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Courage

Are You Ready to Shatter the Vases Holding Your Business Back?

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Are You Ready to Shatter the Vases Holding Your Business Back?

Every organization has vases—unspoken rules, rigid traditions, and outdated leadership practices that were once useful but now hold us back. These vases shape how we lead, how our employees show up, and how our organizations function. We protect them because they feel familiar, because breaking them feels risky. But the greatest leaders—the ones who drive real transformation—are those who recognize when a vase no longer serves them and have the courage to shatter it.

Breaking vases in leadership is about challenging the limits we’ve accepted for too long.It’s about looking at our leadership practices, our workplace culture, and our teams with fresh eyes and asking: What is holding us back? What fears, habits, or traditions are we clinging to at the expense of growth?

The following questions are designed to help leaders step into this mindset—to break free from outdated leadership models, empower their teams, and create organizations where innovation, engagement, and bold leadership can thrive.

Are you ready to shatter the vases in business and build something stronger? Let’s begin.

  1. What long-standing leadership practices or company traditions are we holding onto simply because “that’s how it’s always been done”?

  2. Where in our organization do employees feel the most restricted—whether in decision-making, innovation, or personal growth?

  3. What fears are preventing us as leaders from embracing change? Are we afraid of losing control, failing, or stepping outside of our comfort zones?

  4. Are we unintentionally reinforcing workplace conformity by rewarding compliance over creativity and innovation?

  5. What outdated policies, hierarchical structures, or leadership mindsets are limiting our ability to adapt, grow, and stay competitive?

  6. How do we respond to failure in our organization? Do we treat mistakes as learning opportunities, or do we punish and discourage risk-taking?

  7. Are we empowering employees with autonomy and trust, or are we micromanaging and creating unnecessary barriers to their success?

  8. What personal “vases” are we holding onto as leaders—beliefs, habits, or fears that are limiting our own leadership growth?

  9. If we could rebuild our organization’s culture from scratch, what would we do differently? And what is stopping us from making those changes today?

Breaking vases in leadership requires deep reflection, bold action, and a willingness to embrace transformation. Are we ready to break what no longer serves us and build an impactful work culture?


Building Leaders. Breaking Limitations.

Dima Ghawi is a catalyst for leadership transformation, guiding professionals and organizations to shatter limitations, embrace growth, and lead boldly. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Ready to break the vases holding you back? Connect with Dima at DimaGhawi.com and BreakingVases.com.

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 Breaking the Vase: Giving Employees the Courage to Break Free from Conformity

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Breaking the Vase: Giving Employees the Courage to Break Free from Conformity

Employees are handed invisible vases—rules of conformity, unspoken expectations, and cultural norms that dictate how they should behave, think, and lead. They are taught to blend in and avoid disrupting the status quo. But organizations don’t thrive when employees conform—they thrive when employees have the courage to challenge, innovate, and lead.

Breaking the vase in leadership means creating an environment where employees are empowered and feel safe to break their own vases—to reject conformity, embrace their uniqueness, and bring their full potential to the workplace.

The Weight of Workplace Conformity

Just as I once feared the consequences of shattering my vase, many employees feel the pressure to conform in their jobs. They fear standing out too much, questioning authority, or taking risks that might lead to failure. These fears hold them back from reaching their full potential, just as my fear of breaking the vase held me back from becoming who I was meant to be.

This workplace conformity takes many forms. Some employees stay silent in meetings even when they have great ideas. Others avoid risk-taking because they fear failure or criticism. Some suppress their true selves to fit into rigid corporate cultures. Many follow outdated processes simply because they have been told, “this is how we’ve always done it.”

Leaders who recognize these invisible vases have the power to help employees break free from them. A leader’s ability to create a culture where employees feel safe enough to challenge these limitations is what separates ordinary workplaces from innovative, thriving ones.

Breaking the Vase Means Embracing Authenticity

Shattering my vase was an act of reclaiming my identity. I stopped trying to be who I was expected to be and started embracing who I truly was. Leaders must encourage employees to do the same. A workplace that fosters authenticity over conformity is one where employees feel safe to share their ideas and challenge outdated systems. It is a place where diversity of thought is celebrated, not stifled. When employees know they are valued for who they are—not just for how well they fit into an existing structure—they become more engaged, creative, and committed to their work.

The most successful organizations do not silence individuality; they amplify it. Employees who are free to think independently, take bold actions, and challenge conventional wisdom are the ones who drive real change. When leaders create space for employees to shatter their vases, they unlock a level of confidence and creativity that transforms an organization.

How Leaders Can Help Employees Break Their Vases

Leaders must be the ones to break the first vase. Employees will not feel courageous enough to challenge conformity if their leaders are unwilling to do the same. When leaders lead with vulnerability, challenge old norms, and empower their teams, they set a precedent for a culture of boldness and authenticity.

To give employees the courage to break free from conformity, leaders must encourage diverse perspectives and make it clear that different opinions are welcome and necessary for growth. This helps shift the focus from perfection to progress. Creating psychological safety is key—employees need to know they will not be punished for questioning norms or suggesting new ideas. Most importantly, leaders must lead by example. Sharing personal stories of transformation, failure, and resilience shows that breaking the vase is a journey worth taking.

The Power of a Workplace Without Perfect Vases

Imagine a workplace where employees don’t feel the need to shrink themselves to fit in. Where they bring their whole selves to work—their creativity, their boldness, their full potential. A culture of conformity stifles innovation, but a culture of courage builds companies that thrive.

Organizations that thrive are built by people who dare to break the vase.

So, as leaders, we must ask ourselves: Are we reinforcing conformity, or are we helping our teams find the courage to shatter the vases that hold them back?


Building Leaders. Breaking Limitations.

Dima Ghawi is a catalyst for leadership transformation, guiding professionals and organizations to shatter limitations, embrace growth, and lead boldly. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Ready to break the vases holding you back? Connect with Dima at DimaGhawi.com and BreakingVases.com.

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 Great Leaders Empower Others to Break Their Vases

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Great Leaders Empower Others to Break Their Vases

Every person has a vase. Every employee in our organizations is holding onto one right now.

For some, it’s fear of failure that keeps them from stepping into leadership. For others, it’s self-doubt that convinces them their ideas aren’t worth sharing. Some are weighed down by past mistakes, afraid to take another risk. And many feel trapped by unspoken rules—the belief that they must stay silent, conform, or fit into a mold that doesn’t allow them to fully thrive.

As leaders, our responsibility is to break our own vases and to empower others to break theirs. It is our job to create an environment where employees feel safe enough, supported enough, and bold enough to shatter what holds them back and rise into their full potential.

Recognizing the Vases That Hold Employees Back

Many employees are standing at the edge of their own transformation, waiting for a leader to tell them that they are strong enough to take the leap. A leader who is committed to empowering their employees must first recognize the vases that hold them back. These vases often take the form of:

  • Fear of speaking up—Employees who have ideas but hesitate to share them.

  • Lack of confidence—Talented individuals who don’t see their own leadership potential.

  • Rigid expectations—Unspoken rules that stifle creativity and prevent risk-taking.

  • Perfectionism and fear of failure—A culture where mistakes are punished rather than used as stepping stones for growth.

