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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Every organization has vases—unspoken rules, rigid traditions, and outdated leadership practices that were once useful but now hold us back.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The following questions are designed to help leaders step into this mindset—to break free from outdated leadership models, empower their teams, and create organizations where innovation, engagement, and bold leadership can thrive.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 What outdated policies, hierarchical structures, or leadership mindsets are limiting our ability to adapt, grow, and stay competitive?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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Amplify Inclusion - Hearing Accessibility at Work

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Amplify Inclusion - Hearing Accessibility at Work

Today, I invite us to focus on disability inclusion, specifically through the importance of disability accommodations in the workplace. After all, “disability” broadly refers to bodily differences that can impact an individual to various extents and in various circumstances, meaning leaders who seek to demonstrate an investment in disability as part of their organizational culture would do well to provide accommodations that help ensure their employees with disabilities can succeed!

The blog will take a straightforward approach to describing possible disability accommodations for hearing-related disabilities: a What that identifies what the accommodation is, and a How to offer insight into how an organization might begin the process of implementing this accommodation. But before we begin, note that the majority of these disability accommodation examples are sourced from the University of Washington’s Disabilities, Opportunities, Internetworking, and Technology group (unless otherwise cited), and I highly recommend checking out their site for additional details!

“Hearing-related disabilities” is a capacious category of experiences, and thus I want to highlight that individuals with hearing-related disabilities, be it partial deafness or complete hearing loss, often use a mixture of sign language, lip-reading, and amplification (e.g. hearing aids) to understand spoken communication. Additionally, individuals who have been deaf since birth often—though not always!—experience greater difficulty speaking and understanding the grammatical structure of spoken language than individuals who lost part or all of their hearing later in life. While it is purely up to the discretion of the individual with a hearing-related disability how much they want to share about their disability, it is nonetheless useful for us to keep in mind these distinctions as we move through the following potential accommodations.

Let’s dive right in!

What: Ensure the organization is outfitted with visual warning systems for emergencies.

How: Work with facility services to retrofit and/or update the emergency warning system in the building to ensure individuals with hearing-related disabilities are appropriately notified in the event of an emergency.

What: Consider the auditory qualities of meeting rooms and large events spaces, e.g. to avoid echoing (beneficial for individuals with partial hearing loss as well as hearing people).

How: Work with facility services and individuals with hearing-related disabilities to test the acoustics of locations before selecting them for meetings/events/etc.

What: Provide sign language interpreters for meetings, events, and—where needed—daily work.

How: Work with local deaf/Deaf organizations and communities to hire interpreters, or if the individual with a hearing disability already has an interpreter, be sure to welcome this person to one’s company with respect.

What: Provide captions for all auditory content and, where possible, provide real-time captions for live events (e.g. through automatic captioning softwares).

How: Work with IT and other necessary experts to ensure the organization’s technology is compatible with caption software.

Before I move on to the final potential accommodation in this blog, I want to briefly note that automatic captioning is rarely 100% accurate, meaning if an event is scripted (e.g. if someone is giving a prepared speech), it can be useful to supplement captions with printed handouts! Similarly, in meetings that may use automatic captioning and/or sign language interpreters, individuals with hearing-related disabilities may lag behind in discussion simply because of the translation delay, meaning leaders should make an intentional effort to create opportunities for employees with disabilities to contribute to the conversation as well as regularly repeat important information. Make sense? Excellent—let’s continue!

What: Create a note-taking system for meetings to ensure employees with hearing-related disabilities have a back-up resource for receiving all necessary information (beyond their own presence, captions, interpreters, etc.).

How: Consider creating incentives for employees without hearing-related disabilities to act as note-takers, be they monetary or social (e.g. offering a departmental award).

And remember: we should speak directly to employees with hearing disabilities, not their interpreter, and we should speak to them with a normal volume and speed!

There we have it—five straightforward accommodations for individuals with hearing-related disabilities that any organization can begin working towards today. And remember: when in doubt, ask employees with disabilities what accommodations they need—they know what will aid them best. Wishing you luck with all of your accessibility adventures!


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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Bridging the Visibility Gap - Vision Accessibility at Work

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Bridging the Visibility Gap - Vision Accessibility at Work

Seeking to learn more about disability inclusion? Well, you’ve come to the right place! Bearing in mind how “disability” is a broad term that encompasses numerous bodily differences which may impact an individual to various extents and in various circumstances, a core component of disability inclusion is thus disability accommodation. When leaders foster a courageous culture that accommodates and embraces disability in its many forms, they ultimately cultivate a workplace environment that allows disabled and nondisabled employees to thrive!

This blog will take a straightforward approach to describing possible disability accommodations for vision-related disabilities: a What that identifies what the accommodation is, and a How to offer insight into how an organization might begin the process of implementing this accommodation. But before we begin, note that the majority of these disability accommodation examples are sourced from the University of Washington’s Disabilities, Opportunities, Internetworking, and Technology group (unless otherwise cited), and I highly recommend checking out their site for additional details!

What, you might be wondering, does “vision-related disability” actually refer to? Well, like “disability” itself, vision-related disability is a capacious term that refers to many possible experiences. Vision-related disabilities can extend from low vision (difficulty reading small text, objects appear blurry, cannot be fully corrected with glasses, etc.) to “legal” blindness (lack of vision regularly interferes in daily life) to “total” blindness (not necessarily “seeing darkness,” but rather a complete lack of light perception). As such, vision-related accommodations will vary depending on the extent of a person’s disability. Ready to learn more?

What: Use large-print text on signage, handouts, equipment, and so forth. This accommodation is primarily directed at individuals with low vision (as opposed to total blindness), but—as a double benefit—it may also help individuals with dyslexia who might similarly struggle to read small fonts!

How: Many photocopy machines can enlarge text, and in general many printers are capable of printing larger text with fonts adjusted as necessary.

What: Provide auditory recordings of printed materials (e.g. job instructions).

How: Work within the organization to record audio files and/or work with external professionals who specialize in creating and processing such recordings.

What: Provide Braille versions of printed materials (e.g. career development journals).

How: Work within the organization to translate printed materials into Braille and/or work with external professionals who specialize in this type of translation.

What: Provide large monitors and ensure all computers are compatible with screen enlargement software (primarily beneficial for individuals with low vision).

How: Work with IT to test various accessibility softwares with the organization’s technology to ensure compatibility.

What: Provide text-to-speech technology and ensure all computers are compatible with screen readers and various other assistive technologies.

How: Again, work with IT to test various accessibility softwares with the organization’s technology to ensure compatibility.

What: During trainings and meetings, offer clear, concise narration of basic points represented in any visual aids.

How: Avoid abstract concepts, avoid colors, and be conscious of limiting one’s usage of overly specific descriptions (e.g. to say a chart looks like a tree may not be useful to someone who has been blind since birth and thus does not know what a tree looks like).

