finding one? Have you tried establishing mentoring relationships before that have gone nowhere? 

Companies know that mentorship works, and companies know that their people are looking for mentoring. Yet organizations of all sizes fail time and time again to create successful, strategic mentoring programs, and we know why.

What do we do in the face of repeating patterns and longterm struggles?

Books we often share with our clients and colleagues.

Articles we often share with our individual and corporate clients.

In my career, I was an executive before the phrase Executive Presence was coined. You either had that job title or you didn’t, and moving up in the organization was based on bottom-line performance and who you knew.

The last thing we may feel we have time to add to our To-Do List is practicing mindfulness or sitting and meditating.

Many leaders instinctively embrace a collaborative and inclusive style of leadership. They often resist and struggle with the one-dimensional command-and control-leadership style of the past.

It reminds me of the quote I once heard that stated, "For a man to be considered a good leader he must be tough. For a woman to be considered a good leader, she must be both tough and caring." (Source Unknown)

What amazes and inspires me is the huge number of women, and many men, that stood up to their core values and beliefs for the greater good of the country, the social systems and the world we live in.

Leaders today want to know how to lead when their employees and colleagues span generations, ranging in age from 25 to 75 years old. The experts in this panel discussion share best practices and lessons learned when leading in a multi-generational workplace.

In our latest Women’s Leadership Roundtable “Leading in a Multi-Generational Workplace” we discussed how to navigate this new environment while leveraging differences and building bridges between each generation.

In Tiara, we work with the concept of generating clarity in our lives. Over the years, we have worked with thousands of women helping them get clear about what they truly desire.