These invisible barriers keep employees from fully stepping into their capabilities. If we, as leaders, do not help them break free, we are not just holding them back—we are holding our entire organization back.

Creating a Culture Where Employees Feel Safe to Shatter Their Vases

Shattering a vase is not easy. It is uncomfortable. It is vulnerable. It is uncertain. But transformation only happens when people feel safe enough to take risks.

Leaders must cultivate an environment where employees:

  • Know their voices matter. Encourage open communication, make space for their ideas, and show them that their perspectives are valued.

  • Are supported through failure. Instead of fearing mistakes, employees should see them as part of the journey—a necessary breaking before the rising.

  • Feel trusted to take ownership. Give employees the autonomy to make decisions and lead in their own way. Confidence is built through action, not permission.

When employees feel safe, seen, and supported, they will take the bold steps needed to break through their own limitations. And when they do, they will not just grow—they will inspire others to do the same.

Leading by Example: Breaking Our Own Vases First

Employees will not dare to break their vases unless they see us, as leaders, doing the same. We must be willing to share our struggles, admit our fears, and model the courage we ask of them.

Leaders who show their own vulnerability give others permission to do the same. When employees see a leader embrace change, challenge norms, and rise from the shards, they believe they can too.

The Legacy of a Leader Who Empowers Others

The leaders who create lasting impact are not the ones who keep their teams safe within an unbroken structure—they are the ones who help them break through their limitations and step into something greater.

Imagine a workplace where employees are not afraid to take risks, not hesitant to share bold ideas, not trapped by self-doubt. Imagine a team of individuals who have shattered their vases and risen with confidence, creativity, and resilience. That is the kind of organization that thrives.

So I ask you: Are you helping your employees break free? Are you empowering them to rise from the shards? Are you creating a culture where they feel safe enough to shatter their vases?

Because leadership is about breaking our own vases, and also giving others the strength to break theirs.


Building Leaders. Breaking Limitations.

Dima Ghawi is a catalyst for leadership transformation, guiding professionals and organizations to shatter limitations, embrace growth, and lead boldly. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Ready to break the vases holding you back? Connect with Dima at DimaGhawi.com and BreakingVases.com.

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The Leader’s Imperative: Breaking Vases to Build the Future

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The Leader’s Imperative: Breaking Vases to Build the Future

For most of our lives, we are taught to protect the vase. In my story, it is more than just a fragile object—it is a symbol of compliance, a metaphor for the unspoken rules that dictate how things should be done. Do not question. Do not disrupt. Do not break the vase.

But we must break it.

Not because we want to, but because we have to. Because the only way to step into our full potential as leaders is to shatter the limits placed upon us and create something new.

As leaders, we are the guardians of vases—long-standing traditions, deeply embedded structures, and leadership philosophies passed down from a different era. These vases may have served a purpose once, but are they serving our organizations now? Or are they holding back the innovation, agility, and human potential needed to thrive in a rapidly evolving world?

The choice is clear: protect the vase and risk stagnation, or break it and lead transformation.

The Danger of an Intact Vase

In business, unchallenged traditions are like that vase—protected for the sake of stability but, in reality, limiting progress. Most organization has vases:

  • A hierarchical leadership structure that discourages new ideas from emerging.

  • A culture of fear where employees hesitate to speak up.

  • A rigid strategy that resists adaptation in a world that demands agility.

These vases do not shatter on their own. They require leaders with the courage to break them intentionally—to challenge norms, rewrite policies, and reinvent cultures to create workplaces where innovation and engagement can flourish.

A Leader’s Responsibility: Choosing the Harder Path

Breaking vases is not comfortable. It requires abandoning the illusion of control, embracing uncertainty, and stepping into the unknown. When I shattered the vase that defined my life, I had no roadmap, no guarantees. But I knew that remaining inside the confines of that unbroken structure was no longer an option.

As leaders, we have that same choice. Do we stay within the safety of what has always been done, or do we take the harder, more necessary path toward transformation?

The strongest leaders are those who:

  • Break the comfort of tradition and make room for progress.

  • Recognize that growth requires discomfort and lead teams through uncertainty with vision and purpose.

  • Encourage risk-taking because real innovation does not come from maintaining the status quo.

Breaking the Vase is Just the Beginning

Shattering the vase is not the end—it is the beginning of something greater. It is a commitment to continuous reinvention, to questioning what no longer serves, and to leading with the kind of courage that builds organizations capable of thriving in the future.

When we create an environment where employees feel seen, heard, and empowered to take risks, they will bring their best selves to the table. They will think bigger, create bolder, and move faster.

The Legacy of a Leader Who Breaks the Vase

The leaders who leave a lasting impact are those who refuse to accept limitations. They are the ones who dare to disrupt, to ask difficult questions, and to challenge the belief that success comes from playing it safe.

So let’s ask ourselves: What vases in our organization need to be shattered? What traditions are we holding onto that are keeping us from building something better?

The choice is not between breaking the vase or keeping it intact. The choice is between evolution and irrelevance.

Which will we choose?


Building Leaders. Breaking Limitations.

Dima Ghawi is a catalyst for leadership transformation, guiding professionals and organizations to shatter limitations, embrace growth, and lead boldly. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Ready to break the vases holding you back? Connect with Dima at DimaGhawi.com and BreakingVases.com.

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Redefine Leadership by Shattering the Vase

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Redefine Leadership by Shattering the Vase

In every organization, on every leadership journey, there exists a vase.

A metaphor—a symbol of the traditions, expectations, and unspoken rules we are told to protect. It represents "the way things have always been done." It holds the weight of outdated leadership models, rigid workplace structures, and inherited mindsets that no longer serve us.

I know this vase well because for much of my life, I was told to protect it. In my culture, the vase represented tradition, obedience, and limitations placed upon me from birth. I was taught that my worth was tied to keeping it intact, to following the path laid before me without question.

Shattering the vase meant defying expectations, stepping into the unknown, and embracing the terrifying yet liberating process of transformation. And in leadership, the same truth applies. The leaders who make the greatest impact—the ones who create real change, inspire innovation, and foster engagement—are those who dare to shatter their own vases.They challenge convention, break through limitations, and rebuild something stronger. Because true leadership is about knowing when to transform.

Shattering Vases to Create More Effective Leaders

Shattering vases in leadership means breaking away from rigid, outdated models of authority that rely on control rather than empowerment. Leaders who cling to the belief that they must have all the answers, maintain hierarchy, and never show vulnerability are holding onto a vase that no longer serves them—or their teams. Breaking that vase allows leaders to lead with authenticity, foster trust, and create an environment where collaboration thrives. A leader who dares to shatter limiting beliefs and outdated leadership structures creates space for new ideas, innovation, and more effective problem-solving.

Shattering Vases for More Employee Engagement

Many workplaces operate within vases built on bureaucracy, micromanagement, and fear-based leadership. These vases stifle creativity, disengage employees, and create an environment where people feel undervalued and unheard. Shattering them means breaking the rigid systems that prevent employees from taking ownership of their work and contributing meaningfully. When employees feel trusted, supported, and empowered to challenge ideas and take risks,engagement flourishes. Leaders who break these vases create workplaces where people bring their full creativity, passion, and drive to what they do.