What: On an as-needed basis, provide assistive equipment specifically geared toward increasing accessibility for blind individuals, including but not limited to Braille printers, Braille screen displays, tactile models, and raised-line versions of visual printouts (e.g. that contain graphs and charts).

How: Discuss these opportunities with one’s blind employees to determine what assistive equipment will best suit their needs.

Fairly easy to begin implementing, right? I encourage organizations to waste no time and look into any and all of these seven accommodations for vision-related disabilities today! And remember: when in doubt, ask employees with disabilities what accommodations they need and make them available as efficiently as possible. Now, three cheers for accessibility!


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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More Than Meets the Eye: Championing Hidden Disabilities

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More Than Meets the Eye: Championing Hidden Disabilities

Historically, disability inclusion and disability studies tended to privilege attention on what are often referred to as physical disabilities, from those who use wheelchairs to people who experience vision or hearing loss. However, “disability” is a much more encompassing term that includes not only physical disabilities but also mental disabilities! In other words, for leaders and organizations that seek to demonstrate a commitment to disability inclusion, they must invest in an environment that embraces all forms of disability—because when employees with disabilities have the tools to succeed, everyone has the tools to succeed.

This blog will take a straightforward approach to describing possible disability accommodations for learning and intellectual disabilities: a What that identifies what the accommodation is, and a How to offer insight into how an organization might begin the process of implementing this accommodation. But before we begin, note that the majority of these disability accommodation examples are sourced from the University of Washington’s Disabilities, Opportunities, Internetworking, and Technology group (unless otherwise cited), and I highly recommend checking out their site for additional details!

Learning and intellectual disabilities fall beneath the broader umbrella of “mental disability” as a term. Learning disabilities include but are not limited to dyslexia, dysgraphia, and dyscalculia, where “[a]uditory, visual, or tactile information can become jumbled at any point when it is transmitted, received, processed, and re-transmitted.” Intellectual disabilities include but are not limited to autism, Down syndrome, and ADHD, where the term “intellectual disability” itself describes “certain limitations in cognitive functioning and skills, including conceptual, social and practical skills, such as language, social and self-care skills.”

Not too complicated, right? Let’s dive into some possible workplace accommodations!

What: Provide alternative methods of instruction, e.g. make recordings, use dyslexic-friendly fonts, and ensure high contrast between text and background colors.

How: Work with employees who have learning and/or intellectual disabilities to determine what method of instruction/communication is ideal for their work experience.

What: Incorporate visual, auditory, and tactile elements into live demonstrations, meetings, and so forth. I have to highlight that this multimodal approach to communication is not only beneficial to people with learning and/or intellectual disabilities, as there are many types of learners, and thus including multiple instructional approaches benefits both disabled and nondisabled employees!

How: Leaders may want reflect on their presentations with an eye for determining where physically, visually, and auditorily demonstrative methods would be appropriate.

What: Provide computers with voice output and spelling/grammar checkers (e.g. to help people with dyslexia catch errors that they might not identify on first glance).

How: Work with IT to determine technological compatibility between the organization’s computers and this assistive technology.

What: Offer quiet workspaces, adjustable lighting, and/or noise-canceling headphones. Not only do people with autism and ADHD benefit from this minimization of distraction and workplace chaos, but adjustable lighting is also beneficial to individuals with low vision who may need brighter lights! Similarly, quiet workspaces are also beneficial to individuals with partial hearing loss, as everyday noises (e.g. office fans) may not bother hearing individuals but could detrimentally impact the ability of individuals with partial hearing loss to hear and in turn to communicate with their peers.

How: Work with facility services and other relevant individuals to section out and cultivate these quiet workspaces.

What: Avoid spontaneous changes in work schedule/environment/assignments (consistency is key); reduce time pressures; and perhaps above all, be patient.

How: Give individuals their assigned tasks early to allow them to pace themselves better, and consider asking individuals with intellectual or learning disabilities to repeat or explain their given instructions for completing a task to ensure there are no misunderstandings.

There we have it—five key accommodations for learning and intellectual disabilities that organizations can begin implementing with little delay. And remember: when in doubt, ask employees with disabilities what accommodations they need—they know what works best for them. I applaud your dedication to investing in accessibility!


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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Beyond the Visible: Championing Inclusion for Invisible Disabilities

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Beyond the Visible: Championing Inclusion for Invisible Disabilities

More and more companies are investing in disability inclusion—a reality which tremendously excites me! Even amidst this growing support for disability inclusion, however, certain disabilities sometimes experience greater stigma and misunderstanding than others in the workplace, such as health-related and psychiatric disabilities. But for leaders to truly practice disability inclusion and reap the benefits of such throughout their organization, they must strive to accommodate all manners of disability, and today I seek to offer some tips as to how!

This blog will take a straightforward approach to describing possible disability accommodations for health-related and psychiatric disabilities: a What that identifies what the accommodation is, and a How to offer insight into how an organization might begin the process of implementing this accommodation. But before we begin, note that the majority of these disability accommodation examples are sourced from the University of Washington’s Disabilities, Opportunities, Internetworking, and Technology group (unless otherwise cited), and I highly recommend checking out their site for additional details!

Health-related and psychiatric disabilities are both umbrella terms that encompass numerous physical and mental experiences. Health-related disabilities include but are not limited to epilepsy, chronic fatigue syndrome, diabetes, and cancer. Please note how these examples demonstrate the truly broad nature of “health-related disability” as a term, so above all else, trust individuals who have these disabilities about their description of their experiences (remember the old adage about assumptions)! Psychiatric disabilities, in turn, include but are not limited to schizophrenia, PTSD, depression, and bipolar disorder.

Ready to break down some key accommodations? Let’s waste no time!

What: As necessary, provide access to a refrigerator (or even a personal minifridge) for individuals with health-related or psychiatric disabilities to store medication, food supplements, and any other items that need to be kept cold.

How: Work with facility services to install such fridges in an accessible location to the person with a health-related or psychiatric disability.

What: Allow for flexible scheduling to accommodate sporadic in-person attendance (as not all health-related and psychiatric disabilities are chronic/stable).

How: Allow for telecommuting to in-person meetings. Additionally, consider inciting other employees to be note-takers as well as ensure that all relevant printed materials (job assignments, meeting comments, etc.) are available in an electric format (e.g. sent via email).

What: Allow for employees with health-related or psychiatric disabilities to take breaks during the work day (e.g. a person with diabetes might need to stop and have a snack, while a person with chronic fatigue might need to stop simply to let their body rest).

How: Trust employees to know their bodily needs and allow them to take breaks as appropriate (rather than creating a strict schedule for breaks)!