Shattering Vases for a Thriving Work Culture

Workplace culture is often shaped by unspoken rules—vases that reinforce conformity, discourage innovation, and suppress open dialogue. These cultural vases convince employees to stay silent rather than speak up, to maintain outdated practices rather than experiment with new approaches. Breaking these vases creates cultures where diversity of thought is celebrated, communication is open, and psychological safety is prioritized. A thriving organization is not one that clings to tradition for tradition’s sake, but one that continually breaks what no longer works to build something better.

Daring to Break the Vase

Shattering vases is about transformation, courage, and creating something stronger. Just as I had to break the vase that confined my life to a predetermined path, leaders must be willing to question the systems, traditions, and mindsets that keep their organizations from evolving.

The best leaders recognize when it’s time to break old patterns, challenge limiting beliefs, and rebuild something stronger.


Building Leaders. Breaking Limitations.

Dima Ghawi is a catalyst for leadership transformation, guiding professionals and organizations to shatter limitations, embrace growth, and lead boldly. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Ready to break the vases holding you back? Connect with Dima at DimaGhawi.com and BreakingVases.com.

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Rising from the Shards: A Journey of Courage and Reinvention

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Rising from the Shards: A Journey of Courage and Reinvention

There comes a moment when the life we have always known crumbles beneath us. Sometimes, it shatters in an instant. Other times, the cracks have been forming for years, until one day, we can no longer hold it together. We stand among the shards, faced with a choice: gather the broken pieces and try to rebuild what was, or use them to create something entirely new.

I know this moment well. I have lived it.

For years, I followed the path laid before me, believing I had no other choice. I obeyed. I stayed silent. I tried to fit within the mold that was expected of me. But the moment came when I could no longer ignore the voice inside, the one telling me that there was more that I was meant for more.

Leaving behind everything I had ever known was the most terrifying decision of my life. Stepping into the unknown meant facing loneliness, and fear. But in that breaking, I found something unexpected: the unshakable power of my own voice.

Breaking is Not the End—It is the Beginning

When life as we know it falls apart, it is easy to believe that we are broken beyond repair. But I have learned that breaking is not the end of our story—it is the beginning of our transformation.

The pieces we are left with may be sharp, painful, and unfamiliar. But they are also ours to shape. We do not have to piece our past back together exactly as it was. We have the power to rebuild something even stronger, even bolder—something that is truly ours.

Rising from the Shards

The journey of reinvention is not easy. It is uncomfortable, uncertain, and often filled with doubt. But within that discomfort, there is growth. Within that uncertainty, there is freedom.

I did not glue my old life back together. I used the shards to build something entirely new. And together, we can do the same.

Through this journey, we discover that:

  • We are never truly broken. The past may be shattered, but we are still whole.

  • Transformation requires discomfort. Growth happens when we step into the unknown, even when it feels terrifying.

  • We are stronger than we think. The moment we choose to rise is the moment we reclaim our power.

Our Story is Still Being Written

We do not have to be defined by what has happened to us. We are defined by what we choose to do next.

So we gather our shards. We embrace the breaking as a beginning. We create something bold, something new, something entirely our own.

And when we do—we dare to thrive.


Building Leaders. Breaking Limitations.

Dima Ghawi is a catalyst for leadership transformation, guiding professionals and organizations to shatter limitations, embrace growth, and lead boldly. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.

Ready to break the vases holding you back? Connect with Dima at DimaGhawi.com and BreakingVases.com.

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The Misfit Advantage: Embracing Your Unique Identity

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The Misfit Advantage: Embracing Your Unique Identity

Raise your hand if you’re reading this blog and you’ve felt like a misfit at any point in your life. Maybe you were the last picked for sports in high school P.E. Maybe you were one of few women in your 100-person college computer science class. Maybe you were the only person who really liked that super sour candy as a kind. So, have you ever felt like a misfit?

Trust me, I’ve got my hand up! And if you’re reading this blog right now but are swearing up and down that you’ve never felt like a misfit even once in your life, let me tell you—it’s coming!

Don’t worry, I speak only with lightheartedness, because while it’s true that everybody is a misfit in one way or another, it’s equally true that there are numerous strategies we can implement to help counter the sense of isolation that comes with being a misfit and instead recognize our inherent misfit advantage. This blog will outline five key tips to help all of us embrace our misfit identity—so let’s waste no time!

1. Realize What You’re Feeling is Normal

Again: feeling like a misfit is an inevitable part of all of our lives, because we are all eventually going to end up in a situation where we’re the odd one out. I know I’ve experienced the crushing sensation of looking around and thinking, Wow, everyone else is fitting in so well, they’re so much more put together than me, but the reality is that those people are just better at hiding their misfit experience than others. So again, take comfort in the fact that being a misfit is a normal part of life!

What next, then? We know that being a misfit is normal, so what can we do about that uncomfortable and stressful feeling of not fitting in? Well, there are two options: we can choose to conform, or we can accept ourselves. I’m advocating for the latter, but I know self-acceptance is easier said than done!

It seems to me that part of the human experience is judging ourselves, and that constant judgment is the main stumbling block on our road to embracing who we are. As such—obvious though it may be!—a key step to overcome this judgment is simply challenging negative thoughts, particularly by allowing ourselves to contemplate what higher purpose may be behind our feelings of not fitting in. In other words, we must resist the urge to make ourselves small! As Mariah Driver, a misfit who shared her story online, puts it: “As a misfit, your greatest strength is your excess. Resist the urge to shrink the pieces of yourself that no one else feels, no one else notices, or no one else seems to give any shits about. Resist the urge to shrink to your container, whether that’s a job description or a social environment.” The higher purpose of feeling like a misfit might thus be challenging the status quo; it might be opening the door for fellow misfits who have similarly felt excluded and left out; it might be driving innovation and improved functionality in the workplace; or anything in-between!

In turn, we must take this feeling of isolation and turn it into compassion. Everyone in the world is going through the journey of being a misfit, so we should be kind and support one another rather than shutting people down and making them feel “wrong” in the same unkind way that has been forced upon us (and that we all hate!). Kindness is transformative, and one way to demonstrate such is simply by listening. When we create space for others, we create space for ourselves. Because we know firsthand the pain of feeling like a misfit, listening and extending that moment of solidarity with someone can mean everything. Even the smallest effort can help someone! We shouldn’t judge ourselves for how “much” or how “little” we’re able to contribute to others’ journeys; instead, we should pause and truly recognize our contributions and accomplishments—trust me, the ripple effect will always be felt.

2. Forge Authentic Connections

As someone deeply invested in DEI, I have emphasized to the rooftops the importance of surrounding ourselves with diverse perspectives to ensure that we aren’t seeing the world as a monolith. It is equally important, however, that we surround ourselves with people who will support and uplift us (and our misfit-ness), and finding that sense of belonging means some of those people will be like-minded to us. That connection is not an inherently bad thing! Engaging with individuals who share similar experiences and perspectives to us often provides validation and support, and indeed creating a community where we don’t feel judged or pressured to conform is a crucial step in embracing our misfit advantage.

In terms of the workplace, too, forging these authentic connections can manifest in finding ourselves an ally—a colleague in a position of influence who can offer you mentorship and support as you navigate any potential pushback. Remember: we may think we’re alone, but we never are. We just have to find the people who will have our backs!

3. Do Your Research

Continuous learning is great, i.e. staying up-to-date on developments in your field and seeking opportunities for skill development, but that isn’t exactly what I’m referring to when I implore all of us to “do our research.”

In my experience, one of the most painful misfit moments I’ve had is when I’m sharing a conversation with someone, and they don’t just disagree with me over a point, but they in fact shut down my perspective. Disagreement is a normal and healthy part of dialogue; shutting someone down is simply hurtful and demoralizing.

As such, “doing my research” means making an intentional effort to explore the way I think and discover the history of my perspective. Enriching my knowledge and confidence about my unique misfit perspective gives me the tools to help prevent others from shutting me down and additionally creates opportunities for me to (politely) respond to those who disagree with or challenge me. This strategy helps prevent feelings of isolation when people plainly accuse us of being “wrong,” when in reality we’re just expressing a different perspective. In short, stay informed!

4. Personal Branding

I like to think of personal branding as a coin with two sides, both equally as important as the other: professional and creative! On a professional level, embracing our misfit advantage through personal branding means making an effort to discover our strengths (born from our unique, misfit perspective), from skills assessments to constructive conversations with our team leaders. In turn, we must spotlight those strengths in applicable places. LinkedIn profiles, resumes, and in-person professional interactions (such as interviews) are all great initial opportunities for us to confidently articulate our strengths.

On a creative level, I am firm believer in the importance of art—and I use that term as capaciously as possible—to confidence and self-expression. Take up journaling! Scrapbooking! Photography! Poetry! Meditation! Make playlists! Collect trinkets that you feel a resonance with! There are innumerable creative opportunities we can harness to become more sure of ourselves, our interests, and our abilities, bringing us one step closer to fully embracing our misfit advantage.

5. Lead by Example

Circling back to how this blog began, I must conclude with an emphasis on connection and supporting one another. A key strategy to embracing our misfit advantage is through sharing our story. I’ll be the first to admit this process may be difficult, but when we speak openly and honestly about our struggles and triumphs, we will inevitably inspire other people, reminding them and ourselves that they are not alone in their misfit experiences. And think about it—the most interesting, engaging, empathetic stories are ones where people talk about not fitting in and the perspectives gained from that experience! Isn’t the misfit quality why superhero movies are so popular?

Leading by example also means setting boundaries, because in doing so we demonstrate to others what respectful engagement looks like. If someone is making us feel invalidated or unwelcome, we can lead by example and minimize—if not eliminate—interactions with their negativity. Similarly, leading by example means taking the initiative to advocate for ourselves, especially in situations where we may not be fortunate enough to have a mentor or ally on standby to offer support in the moment. Embracing our misfit advantage thus gives us the opportunity to stand strong, inspire others, and uplift ourselves, and learning to lead by example and share our story may perhaps be the key to unlocking all the vitality of our misfit self.

The final piece of advice I offer is simple: understand that some people will be unaware and will not be ready for your misfit identity, but that does not mean there’s something wrong with you. All their hesitation means is that right now, those people are not in the correct headspace to respect or learn from the unique perspectives of others. Sometimes, we have to create a safe space for ourselves and protect our own well-being, which may mean being selective in our surroundings and company. That selectivity likely won’t be forever, but it is often important in the now—first and foremost, take care of yourself.

And there we have it! So, how are we all feeling at the end of this blog? Still struggling with the isolation of being a misfit? No more—as I said, what we’re feeling is normal. Take my hand and let’s walk this road together!


Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization. Reach her at DimaGhawi.com and BreakingVases.com.

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Let's Create a Culture of Courage

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Let's Create a Culture of Courage

While I have spoken extensively about the importance of companies supporting DEI in the present, workforces will continue to evolve as the future arrives. In turn, we must incorporate a focus on making our work cultures more courageous. If we don’t have this emphasis, we’ll lose out on the innovation of the younger generation, and that’s a situation no organization wants to be in!

Some companies are preemptively shifting toward this culture of courage, offering events like “Fail Forward” sessions that encourage employees to openly share their failures and the lessons they learned from these experiences. In doing so, they create an environment that welcomes risk-taking and prioritizes celebrating innovation and bold choices over penalizing mistakes. After all, we have to keep in mind that investing in a culture of courage doesn’t mean mistakes will no longer happen! Instead, when people inevitably make mistakes, a courageous work culture emphasizes taking those mistakes in stride and learning from them for the better. The more we encourage employees to trust themselves and the more we create a space where failure does not equate to losing one’s job, the more likely we are to inspire innovation and achieve exciting accomplishments among our organization.

So, what existing models can we learn from to foster a culture of courage? Let’s walk through four key examples!

1. Canadian Automobile Association

We’re starting off with a different sort of organization than I usually invoke, but hear me out: the Canadian Automobile Association (CAA) demonstrates a deep investment in creating a culture of courage through the use of what they call “recognition data.” In other words, CAA carefully attends to the challenges and successes of their employees, allowing them to positively embrace and reward employee innovation and risk-taking! They have both monetary benefits and Team Awards (e.g. a “Round of Applause” award), where this support of employee ingenuity and emphasis on not penalizing failure has led to decreased turnover. What’s more, CAA’s data specifically “show[s] turnover is the lowest for employees who have received awards from both their managers and their peers.” In other words, when an organization invests in a culture of courage that inspires mutual support between peers, employees are more likely not only to recognize one another’s accomplishments but to come together and develop potentially revolutionary innovations together—sounds like a win-win to me!

2. W.L. Gore & Associates

W.L. Gore is a fun model to learn from, in my opinion, because of its unconventional approach to organizational management. Gore has what’s known as a “lattice organization”—in other words, there are no “ranks” of employees, and there is no absolute, supreme career hierarchy. Any associate can speak to another as an equal, a commitment to courageous conversation and risk-taking reflected in the fact that all employees of Gore become shareholders.

Now, I’m not suggesting every company needs to switch over to this horizontal structure! Rather, we can take inspiration from Gore’s commitment to a culture of courage through their dedication to ensuring that no conversations or mistakes are ever shied away from. Everyone is on an equal playing field, meaning individual mistakes become broader lessons for everyone to learn from, and individual accomplishments become uplifted for the entire organization to celebrate. The benefits to this courageous approach are infinite, as each and every employee contains limitless creativity and innovation! As such, if we learn from Gore’s example and emphasize a level playing field and courageous communication, there’s no telling how far that will propel that success of our organization.

3. Patagonia

Ah, Patagonia—a company renowned for its emphasis on tending to the environment and being a steward of the planet. This company’s emphasis on a culture of courage is all but endless! I could talk about the fact that their “retention rate for mothers returning from maternity leave is 100 percent,” how they offer subsidized childcare and have childcare centers on-site, how “[i]f a breastfeeding mother needs to go on a business trip, the company pays for the mother, baby, and a nanny to travel for that trip,” how Patagonia thus gives their employees the opportunity to bring their full self to work—how Patagonia ensures their employees have the tools to make courageous decisions about their careers without sacrificing other elements of their lives. I could talk in-depth about this marvelous set-up and Patagonia’s clear support of allowing their employees to practice courageous behavior.