A straightforward starting point, right? I believe that when we accommodate health-related and psychiatric disabilities, we help destigmatize these numerous and varied experiences of disability. And remember: when in doubt, ask employees with disabilities what accommodations they need and provide these accommodations without resistance—our employees know what accommodations will best suit their experiences. Now go forth and embrace the power of accessibility!


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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Access Granted: Six Steps to Support Individuals With Disabilities at Work

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Access Granted: Six Steps to Support Individuals With Disabilities at Work

As leaders, we have the foremost responsibility to pioneer disability inclusion in our workplaces. I’ll be the first to admit that this goal is easier said than done, but fortunately, there are a multitude of steps we can take to accomplish this crucial aim! In this blog, I will be walking us through six key areas leaders can invest in to demonstrate disability inclusion. Ready to jump in?

1. Inclusive Behavior

Just like anyone else, leaders must embody inclusive behavior toward people with disabilities, because if we aren’t walking the walk, how else will we be able to implement more robust disability initiatives into our organization? As such, there are three crucial inclusive behaviors that leaders should embody:

Listen. That’s right, simply listen! When an employee comes to us with concerns about disability, we can emphasize inclusion and belonging to them by paying attention to how they describe their symptoms, e.g. how their disability impacts their work experience. Additionally, we can also take the initiative to do supplementary research on their description of their disability—not to assume we “know” their experiences, but merely to increase our knowledge and understanding in an area we may not be deeply familiar with.

Confidentiality. If our employees request confidentiality regarding their discussion of the disability, we should grant them that privacy to the extent of our ability. We must not resist their request for confidentiality, and I additionally advise that leaders explicitly articulate that they will not disclose details of conversations regarding the employee’s disability to their fellow team members or to anyone else in the organization. There are exceptions to this confidentiality, such as when leaders may be obligated to report something to HR; if this situation arises, leaders should directly inform their employee that they have this reporting responsibility.

Support. The Harvard Business Review conducted a study regarding workplace attitudes regarding disability, and they found that managers who asked employees with disabilities “‘How do I set you up for success?’” and/or “‘What can I, as a manager, do to support you to perform your best?’” were perceived as “92% more approachable by their team.” In other words, ask employees with disabilities what they need! Ask what support they require to perform their best work! Sometimes the simplest strategies are the most effective ones, and embodying inclusive behavior is a key tactic any leader can implement to foster a safer, more welcoming workplace for people with disabilities.

2. Physical Accommodations

Felicia has had intense back issues since she was a young child, a disability that has only intensified as she got older. As such, it is difficult for her to remain sitting for long periods of time, a challenge that perhaps unsurprisingly often rears its head at work. She asked for a special chair from HR to help minimize the intense pain she experienced while sitting, but her department refused. Why? Under claims of “cost-cutting,” meaning they allegedly would not be able to afford a new chair. Upon asking to work from home, an environment that would give her greater flexibility to manage her disability alongside her job, the department refused: “We treat all of our employees equally. That means you need to be in the office.”

Every time I tell this story, I find myself getting angrier, because the logic Felicia’s department employed in this decision is devastatingly flawed. While perhaps demanding all employees work in-office may technically qualify as the imposition of “equality” (in a limited sense), it by no means produces truly equal outcomes, as Felicia experiencing constant pain while working (a situation that could be easily resolved through a simple accommodation of a specific chair!) does not put her on “equal” ground with the rest of her team—in fact, it puts her at a direct disadvantage.

Additionally, the rhetoric of cost-cutting is not one that leaders and organizations should be invoking with regard to disability accommodations. Heidrick & Struggles, an international executive search and management consulting company with global renown, puts it more succinctly than I ever could:

“A common concern cited by management is the potential cost of providing accommodations—but this fear is largely unfounded. Studies have shown that the cost of providing accommodations is actually quite low, at a median of $600. That’s because many of the accommodations needed—such as flexible schedules and allowing employees to work remotely—cost nothing. Even the cost of software, ergonomic chairs, and other physical accommodations is relatively small. The phenomenal strides that have been made in assistive technology, such as talk-to-text software, have made these kinds of technology accommodations not only highly effective but also very cost-effective.” (emphasis added)

In short, the notion of cost-cutting need not be applied to disability accommodations, simply because disability accommodations do not incur tremendous costs in the first place.

I start with this anecdote regarding Felicia’s frustrating experience to segue into the second key areas leaders can invest in to demonstrate disability inclusion: providing physical accommodations! While the specific accommodations individuals with disabilities may require is as varied as humanity itself, the following are some useful starting points that any leader can offer to reinforce the importance of disability inclusion to their workplace:

  • Provide interpreters, closed captions, and transcriptions for people with hearing disabilities

  • Provide opportunities for quiet workspaces and/or noise-canceling headphones as well as adjustable lights in offices for people who work better in dimmer settings (these accommodations can help prevent sensory overload, which disproportionately impacts people with autism, ADHD, and other mental disabilities)

  • Have multiple ramps, elevators, accessible bathrooms, and automatic doors to help ensure wheelchair users and other people with physical disabilities can comfortably navigate the work building

  • Ensure all digital content (websites, mobile apps, etc.) is compatible with screen readers as well as other assistive technology, e.g. all images should be accompanied with image descriptions

  • Use programs (e.g. Microsoft’s System-Wide Live Captions) that generate captions for all visual-auditory material, though have employees on hand who can proofread/correct these captions

  • Use easy-to-read fonts across written content (such as dyslexic-friendly typefaces!) and ensure there is high contrast between the text and any background colors

  • Do more than “allow” emotional support animals or service animals in the workplace, e.g. ensure employees can adjust their breaks accordingly to take care of their service animal

Again, the above strategies are but a few starting points with regard to physical, in-person workplace accommodations for disability. When in doubt, go back to the first section of this blog—ask employees what accommodations they need and listen to what they say!

3. Remote Work, Flexible Scheduling, and Workplace Support

Mary has severe arthritis. For years, she worked her job virtually from home, and this set-up was ideal for her! She used a speech-to-text app to avoid strenuous typing, for example, an accommodation that ensured she was able to regularly communicate with her team without causing herself undue pain. In fact, Mary didn’t actually disclose her disability to her manager at first, in part because she was afraid of the bias and discrimination she might encounter even though the accommodations she provided herself mitigated the majority of remote work-related issues she might face.

Now, however, her employers are requiring everyone to come to work in-person three days a week. This requirement puts undue stress on Mary, because her arthritis tremendously increases the amount of time it takes her to get ready in the morning, to get in the car and drive to the office, and so forth. For an able-bodied individual, getting into work at 9 might require waking up at 7. For Mary, getting into work at 9 might require waking up at 5. As such, it’s clear Mary’s manager and the broader department did not take her disability—and likely that of many others’—when implementing this in-person work requirement.