Instead, though, what I want to focus on here is how Patagonia commits to crafting a culture of courage to the fullest extent: investing in courage outside of the workplace. What do I mean by this? Well, if a Patagonia employee “‘has previously taken a nonviolent civil disobedience class and is subsequently arrested while peacefully protesting,’” such as protests in support of the environment, the organization will post their bail. While I certainly don’t expect every organization to switch to this level of commitment to a culture of courage off the bat, isn’t that an inspiring example to learn from? To trust the courage of their employees both within and outside of the workplace—how incredible!

4. Zappos

I want to conclude with Zappos because this organization offers an excellent example of investing in a culture of courage from as early as the hiring process. After all, demonstrating one’s commitment to courage must extend beyond employees who have “been there a while,” else newcomers become too fearful to embrace their individual ingenuity. Zappos offers dedicated training to new hires for its first week, but more crucially, they actively encourage these employees to reflect on how well they feel the position and work environment suit them. If these hires decide Zappos is not the right place for them, Zappos compensates them with $2,000 for their courage and honesty! While not every organization may implement this exact strategy, the example of Zappos is nonetheless crucial to learn from because of their emphasis on welcoming courageous behavior—behavior that may buck the status quo—from the moment employees are hired.

And there we have it! Four examples to learn from of companies demonstrating a clear commitment to crafting a culture of courage. I say we follow their footsteps and embrace the reality that failure is inevitable, mistakes are just opportunities, and success can only come after error—to do so, all we need is a little courage.


Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization. Reach her at DimaGhawi.com andBreakingVases.com.

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Four Tips For Fostering a Culture of Courage at Work

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Four Tips For Fostering a Culture of Courage at Work

Workplaces are driven by innovation. Innovation necessitates change. Yet so many of us find ourselves tied up in fear at the prospect of taking the risks required to propel change! After all, people are wired for survival. The consequence of this aversion to risk is that in organizations across industries, the dominant culture is the implicit insistence to play it safe, where we are “more afraid of potential losses than excited about potential gains.” So how can organizations challenge this mindset? How can we ensure our employees “feel psychologically safe at work” and are empowered to make innovative suggestions and pursue bold risks?

My suggestion is simple: we must foster a culture of courage.

In this blog, I will walk through four key strategies organizations can implement to promote a courageous work culture, because we must nurture courage in our everyday actions in order for courage to become something we successfully practice. Ready to get started?

1. Organizational Initiatives

Let’s begin with the broadest scale and gradually narrow our way inward! There are a multitude of company-wide initiatives that organizations can implement in order to incorporate a culture of courage into policies and opportunities, and here I will introduce us to just a few:

One way to introduce an emphasis on courage to employees is by hosting courage-building workshops. After all, when in doubt, bring in an expert! Inviting psychologists, guest speakers, or leadership experts to run engaging workshops with employees that help them develop tools to practice courage and hone resilience. Additionally, interactive discussions, artistic opportunities, and any other range of activities provided through these workshops can aid employees in identifying their fears and developing appropriate coping strategies for dealing with those fears. Does this initiative sound exciting? It does to me! A workshop-based approach is thus a great early step to fostering courage in one’s workplace.

Another strategy is to implement a “courage challenge” program. Gamification is ever popular in maintaining employee motivation, and thus an initiative that allows employees to “choose their own adventure” in the realm of learning and practicing courage is ideal. Employees can select goals that range from speaking up in meetings to public speaking to external volunteer commitments and anything in-between, where at the end of this program, organizations must reward employees who excelled at their “courage challenge” and recognize the efforts of those who may have struggled. After all, reducing shame and insecurity is imperative in fostering a culture of courage!

Speaking of avoiding insecurity, another early initiative for building courage is to ensure no one feels like they’re going at this task alone. Instead, create a “courage buddy” system. This initiative is as straightforward as it sounds: pair employees with a “courage buddy,” where both individuals are mutually supporting one another as they pursue various goals (be those goals a formal element of the “courage challenge” program or part of another initiative entirely). For these courage buddies, consider offering joint courage-building activities or other formal opportunities for these pairs to make progress together.

2. Destigmatizing Failure & Embracing Openness

I’ve offered some suggestions for initiatives an organization can implement to foster courage in their workplace, but what can we as individual leaders do to encourage courage amongst our employees? First and foremost, we must embody courage ourselves. Former Microsoft President Kate Johnson describes courageous leadership as “When you see a person trying to get it right, instead of trying to be right.” In other words, fostering courage in the workplace involves focusing on the process—getting things right along the way, including learning from our mistakes, instead of nailing everything perfectly on the first go. As leaders, we can thus foster courage by destigmatizing failure and embracing openness among ourselves. We must talk about our own failures in order to normalize failure as a necessary element of meaningful progress! We should share stories of times we’ve taken risks and made difficult decisions, and that includes being as open about the times those risks didn’t work out as we are about the risks that succeeded. When we frame the value of risk-taking as related to the choice rather than the outcome, we help foster courage in our employees by implicitly reassuring their anxieties about risks—it’s not about succeeding or failing, but the courage to make a decision and learn from whatever falling dominoes that follow.

Need a more specific example of how to model courageous leadership to employees? Leadership expert Karin Hurt recommends a simple courage-building team exercise, where we give every member of our team an index card or slip of paper with an “H” on one side and an “F” on the other, with all leaders keeping a card for themselves, too. Then, everyone takes a few moments to write down their biggest Hope and their biggest Fear about whatever project, task, goal, etc. is at hand. An open and honest discussion follows afterwards, with the team leaders leading courageously by example.

3. Create Channels for New Ideas & Dissent

We’ve gone through the initial steps of fostering a culture of courage, from introductory organizational initiatives to how leaders can embody courage as an example. But how do we put courage into action for our employees? My key recommendation is a simple one: create a “safe-to-fail” environment through the establishment of channels where people can safely express new ideas and concerns without the anxiety of judgment or punishment. These communication channels can take a multitude of possible forms, of which I’ll list a few:

  • Anonymous suggestion boxes (physical or digital)

  • Company-wide surveys (anonymous or optional identification)

  • An in-person town hall (including the collection of written feedback, for people who prefer not to or may not physically be capable of speaking up)

Of course, we should not feel limited to these three avenues, because any channel that encourages employees to openly speak up is precisely the type of opportunity that fosters courage in the workplace. It is also often helpful to provide basic guidelines for these “safe-to-fail” opportunities in order to ensure mutual respect and polite engagement from all participants, such as limiting interruptions and offering the IDEA criteria: “Is the suggestion Interesting, Doable, Engaging and what Actions or first steps can put the plan in motion?” Some organizations have also found it useful to rotate the position of “dissenter” amongst employees, especially within teams, where the role of the dissenter is “to challenge a course of action or find flaws in a proposed decision.” By normalizing dissent and encouraging alternative ways of thinking, we “remove much of the individual’s personal risk [regarding new ideas] and replace it with institutional permission,” which allows courage and courageous action “to become the norm rather than the exception.”

4. Reward Courage & Courageous Actions

Perhaps the pinnacle element of fostering a culture of courage in our workplaces is the simple practice of positive reinforcement: reward acts of courage from employees and recognize their courage in public environments to demonstrate to others that courageous behavior is welcomed and supported! Such rewards might include a monetary bonus, an anecdote shared at a department meeting, or a physical trophy. Personally, one of my favorite examples of celebrating and rewarding courage is Google’s Courageous Penguin Award, given to individuals who dared to suggest or try a new strategy without certainty in its success. The name “comes from how penguins stand by the edge of an iceberg and consider jumping in the water,” unsure of whether they will dive neatly into the water or hit ice beneath the water’s surface; it thus “takes a courageous penguin to take the first leap.”

At the end of the day, organizations who recognize and reward their employees who dare to “‘stick their neck out’” and challenge the status quo “reduce collective fear [in their company] and build the psychological safety needed for others to report, share and discuss what’s not working.” To put it simply: a risk should beget a reward, and fostering a culture of courage involves recognizing that balance.

And there we have it—four key strategies for encouraging a culture of courage in any organization. So what are we waiting for? We’ve got risks to take, employees to inspire, and new ideas to celebrate!


Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.


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3 Tips to Standing Against the Status Quo

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3 Tips to Standing Against the Status Quo

I might summarize the ultimate desire of humanity as this: to be loved. To be wanted. To be included. The question then becomes… What sacrifices are we willing to make to achieve that?

Many of us, myself included, choose to conform because of our desire to feel loved and included. In the process of trying to fit in, however, we often lose part of ourselves. We lose what makes us unique, what lets us bring new ideas and perspectives to the table. So I ask all of us: is this loss worth it? In my opinion, no. That is why this blog will break down three tips to help us all challenge conformity. In the past, I have discussed how managers can address conformity bias, but today I want to focus on the individual. What can we as individuals do to counter conformity?

1. The little-by-little strategy

I will be the first to admit that challenging conformity can be frightening. Going against the tide means putting ourselves by default into a position that opposes what is agreed upon by many, from decisions as minor as what we wear to work to as major as discussions on who to hire. As such, my first piece of advice is simple: take it little by little! Starting with small changes helps us avoid becoming overwhelmed in the face of countering the status quo. For example, in a meeting, we may find ourselves disagreeing with the dominant trend of conversation. But outright disagreeing is intimidating, and worse, runs the risk of a consequence many of us loathe—making people uncomfortable. Instead, then, the little-by-little strategy posits that we ask a few questions, perhaps for clarification. By doing so, we can subtly offer a new perspective, one that complements or even redirects the thoughts of the majority, which consequently helps us challenge conformity.

2. Ask yourself: “Why?”

“Why”—a simple question with innumerable important effects. A crucial step to challenging conformity is questioning the systems of thought and behavior that have been handed down to us, and “why” is the ultimate tool. Why does everyone do [x] this way? Why do I believe [y]? Is it because I truly feel that way, or is it because familial, societal, or corporate expectations encourage me to do so? In particular, it is productive to ask “why” when we hear the age-old refrain of well, this is how it’s always been! Yes, but why? Today, we are in a different time and place, both literally and socially. What worked “then” may no longer be helpful now. Why do we abide by thoughts and behaviors of eras long since passed?

Learning to ask “why” was a major aspect of my own personal transformation. I was raised to believe negative things about my identity as a woman, and it wasn’t until I started to ask why those beliefs persisted and who they benefited that I came to truly understand how restrictive those ideas about women were. Asking “why” helped me challenge dominant expectations and make meaningful changes in my life. Simplistic though it may sound, I wouldn’t be who or where I am today if I hadn’t asked “why”!

3. Determine your goals

Questioning the beliefs we have been told throughout life is important to challenging conformity, and so is the follow-up component: determining our own goals. After all, how can we hope to counter conformity if we aren’t confident in our individual dreams, wishes, and desires? Fear not, however—I don’t intend to throw us in the deep end by declaring “determine your goals!” and offering no more.

As a key step to help determine our goals, I recommend creating a list of changemakers that you admire. For example, I admire Malala Yousafzai because of how she challenged the status quo of limited education access for young women and girls around the world. Write down why you admire these people, be it specific elements of their activism or how they present themselves as leaders. In this articulation, we can better identify our own priorities and values, which then helps bring us to a clearer understanding of our own goals.

While creating this list, keep the following in mind: the changemakers we admire likely failed at first. They were likely shunned, isolated, excluded—people probably didn’t like them! But they persevered. They continued to move forward and challenge conformity. In other words, we cannot just consider why we admire their results. What can we admire in their journey, too, that will guide us on our own paths to countering conformity?

And there we have it! Three straightforward tips to help any individual challenge conformity. Standing against the status quo is terrifying, I know, but nothing is more important than embracing what makes us unique. I hope these tips bring you comfort and reassurance as you begin your own journey of challenging conformity!


Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

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The Customer is NOT Always Right

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The Customer is NOT Always Right

Many organizations tout the mantra “the customer is always right.” And while they pursue diversity and inclusion initiatives amongst their employees, they are not always able to enforce that same level of respect from their customers. At hospitals, bigoted patients might see an overweight nurse and request that they be seen by a “thinner” nurse. Other patients have turned their noses up at a Black nurse, demanding that they wanted a white nurse instead. Such hateful rhetoric is not limited to the healthcare sector. At a bank, a customer encountered a Black teller and insisted they would rather wait for a white teller to assist them. Another customer even went so far as to refer to their Black teller as the n-slur. It is evident in these scenarios and too many others like it that the customer is not always right. The question, then, is how companies can create respectful, inclusive environments where their employees feel safe without the fear of losing business. Moreover, how can they create environments where their customers treat employees with the respect everyone deserves to receive.

An important solution is in the language. Instead of being complacent with the notion that “the customer is always right,” organizations can and should articulate specific statements that assert their expectations for customer behavior towards employees. The following companies have mastered the appropriate language, emphasizing that they will not tolerate harassment of employees from their clients:

An airline:

“Your safety and comfort – and that of our team members – are our top priority. We expect our team members to care for our customers with respect. We also expect our customers to interact with our team members and other customers with respect. If you act in a violent or inappropriate manner, you will not be able to continue your journey with us.”

Women’s Hospital in Baton Rouge:

“Women’s Hospital has zero-tolerance for threatening or aggressive behavior. Disruptive visitors will be asked to leave.

Staff is supported in pressing charges for aggressive behavior they encounter while caring for patients.

Incidents may result in removal and possible prosecution.”

Cardiovascular Institute of the South:

“CIS fosters a safe, kind and secure environment for our patients, visitors and team members. We hold ourselves to these standards of behavior, and we kindly ask for your courtesy and respect in doing the same.

We ask that you:

  • Show courtesy and respect

  • Be appropriate in language, tone and interactions

  • Abide by public health rules

  • Be an active participants in your plan of care

Please refrain from:

  • Discriminatory language

  • Rude, threatening or demeaning language or tone

  • Profanity

  • Verbal harassment”

These statements have important qualities in common.

  1. Emphasize the need for mutual respect between customers and employees.

  2. Specify that aggressive and hateful behavior will not be tolerated from workers or customers.

  3. State outright that there will be consequences for individuals who do not meet these expectations, from as simple as a customer being asked to leave to as drastic as legal prosecution.