Remote work is thus an excellent opportunity for demonstrating disability inclusion. With regard to Mary’s situation, remote work acts as a measure of equity: because her preparatory commute to an in-person workplace is intensified by her arthritis, she is more drained of energy prior to even starting her shift than a non-disabled employee would be. Remote work helps prevent her from experiencing undue pain and thus ensures she can do her best work for her company!

Flexible scheduling is a similarly inclusive practice for people with disabilities that leaders can implement, i.e. giving employees direct control over when and where they work. This practice can help people with chronic health conditions balance work with numerous doctor’s appointments, for example, as well as may simply be beneficial to people who are primary caregivers, be it for family members with disabilities, elderly parents, children, etc.

Another inclusive practice toward people with disabilities that I am personally quite fond of is the concept of disability allies, i.e. individuals—and especially leaders—in an organization who are specifically designated as resources for people with disabilities (be it because they require an accommodations, need a confidant to speak with, or otherwise could use assistance). Similar to the Safe Space program, disability allies can have some form of an identifiable marker(s) that designates their position as an ally for people with disabilities, e.g. a sticker on their office door, a line in their email signature, and/or an icon on their employee badge. Recruiting people to be disability allies provides multiple benefits: it ensures a guaranteed supported system for people with disabilities; it gives other employees a sense of purpose and an actionable means of demonstrating their allyship; and it helps foster an inclusive culture in the broader organization. Win after win!

4. Planning and Hiring

A friend of mine who has a mobility disability—she walks with a cane—recently visited me to see the full eclipse over Texas. When she had to fly back home, she requested a wheelchair at the airport, as this accessibility measure would make her travel experience less painful. When she got to the airport, however, there was no wheelchair waiting for her, and worse, no clear location for where to go to receive her wheelchair. When she asked an airport employee, she was told she had to wait in line, and moreover to wait for them to bring a wheelchair to her.

My friend waited for half an hour, during which time there was no chair for her available to sit on. For thirty minutes, my friend was simply standing and waiting, in constant pain the whole while! She eventually asked the airport employee at the desk if there was a way for individuals to perhaps be assigned a number, that way they could sit as needed and be called back when a wheelchair was ready for them, and the only response the employee had was: “I don’t have the authority to answer these questions.”

I share this story not to condemn this airport but rather to highlight an almost certain truth that undergirds my friend’s experience: there were no people with disabilities involved in this planning process regarding how airport customers received wheelchairs. The consequence? People with disabilities end up experiencing undue pain for an accommodation that is supposed to directly assist them!

In other words, another key tactic leaders can employ to foster disability inclusion is to get employees with disabilities involved in all planning. That’s right—planning for anything and everything! If a person with a disability may require access to a certain facility or event or program, then people with disabilities should be involved in preparing and executing said processes to ensure maximum accessibility.

A good example is getting people with disabilities involved in organizing events with food, as food is one the most common staples in any workplace event, and yet food intolerances and allergies are also one of the most common disabilities that individuals experience. Because “[s]ymptoms of food intolerance are often very personal, and employees might think twice before volunteering information that can leave them vulnerable to stigma or ridicule at work,” leaders should not default to assuming that their employees will disclose their food sensitivities. Instead, they should create opportunities for individuals to report food allergies/intolerances/etc., be it directly or anonymously, as well as get individuals with disabilities involved in the planning process to help create a more inclusive menu.

Relatedly, individuals with disabilities should be involved in hiring processes to ensure their organization is taking a disability-inclusive approach to hiring! Tips for inclusive hiring toward people with disabilities that leaders can implement include:

If employees with disabilities and/or job seekers with disabilities recommend additional accommodations during the hiring process, be sure to listen to them!

5. Promotions and Partnerships

I have spoken many times about the importance of leadership creating talent pipelines, mentorship opportunities, and community partnerships with diverse organizations to help pioneer workplace inclusion, and this same emphasis applies to disability inclusion. It’s not enough to simply hire people with disabilities; they must also have copious opportunities for growth and support, too!

For example, implement mentorship programs for employees with disabilities, pairing them with someone who is familiar with accessibility resources for individuals with disabilities as well as someone who can provide the best guidance to ensure the employee under their wing thrives. Sponsorship programs are similarly beneficial, as they make space for individuals with disabilities to progress in the workplace with less risk of unconscious ableism restricting their opportunities.

External partnerships are also ideal for leaders to demonstrate comprehensive disability inclusion! Community partnerships with disability-centric organizations have the benefit of both “gaining internal support to build a disability-inclusive team” and creating opportunities to “reach potential employees with disabilities.” Leaders can consider looking for their local chapters of national disability nonprofits, such as Easterseals and The Arc!

6. Accommodation Surveys

Last but certainly not least: leaders can help ensure disability inclusion in their organization through the simple tactic of not generalizing people with disabilities. Disability is a capacious term that encompasses numerous diagnoses and even more lived experiences, where accommodations that may benefit some people with disabilities may not be of any use to others. In turn? Ask individuals what accommodations they require to perform their best work!

(In many ways, this blog always circles back to its first section: listen to people with disabilities.)

On one level, it’s crucial for organizations to have “a clearly defined accommodation process and statement for candidates with disabilities to request any needed accommodations.” This process should also be internally available at any point, both during onboarding and well after hiring, because individuals may need to request an accommodation for a disability acquired well into their career. For more comprehensive accessibility, accommodation requests should be available at least through both phone and email, and should ideally “provide a response within at least 24 hours on next steps.”

I’m more than happy to provide accommodations for my employees with disabilities, some leaders may be thinking, but how can I go about phrasing questions to get the best ideas of what they need and how I can help?

To help ease this valid concern, I have developed five simple questions that any organization can use as a starting point for an employee survey regarding disability accommodations:

  1. What are your accessibility needs?

  2. What in-person and/or remote working strategies have colleagues and employers used in the past that successfully accommodate your needs?

  3. Is there anything HR can do to make your in-person work environment best for you? Examples include a quieter location, dimmable lights, an ergonomic chair, recorded and transcribed instructions, etc.

  4. Are you concerned about working from home, in terms of the internet bandwidth at your house?

  5. Do you have any concerns about missing work for any reason, including family/caregiving needs, disability, and health concerns? If you are comfortable, please explain.

And there we have it! Six key areas that leaders can invest in to demonstrate disability inclusion in their workplaces. What are we waiting for? We’ve got some accessibility practices to implement!


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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6 Generations, 1 Workforce—Let’s Make It Work!

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6 Generations, 1 Workforce—Let’s Make It Work!

Have you heard, have you heard? There are as many as six generations alive and four are in the workforce right now! Many of us are familiar with the presence of Baby Boomers, Gen X, Millennials, and the ever-growing population of Gen Z, but let’s not forget the remaining individuals of the Silent Generation as well as Gen Alpha, the newest generation, who are starting to pursue summer jobs and internships as they enter high school.