The specificity of the languages leaves no room for misinterpretation. By setting firm guidelines, these organizations are being intentional in generate environments of true inclusion, where respect is fostered with every interaction on all levels.


Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.


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5 Tips for Diversifying Board of Directors

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5 Tips for Diversifying Board of Directors

In today’s climate, it is common to hear the phrase “we need to diversify,” particularly at upper corporate levels. Namely: the board of directors. But despite the increased citation of this desire, diversity within boards of directors is not yet commonplace. According to a fall 2020 analysis of the 3,000 largest publicly traded U.S. companies conducted by the Institutional Shareholder Services’ ESG division:

“[J]ust 12.5% of board directors were from underrepresented ethnic and racial groups, up from 10% in 2015. The report also found that only 4% of directors were Black (up from 3% in 2015), while female directors held 21% of board seats (up from 13% in 2015).”

Following the murder of George Floyd in May 2020, there were increases in the number of women and racial minorities appointed to Fortune 500 boards, but the majority of directors are still white men. How can this issue of homogeneity be adjusted? Fortunately, there are five crucial steps boards of directors can take to ensure diversity in their ranks:

1. Analyze the Demographics

In order to improve diversity within a board of directors, the board must know where their organization stands. First, look at the racial, ethnic, gender, etc. demographics of the board. Second, look at these same demographics within the community as a whole. What groups are disproportionately represented? Underrepresented? How drastic is this difference? Once a gap in diversity is identified, work can begin on deciphering why this gap exists, and from there a board can begin searching for solutions to resolve it.

2. Offer Training

This step is essential to understand how beneficial diversity is to an organization. By offering diversity training, individuals will better understand why diversity is so crucial in the first place. On a similar note, unconscious bias training is also important, as it helps combat internalized prejudices all individuals have, be they aware of them or not. How? Because “[u]nconscious bias can shape all aspects of the hiring and recruiting process, from the way openings at your organization are posted to the experience employees or board members have once they’re selected.” While no individual can ever be free of bias, making people aware of their biases will allow for implementation of genuine diversity in these upper levels.

3. Expand Your Candidate Pool

When appointing boards of directors, many organizations appoint retired executives. However, appointing active executives is also beneficial, as they are more aware of current situations evolving around them (e.g. in a market, with COVID-19, etc.). Similarly, when appointing new members to a board of directors, an organization should broaden their horizons beyond accepting referrals from current members, as people tend to have connections with individuals similar to them. Consequently, a board is unlikely to see an increase in true diversity with applicants garnered through such narrow recommendations. Expanding the pool of candidates is a simple yet effective way of diversifying a board.

4. Avoid Tokenism

As aforementioned, some boards are interested in diversity only for appearances’ sake. Diversity and unconscious bias training are key ways to address this issue, but another important tactic is ensuring new voices make up at least 30% of the total in a group. By doing so, a board not only avoids tokenism in appearance, but also in practice, as these new members will feel less isolated and therefore will likely be more encouraged to speak their minds. As stated earlier, increased diversity leads to increased innovation, meaning hearing these new ideas more often than not ends up being helpful.

5. Measure Progress

The final step is simple and perhaps the most important: “To stay focused on your objectives and goals, monitor your progress semi-annually.” Yes, it is that straightforward. Diversity is not a simple checklist but a practice. Are the demographics improving and representing the community that the organization serves? Are individuals from diverse groups being appropriately represented? Are their ideas being heard and implemented? Are these individuals staying on? Are they reporting any issues? Keeping track of progress is thus the ultimate step to truly diversifying a board of directors.

While the task of diversifying boards of directors may seem daunting, it is a necessary one, and only through active change can it be accomplished.


Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

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4 Tips To Boost Morale During Uncertain Times

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4 Tips To Boost Morale During Uncertain Times

When the future seems uncertain, it is important to first and foremost be genuine and empathetic. As a leader, these qualities are critical for building a connected and engaged team. With these characteristics in mind, there are several ways we can boost morale and inspire, motivate, and engage the team during turbulent times.

  1. Building trust and promoting honesty are the foundations of a strong team. Showing the team we are committed to them and communicating directly and clearly are great ways to foster these relationships. When the team feels prioritized, they will feel motivated. On the other hand, manipulating the team or making misleading promises is the quickest way to lose trust and respect as a leader.

  2. When we talk about what it means to be empathetic and how we can put the team first, we can start by taking a step back and recognizing that everyone we work with is human. We all have worries, fears, and difficulties in our personal lives. Make sure to check in regularly and spend one-on-one time with each employee to better understand their situation. When we speak with our employees, we can work with them to find potential solutions and, when possible, create more flexibility with their situation. Showing this type of commitment is a great way to connect and motivate the team.

  3. Motivation is a great way to empower individuals, but boosting morale also means empowering the entire team. We can do this by building a sense of togetherness and inspiring collaboration. Show employees how their role contributes to the bigger picture and reinforce that the team excels when we all work together. Instilling this sense of togetherness will engage the team and encourage them to take ownership of their individual roles.

  4. With everything we do, we should inspire hope in our team by having conversations about the future. While it is important to recognize that times may be tough, we need to then guide the team to focus on future opportunities to help everyone see beyond today’s challenges and keep the bigger picture in mind. Sharing potential new opportunities and remaining positive will help to motivate and inspire.

What about you? What are you doing to boost morale within your team during these uncertain times?


Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

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5 Tips for Diversifying Board of Directors

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5 Tips for Diversifying Board of Directors

In today’s climate, it is common to hear the phrase “we need to diversify,” particularly at upper corporate levels. Namely: the board of directors. But despite the increased citation of this desire, diversity within boards of directors is not yet commonplace. According to a fall 2020 analysis of the 3,000 largest publicly traded U.S. companies conducted by the Institutional Shareholder Services’ ESG division:

“[J]ust 12.5% of board directors were from underrepresented ethnic and racial groups, up from 10% in 2015. The report also found that only 4% of directors were Black (up from 3% in 2015), while female directors held 21% of board seats (up from 13% in 2015).”

Following the murder of George Floyd in May 2020, there were increases in the number of women and racial minorities appointed to Fortune 500 boards, but the majority of directors are still white men. How can this issue of homogeneity be adjusted? Fortunately, there are five crucial steps boards of directors can take to ensure diversity in their ranks:

1. Analyze the Demographics

In order to improve diversity within a board of directors, the board must know where their organization stands. First, look at the racial, ethnic, gender, etc. demographics of the board. Second, look at these same demographics within the community as a whole. What groups are disproportionately represented? Underrepresented? How drastic is this difference? Once a gap in diversity is identified, work can begin on deciphering why this gap exists, and from there a board can begin searching for solutions to resolve it.

2. Offer Training

This step is essential to understand how beneficial diversity is to an organization. By offering diversity training, individuals will better understand why diversity is so crucial in the first place. On a similar note, unconscious bias training is also important, as it helps combat internalized prejudices all individuals have, be they aware of them or not. How? Because “[u]nconscious bias can shape all aspects of the hiring and recruiting process, from the way openings at your organization are posted to the experience employees or board members have once they’re selected.” While no individual can ever be free of bias, making people aware of their biases will allow for implementation of genuine diversity in these upper levels.