Overwhelmed by this information? Fear not, my friends: while successfully leading a multigenerational workforce may seem like a daunting task, today I will walk through three key strategies any of us can incorporate to effectively embrace and accommodate generational diversity in the workplace. Ready to dive in?

1. Age ≠ Generation

Forgive me for sounding like Captain Obvious, but I’m serious—age does not equate to generation! While this distinction may almost seem counter-intuitive, keep in mind that each generation consists of an entire range of ages. In other words, even within one generation, individuals will be at entirely different age-based points in their life—think of how some Gen Zers just graduated from High School while others might be receiving their doctorate.

As such, when leading and incorporating policies for a multigenerational workforce, bear in mind the nuances of age vs generation. Benefits meant to address age differences might include student loan debt relief for recent Gen Z graduates, while leadership techniques broadly intended to guide multiple generations should recognize how individuals within a generation “had their worldviews shaped by the same key national/global events, trends, and social forces (e.g., economic recessions, wars, social movements, breakthrough technologies)”—think of Millennials growing up in the midst of the technological revolution, for starters.

In short, to more effectively lead multiple generations, we should make ourselves aware of the nuances within generations, including age-based differences. By doing so, we will better be able to accommodate the workplace needs (and even the workplace wants) of our generationally diverse employees.

2. Reframe Generations as Cultures

Jumping right off the last strategy, because generations are identified by the significant historical events that dominated their “formative years,” it can be useful to reframe generational preferences through the visage of cultural norms. Think of how communication styles have changed across generations, with many Boomers and Gen X preferring phone calls and/or in-person communication compared to Millennials preferring email and Gen Z relying heavily on text. The Harvard Business Review puts it best: “Culture informs a common way of thinking that motivates a common way of doing among cohorts of individuals. Cultures give insight into where people are ‘from’ — and so do generations. Just like cultural differences, generational differences can distinguish teammates from one another without dividing them from one another.”

Sometimes all it takes is mentally reframing our understanding of generations to become better leaders for a multigenerational workforce, just as we have been leading increasingly multicultural workforces for decades now! Where leaders embrace cross-cultural humility, they can do the same with generational differences, focusing on curiosity over superiority. Not too complicated, right?

3. Talent Pipeline

One of the most pressing challenges that leaders of multigenerational workforces face is re-developing talent pipelines in order to accommodate the influx of new generations as well as the economic challenges faced by individuals across generations. What do I mean by this? Well, many individuals in senior generations are financially unable to retire from the top positions they currently hold; the in-between generations are stuck in middle management positions as workplace expectations rapidly transform; and the youngest generations have no room whatsoever to advance despite holding the necessary qualifications and more than enough energy. In other words: the talent pipeline is backed up!

Consequently, successfully leading a multigenerational workforce requires reimagining what a talent pipeline can be in a way that honors the contributions of individuals who have been in the workforce a long time while still paving the way for newer employees to make their mark. The Harvard Business Review recommends “creat[ing] meaningful opportunities for senior talent to remain engaged in post-executive roles,” where “[s]uch positions must include more than honorific titles, be positioned as a positive step forward instead of a step aside (or a step back), and carry real value in transferring knowledge, sharing experiences and expertise, and mentoring younger colleagues without the weight and time commitment of executive-level responsibility.” With positions newly opening at the top, individuals of middle and younger generations will have a clear view on the broader pipeline and thus become encouraged by the many possibilities for advancement that await them!

And there we have it: three simple tips for effectively leading a multigenerational workforce. But allow me to conclude with one final piece of advice! Despite the many differences between employees across ages and generations, leaders should bear in mind a key detail that unites many of us: a fear of change. Contrary to the stereotype that younger generations love change and older generations despise it, people from all generations often experience discomfort with change.

When it comes to successfully leading a multigenerational workforce, then, a key strategy is to clearly communicate change—“[s]end out memos, host meetings, or implement an open-door policy that embraces communication,” and encourage employees to reach out with questions! Because when people feel safe to communicate in the workplace, they will feel safe—inspired, even—to stick around and make that workplace into the most productive, most welcoming environment it can be.

It seems like effective leadership for multigenerational workforces is well within our grasp, so together, now—let’s reach out and embrace it!


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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Bring Your Whole Self to Work—Seriously!

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Bring Your Whole Self to Work—Seriously!

Many of us have likely heard the following advice: “Bring your authentic self to work!” I doubt we disagree with this sentence in principle, but what does an “authentic self” actually encapsulate, and what can workplaces do to truly welcome people’s “authentic selves”?

To me, bringing our authentic selves to work means liberating our inner misfits—embracing our unique ways of thinking, doing, and being that allow us to boost productivity and thrive in the workplace. In turn, organizations can welcome people’s authentic selves by fostering environments that prioritize psychological safety.

That seems like a useful concept! you may be thinking. But what, exactly, is psychological safety?

At its core, psychological safety in the workplace refers to “a shared expectation held by members of a team that teammates will not embarrass, reject, or punish them for sharing ideas, taking risks, or soliciting feedback.” Psychological safety does not mean everybody’s getting along with everyone 100% of the time—that’d be a bit unreasonable!—but it does mean “knowing that leaders value honesty, candor, and truth-telling, and that team members will have one another’s backs.” Creating a psychologically safe workplace thus means developing and investing in a work culture that allows people to express themselves without fear of judgment or retribution. After all, as leaders, we want our teams to feel comfortable sharing new ideas and representing themselves in the truest way possible!

Sounds good, may be the next thought crossing your mind. But how can a workplace actually go about fostering psychological safety?

Fortunately, there are multiple straightforward strategies an organization can take to invest in psychological safety! Allow me to walk through a few:

1. Encourage Experimentation

One primary effect of individuals safely expressing themselves is the introduction of a variety of new ideas and new ways of thinking into the workplace, and the best way to ensure this influx of creativity keeps flowing is encouraging experimentation rather than punishing it. Leaders can emphasize that mistakes are opportunities for growth, including sharing their own failure stories, to help employees feel more comfortable about taking risks that align with their individual cognitive diversity. If we all thought the same way, after all, every workplace would be the same shade of boring!

2. Embrace Positivity

It seems to go without saying that psychological safety (and in turn, self-expression) will increase when organizations recognize their employees’ successes, but nonetheless I will state it with emphasis: acknowledge and highlight positive contributions, no matter how small, especially when those contributions go against the grain! If moments of employees’ self-expression are explicitly recognized as valuable to an organization, then employees are more likely going to find meaning in their own uniqueness and are more likely to find themselves willing to express their own unconventional ideas. Success often comes from the unexpected, and when companies recognize that reality, they help create a work culture where individuals feel psychologically safe to be themselves.