3. Expand Your Candidate Pool

When appointing boards of directors, many organizations appoint retired executives. However, appointing active executives is also beneficial, as they are more aware of current situations evolving around them (e.g. in a market, with COVID-19, etc.). Similarly, when appointing new members to a board of directors, an organization should broaden their horizons beyond accepting referrals from current members, as people tend to have connections with individuals similar to them. Consequently, a board is unlikely to see an increase in true diversity with applicants garnered through such narrow recommendations. Expanding the pool of candidates is a simple yet effective way of diversifying a board.

4. Avoid Tokenism

As aforementioned, some boards are interested in diversity only for appearances’ sake. Diversity and unconscious bias training are key ways to address this issue, but another important tactic is ensuring new voices make up at least 30% of the total in a group. By doing so, a board not only avoids tokenism in appearance, but also in practice, as these new members will feel less isolated and therefore will likely be more encouraged to speak their minds. As stated earlier, increased diversity leads to increased innovation, meaning hearing these new ideas more often than not ends up being helpful.

5. Measure Progress

The final step is simple and perhaps the most important: “To stay focused on your objectives and goals, monitor your progress semi-annually.” Yes, it is that straightforward. Diversity is not a simple checklist but a practice. Are the demographics improving and representing the community that the organization serves? Are individuals from diverse groups being appropriately represented? Are their ideas being heard and implemented? Are these individuals staying on? Are they reporting any issues? Keeping track of progress is thus the ultimate step to truly diversifying a board of directors.

While the task of diversifying boards of directors may seem daunting, it is a necessary one, and only through active change can it be accomplished.


Dima Ghawi is the founder of a global talent development company with a primary mission for advancing individuals in leadership. Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential. In addition, she provides guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within the organization.

Reach her at DimaGhawi.com and BreakingVases.com.

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The Customer is NOT Always Right

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The Customer is NOT Always Right

Many organizations tout the mantra “the customer is always right.” And while they pursue diversity and inclusion initiatives amongst their employees, they are not always able to enforce that same level of respect from their customers. At hospitals, bigoted patients might see an overweight nurse and request that they be seen by a “thinner” nurse. Other patients have turned their noses up at a Black nurse, demanding that they wanted a white nurse instead. Such hateful rhetoric is not limited to the healthcare sector. At a bank, a customer encountered a Black teller and insisted they would rather wait for a white teller to assist them. Another customer even went so far as to refer to their Black teller as the n-slur. It is evident in these scenarios and too many others like it that the customer is not always right. The question, then, is how companies can create respectful, inclusive environments where their employees feel safe without the fear of losing business. Moreover, how can they create environments where their customers treat employees with the respect everyone deserves to receive.

An important solution is in the language. Instead of being complacent with the notion that “the customer is always right,” organizations can and should articulate specific statements that assert their expectations for customer behavior towards employees. The following companies have mastered the appropriate language, emphasizing that they will not tolerate harassment of employees from their clients:

An airline:

“Your safety and comfort – and that of our team members – are our top priority. We expect our team members to care for our customers with respect. We also expect our customers to interact with our team members and other customers with respect. If you act in a violent or inappropriate manner, you will not be able to continue your journey with us.”

Women’s Hospital in Baton Rouge:

“Women’s Hospital has zero-tolerance for threatening or aggressive behavior. Disruptive visitors will be asked to leave.

Staff is supported in pressing charges for aggressive behavior they encounter while caring for patients.

Incidents may result in removal and possible prosecution.”

Cardiovascular Institute of the South:

“CIS fosters a safe, kind and secure environment for our patients, visitors and team members. We hold ourselves to these standards of behavior, and we kindly ask for your courtesy and respect in doing the same.

We ask that you:

  • Show courtesy and respect

  • Be appropriate in language, tone and interactions

  • Abide by public health rules

  • Be an active participants in your plan of care

Please refrain from:

  • Discriminatory language

  • Rude, threatening or demeaning language or tone

  • Profanity

  • Verbal harassment”

These statements have important qualities in common.

  1. Emphasize the need for mutual respect between customers and employees.

  2. Specify that aggressive and hateful behavior will not be tolerated from workers or customers.

  3. State outright that there will be consequences for individuals who do not meet these expectations, from as simple as a customer being asked to leave to as drastic as legal prosecution.

The specificity of the languages leaves no room for misinterpretation. By setting firm guidelines, these organizations are being intentional in generate environments of true inclusion, where respect is fostered with every interaction on all levels.


Dima Ghawi is the founder of a global talent development company. Her mission is providing guidance to business executives to develop diversity, equity, and inclusion strategies and to implement a multi-year plan for advancing quality leaders from within their organization.

Through keynote speeches, training programs and executive coaching, Dima has empowered thousands of professionals across the globe to expand their leadership potential.


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Ordinary to Legendary: Lessons in Leadership

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Ordinary to Legendary: Lessons in Leadership

What do you need to do to believe in yourself and not allow others to inhibit your success? What skills do you need to develop and who can support you in attaining these skills and achieving your goals? And what are you doing every day, especially when you accomplish something huge, to celebrate?

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Five Tips for Building Your Confidence

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Five Tips for Building Your Confidence

Confidence is ultimately about trusting ourselves and our abilities. We need to have faith in our work, our personality, and our cause, and we will continue to make waves,  inspire, and thrive.

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"Every Eagle Needs a Push"

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"Every Eagle Needs a Push"

When I first moved to the US, one of the first phrases I heard that stuck with me was every eagle needs a pushSomething about this phrase spoke to me, and it was later that I discovered the story behind it and even a book written about it.

In the world of eagles, mama eagles build their nests at the tops of mountains to hatch and grow their eaglets. These young eagles grow in treacherous conditions, shrouded in mountain mist, foliage, and other wildlife while their mama stays nearby to protect them. 

However, when it is finally time for them to learn how to spread their wings and learn how to fly, the mama eagle gathers her squawking eaglets, and one by one, with no warning, she pushes them off the mountain! 

Now, you may be thinking, how cruel of the mother! But in reality, the initial push – as challenging, terrifying, and risky as it may be – is exactly what these eaglets need to develop sinewy, strong wing muscles and take flight. 

In my coaching work, I meet people everyday that have been metaphorically trapped on their own mountaintops for many, many, many years, and they have not yet mustered the courage needed to build their wings and fly. They are haunted by fear, which results in them losing themselves and missing out on opportunities. Whether it’s through our own will or with the help of a coach, we need to push ourselves into the unknown. 

For those of us in leadership roles, this lesson applies toward the teams we lead as well. Our team will thrive as long as we continue to push and challenge them into uncharted territory. As leaders, we need to be like the mama eagle. Imagine how scared she must feel when she pushes her babies off the mountain. She has to put immense trust in their capability to soar because it is the only way to empower them to discover their potential. 

It may be frightening, but in the end, there is no greater feeling than the unbridled sensation of growth, so why not take the leap?

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Three Unconventional Methods to Manage the Fear of Public Speaking

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Three Unconventional Methods to Manage the Fear of Public Speaking

In this blog, Dima shares three unconventional ways that she has used to manage her fear of public speaking.

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Redefining Success

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Redefining Success

In this blog Dima shares five tips that she found helpful in her journey. She hopes they inspire you to find what works for you in your own journey

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