3. Emphasize the Individual

When we’re talking about fostering psychological safety, it can be easy to get lost in the “overall”: overall, how psychologically safe is our workplace? Overall, do people feel safe to express themselves? Overall, do we see cognitive diversity? And while this bird’s-eye view is crucial, it is equally important that we invest in individual’s perceptions of psychological safety (and in turn, their comfort and ability to express themselves). From anonymous comment boxes to one-on-one meetings to optional-identification surveys, finding what works to parse out individuals’ feelings toward psychological safety is imperative to creating productive opportunities for self-expression in the workplace. In short, if some team members feel more secure in their ability to express themselves than others, we should investigate why and determine what we can do to make this experience level across the board.

4. Employ Opportunities for Self-Expression

One surefire way to foster psychological safety in the workplace is simply by implementing policies that open opportunities, however small, for employees to more freely express themselves! Allow for things like a more unconventional dress code—especially for individuals with jobs that are not public-facing—such as bold colors, dyed hair, or vibrant accessories. Offer alternative work schedules that diverge from the traditional 9-to-5, in-person office work. Encourage employees to bring their external passions to the workplace; someone who reads and writes poetry in their spare time may not necessarily be on the marketing team, for example, but they still might know the exact rhetorical strategy needed for this new product advertisement to get consumers emotionally invested—open a door for that creative possibility to manifest!

If I haven’t persuaded you of the value of psychological safety and employee self-expression yet, allow me to point out a couple of the more tangible benefits:

A) Employees who feel safe to express themselves are more productive than employees who feel pressured to conform. One study found that “misfit” employees, i.e. employees who felt psychologically safe to challenge the status quo, “were significantly less likely to suffer low engagement and performance” because they were able to “more regularly take new approaches to tasks or change minor procedures.” Another study found that “misfit” employees were more likely to draw connections—both literal and figurative—across their organization, thus “generating a greater wealth of information at their disposal” that allowed them to facilitate higher productivity.

B) Employees who feel safe to express themselves are better at problem-solving than employees who all feel pressured to fit into identical molds. One study determined that in a group of people attempting to solve a problem, “adding an outsider”—i.e. someone comfortable with thinking differently and expressing their different approaches—“doubled [the group’s] chance of arriving at the correct solution, from 29% to 60%,” than adding someone to the group who had a similar mode of thinking to the original members. In other words, creating opportunities for “people to reveal and deploy their different modes of thinking” and “mak[ing] it safe to try things multiple ways” increases people’s ability not just to solve problems but to craft innovative solutions—sounds like a win-win to me!

I hope by now we’re all convinced in not just the benefits but the necessity of psychological safety to a productive, creative, and welcoming workplace. So why delay? Let’s embrace self-expression, both in our employees and in ourselves!


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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Breaking the Mold: How Managers Can Celebrate Individuality

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Breaking the Mold: How Managers Can Celebrate Individuality

Maya sits in her office, tapping her pen against the wooden surface of her desk—a nervous habit she has never quite been able to kick. She will soon be scheduling one-on-ones for her team, and as their manager, she wants to encourage each of them to be more open about their uniqueness and the strengths brought about by their individuality. After all, Maya is well aware of the competitive advantage that embracing diversity provides, even during economic downturns. Her current trouble?

She simply doesn’t know how to encourage her team members. What can she say to get through to them that she values their individuality?

Today, I will walk through five tips managers can consider when seeking to motivate their teams to embrace their unique selves and challenge conformity, be it during a one-on-one or even a group meeting! Are we ready to begin?

1. Emphasize the Value of Individuality

If we seek to encourage our team members to challenge conformity, the first step is to establish the inherent value that their individuality brings to the table. By doing so, we demonstrate that conformity is a hindrance both to workplace productivity and to mental well-being. Consider the following simple but powerful means of emphasis:

  • “Your unique perspectives and ideas are invaluable to our team. Embrace your differences—don’t leave them at the door!”

  • “I appreciate the unique strengths and qualities that each of you brings to the table. Let’s leverage the advantage of your individuality to achieve our goals as a team.”

  • “Your diverse backgrounds and experiences are an asset to our team! The more you share your unique insights, the more we can learn from each other.”

  • “Remember, different is not just ‘okay’—different is great. Your differences make you stand out and bring fresh perspectives to our projects.”

Inspiring, if you ask me!

2. Encourage the Application of Difference

Once the value of individuality is established, it is crucial to emphasize how that value can be applied in the workplace. Simply put, we should encourage our teams to let their diversity and individuality stand out in their work! We can remind them not to hesitate to offer suggestions or to complete their tasks in a way that feels most comfortable and efficient for them as individuals. Specifically, we might say the following:

  • “Your differences are not something to be hidden or changed. Embrace them wholeheartedly and let them shine in your work!”

Delightfully straightforward, right?

3. Highlight Opportunities for New Approaches

Beyond simply encouraging the expression of diversity in our team’s work, managers can also remind their teams to embrace out-of-the-box approaches! Individuality brings about new ideas, new paths, and overall broadens the scope of possibility for getting assignments done. The importance of this innovation can be emphasized through the following:

  • “I encourage all of us to challenge the status quo and think outside the box. Your diversity and individuality give us a competitive edge in finding innovative solutions.”

  • “Don’t be afraid to take risks and try new approaches! Your uniqueness gives you the freedom to explore uncharted territories and discover new possibilities.”

Individuality leads to innovation leads to success—a highly motivating chain.

4. Create an Inclusive Environment

While it is crucial to state the value of individuality, it is also imperative that we create an environment where team members feel comfortable and confident expressing their differences. In other words, managers should embrace inclusivity and seek to make their workplace one where individuality is the default. How can we do so? I offer the following verbal affirmations to share with our teams:

  • “I want to create a safe and inclusive environment where everyone feels comfortable expressing their ideas. Your diversity and unique perspectives are inherently valuable contributions to our team.”

  • “I celebrate your individuality and want you to feel empowered to be your true selves as a part of my team. Let’s create an environment where we can all thrive and embrace our differences!”

To challenge conformity, we must first create a welcoming environment, one where our team members see that the status quo is made to be challenged.

5. Emphasize the Value of Collaboration

The crucial next step to embracing our differences is to put our individuality side by side and utilize it as a team. After all, the value of our uniqueness is best seen through collaboration! Working together allows us not just to combine our strengths but to receive support from others where we may be lacking. “Teamwork makes the dream work” might be an amusing phrase from our childhood, but I believe managers can communicate the core of this message to their team through the following:

  • “I encourage us to collaborate and learn from one another. By combining our individuality and unique advantages, I am confident that we will achieve great things as a team!”

It may be a cliché, but I believe we are never stronger than when we work together.

To conclude: expressing these sentiments to their teams will allow managers to foster an inclusive, supportive workplace environment that encourages everyone to embrace their individuality and intentionally apply their differences to their work. After all, if managers give their teams permission to tap into their uniqueness, they will find an increase in creative thinking and in the achievement of exceptional results!


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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🤖 AI and the Future of Work: What You Need to Know 🤖

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🤖 AI and the Future of Work: What You Need to Know 🤖

As someone who regularly works across business sectors, I’ve heard it all, from AI is going to take all of our jobs! to No, AI is barely going to have any impact and even to Does it matter either way? In response, I say, “Enough of the fearmongering!”

In this blog, I’ll offer a nuanced but straightforward breakdown of how AI will impact the future of jobs, from careers that are more at risk of decline to those that are more likely to remain unaffected. I’ll also offer some tips—and some reassurance!—about the future of jobs in the face of AI. Let’s take a breath and untangle this knot together!

First and foremost, I don’t wish to shy away from the reality that there are multiple jobs that are likely to decline as a result of AI. As we can see in the above graph, McKinsey & Company observes that “[a]ctivities most susceptible to automation include… [those] in predictable environments,” such as the operation of repetitive machinery, fast food work, cashiers, data collectors, office clerks, paralegal work, and so forth. Indeed, we have seen a decline in some of these careers already; consider the increasing prevalence of self-checkouts in grocery stores.

Additionally, as someone dedicated to DEI, I also want to highlight that the insurgence of AI will disproportionately impact women and people of color, especially those in the working class. Not only are “[w]orkers in lower-wage jobs…up to 14 times more likely to need to change occupations than those in highest-wage positions,” but a) women have historically been overrepresented in customer service and office support work and b) people of color have historically been overrepresented in food services and customer service as well, all of which are the primary areas experiencing decline because of AI. Why do I point this out? No to increase anxiety, but to raise awareness! Rather than getting overwhelming by What if? fears related to AI, it is crucial that we are knowledgeable about who is most going to be impacted by AI and why, as that knowledge allows us to both step and up aid those who need it and spread more awareness, helping ensure these inequities do not go unnoticed.

Taking a step back, I also want to note that less than 5% of jobs are expected to be replaced fully by AI or other automation; rather, about 60% of occupations will experience the incorporation of AI and other automation into their work. Such a distinction is crucial to highlight when we’re all gripped with anxiety about the future of our careers. In other words, the influx of AI is not going to kick us out of our positions in one fell swoop but will primarily supplement and improve the work we’re already doing. AI is thus not something we should feel unbridled fear toward—it’s but another tool we should educate ourselves on and prepare to use in our day to day!

As the above McKinsey & Company graph notes, there are also multiple areas of work that will remain largely unaffected by AI. In general, AI and other forms of automation “will have a lesser effect on jobs that involve managing people, applying expertise, and social interactions” as well as on “[j]obs in unpredictable environments… because they are technically difficult to automate.” Consequently, careers in healthcare (especially personal aides), IT, energy (especially renewable energy), managerial positions, architectural construction, and so forth will not be tremendously impacted by AI because they involve too much human-to-human interaction and/or involve too much variance for automation to offer any benefit toward. Other careers, too, such as creatives and legal professionals, have begun adapting their labor around AI rather than their field of work being “taken over” outright.

At the end of the day, it’s clear that careers across the spectrum will be impacted by AI, sometimes in total uprooting but more often just by its mere presence in their workplace. So what can we do to prepare ourselves for this shifting landscape of work?

Simple: get creative!

The increased usage of AI “drives increased need for social and emotional skills in the workplace,” especially interpersonal communication, problem-solving, adaptability, logical reasoning, collaboration, and other soft skills. AI gets the dull, repetitive work out of the way so people can “use the time that is freed up to focus on higher-value activities.” Because AI thrives on sameness, the demand for new and exciting things will be high—as such, more people will not only be able to start their own businesses but will also have waiting audiences at the ready! McKinsey & Company even estimates that around 8% of jobs available as soon as 2023 “will be in new types of occupations that have not existed before,” jobs that have not just emerged out of necessity but out of human creativity.

If I haven’t convinced you that the age of AI is not one we should fear, don’t fret. I understand your anxiety, especially if you work in a career that is more likely to be upended by automation. Let me remind us all of something crucial as AI continues evolving around us: AI is not infallible! AI is not perfect, AI is always developing, and AI is not the solution to everything. Tell me, is the image below familiar to you?

That would be one of Japan’s care robots, designed to automate and improve elder care in Japan. This often embody the idea of the “robot revolution” and a techno-solutionist vision to labor shortages.

 But wait, you may be thinking. Didn’t you say healthcare was less likely to be impacted by the AI boom?

I did! And although these robots may offer flashy images, the reality is that they aren’t commonly used in Japan, be it in elderly institutions or home care. Why? Well, these robots ultimately increased the labor of caretakers (despite their intent to decrease labor); decreased the amount of time available for caretakers to perform social and emotional care with their patients (despite their intent to increase this time); and were just “too impractical and expensive for real-life deployment.”

I offer this example not to disregard the good intentions of this automation project, as one of the main benefits of AI should ideally be the opportunity for humans to engage in greater connection with one another. If that does not work out, then odds are that the particular AI at hand won’t make a significant splash in our lives. We value—crave—human connection with one another, and even in the age of AI, that desire is not going anywhere. As such, if AI doesn’t facilitate and increase opportunities for human connection in our workplace, then perhaps that AI won’t have much of a role in our workplace at all.

To conclude, I asked ChatGPT to generate a list of 100 jobs that might be at risk of automation in the future because of AI. Well, it gave me a list of 100 jobs, but it also repeated itself more than 15 times to do so—hardly foolproof technology that can act unsupervised! We need humans to work with, not against, AI. Even though all of our lives will be changed, if we continue to develop our soft skills and hone our creativity, we’ll be able to ride this wave into the new age together—so take my hand and hold on tight!


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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Three Insights to Deliver Feedback That Empowers

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Three Insights to Deliver Feedback That Empowers

What’s more stressful than a one-on-one meeting with a manager? In thinking back on my time as a young employee… Well, few things are! I would often find myself possessed with anxiety about the feedback I would receive and how it would be delivered to me. Similarly, as I ascended to leadership positions, I would become riddled with stress about how I could best deliver feedback to my team!

Anyone here had a similar experience? If so, you’re in the right place! This blog will walk through three key tips for effectively delivering feedback, from a standard performance review to a serious conflict negotiation.

Ready to discover how to more productively (and kindly!) deliver feedback?

And > But

One key strategy for effectively delivering feedback is to avoid the qualifier of “but.” When we invoke “but” after a compliment, we’re more likely to give the impression that our compliment was superficial rather than genuine, and that the critique that follows reflects our truly negative thoughts. Over-relying on “but” can also cause us to unfairly critique the person rather than their work—a situation best avoided in the workplace!

As opposed to the separative nature of “but,” “and” is a connective term. When we deliver feedback with “and,” we emphasize that we are working with the recipient to together identify a challenge and to together try to address it for the better!

Critique Sandwich

The critique sandwich, also known as the “positive-negative-positive” method—which I affectionately shorthand as “+-+”—is another useful strategy for delivering feedback. Much like the name suggests, the critique sandwich involves providing positive feedback, providing constructive (“negative”) feedback, and concluding with positive feedback.

The key to successfully implementing this tool is bearing in mind that all three components of this feedback must be related. In this respect, the critique sandwich is just like a real sandwich—the components must pair well together! (I wouldn’t enclose peanut butter and jelly with a set of cell phones, you know?) When preparing a critique sandwich for an employee, we might bear in mind that the first compliment should provide a clean segue for the constructive feedback, and the constructive feedback needs to then open a door for another compliment regarding. Additionally, it’s often productive for the final compliment to be solution-oriented! 

(I’d say this strategy is “easy as pie,” but maybe “simple as a sandwich” would be more appropriate…?)

“Right Now”

Last but not least, another key strategy for effectively delivering feedback is framing one’s observations with “right now.” In other words, if an employee is—for example—not meeting their daily quotas, rather than saying, “This employee is not performing well,” we would instead observe, “This employee is not performing well right now.” 

A small change, right? So why does it matter?

Appending our feedback with “right now” helps reinforce that anyone, from managers to employees and all those in-between, anyone is capable of growth in an organization. When we recognize that potential for positive change, we are vastly more able to offer constructive—rather than condescending—feedback to our team.

As such: while we may not perfectly nail our delivery every time, when we implement these three strategies—“and” instead of “but,” critique sandwiches, and “right now” framing—any of us can improve our ability to deliver (and even receive) feedback. But there’s no practice more effective than doing, so let us go forth and speak constructive advice into the world!


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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🎭 Breaking the Workplace Drama Cycle 🎭

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🎭 Breaking the Workplace Drama Cycle 🎭

Picture this: two coworkers, their boss, and a workplace disagreement that involves a whole lot of moping, reassuring, demanding, deflecting, and disagreeing—any of those behaviors sound familiar? (I know quite a few of them resonate with my own experiences!)

These behaviors—and many more—are emblematic of a particularly common conflict dynamic: the Drama Triangle. Developed by psychiatrist Stephen B. Karpman in 1968, the Drama Triangle describes a frequent triangulation of three roles in the daily conflicts that people around the world face in their personal and work lives. These roles are the Rescuer, Persecutor, and Victim, and today we’re going to walk down three linked paths to find out what the Drama Triangle is, how it happens, and two key alternatives that can foster more productive workplace dynamics! Ready to read on?

The Drama Triangle

As we move on to discuss each individual role in the Drama Triangle, bear in mind the triangular nature of these roles—the Persecutor, Victim, and Rescuer are deeply connected, and to understand them all we must also understand how they feed into one another!

Persecutors (also known as Villains) are all about control, from constantly blaming and criticizing others to acting superior and self-righteous. A common phrase you’ll hear from this corner of the Drama Triangle is, “This is all your fault!” The role of the Persecutor thus centers on finding fault with others “while feeling the need to step in and dominate to set things right.” 

Victims, in contrast, feel powerless, entirely at the mercy of the whims of the world and the people around them. They’re stuck in a perpetual state of indecision, and they typically struggle with problem-solving, meaning a common phrase you’ll hear from this corner of the Drama Triangle is, “Woe is me!” (Or a more modern version of this phrase, such as, “I can’t do this.”) At their core, Victims see themselves “as a victim of circumstances” and tend to “complain a lot without taking productive action.” 

Lastly, Rescuers (also known as Heroes) tend to be people who dislike tension and/or don’t want to see others upset, leading them to jump in and try to “fix” the problem at hand. While the Rescuer role doesn’t sound inherently terrible at first glance, the primary issue here is that Rescuers are not offering true solutions. Instead, they’re generally just trying to make the Victim feel better, trying to make the conflict go away, etc., and through this behavior unwittingly “keep Victims dependent [e.g. unable to help themselves] and neglect their own [the Rescuers’] needs.” 

Regardless of what role a person occupies in the Drama Triangle, they ultimately do so because they get gratification out of it: “The Persecutor/Villain may like exercising power, whereas the Victim gets to shift responsibility. And the Rescuer/Hero receives a sense of satisfaction for helping.

Note that these roles all have one key commonality: each involves an individual seeking to avoid accountability! The Victim and Persecutor both blame others for a given problem, and even the Rescuer seeks to deflect true accountability by providing a superficial, temporary solution.

How It Happens

People unconsciously flock to these roles in the Drama Triangle because they are familiar and sufficient—though not healthy—strategies that we can easily employ to manage anxiety and fear during everyday conflicts. In other words, we benefit (or rather, we think we do) by occupying a role in the Drama Triangle, hence why so many conflicts lead to individuals morphing into one or more of these roles. The latter element of that statement is crucial—depending on how the tide of a conflict turns, people’s roles in the Drama Triangle will shift based on what angle will be most beneficial in leading to a positive resolution for them!

For example, if a Rescuer begins to feel unappreciated for all of the help they provide, they may begin shifting into a Victim role—“Why does no one ever look after me?”

Alternatively, if a Rescuer begins to feel frustrated and angry at how others have ignored their help, they may begin shifting into a Persecutor role—“You don’t appreciate anything I’ve done for you!”

The Drama Triangle can begin with a person feeling victimized, causing them to choose a Persecutor to blame. Another common origin is that a Persecutor may lash out at a person because of pent-up frustration (creating a Victim in the process). In either scenario, a Rescuer is likely to step in and attempt to tone down the dispute by providing temporary relief, either assuaging the Victim’s sense of helplessness or making an effort to help the Persecutor calm down.

So now we know what the Drama Triangle is and how it can manifest—but what we can do about it? Are there any alternatives we should turn to?

Alternative #1: Winner’s Triangle

Developed in 1990 by Acey Choy, the Winner’s Triangle shifts the roles Drama Triangle into three alternatives: the Persecutor becomes Assertive, the Victim becomes Vulnerable, and the Rescuer becomes Caring. But what do these shifts entail on a practical level?

When a Persecutor becomes Assertive, they’re choosing to ask for what they want instead of demanding it. Additionally, embodying assertiveness means learning how to politely—but firmly!—say “no” to what we don’t want (rather than angrily lambasting others); providing constructive—not cruel—feedback to those who request or need it; and taking positive action to resolve a situation we dislike (rather than resorting to shouting and insults). 

When a Victim becomes Vulnerable, they’re choosing to seek assistance when they need it rather than wallowing in helplessness or self-pity. For example, vulnerability might include confiding in friends and family about our struggles (without expecting them to magically resolve said struggles) or reaching out to a therapist for professional assistance. 

Lastly, when a Rescuer becomes Caring, they’re choosing to show respect to others, e.g. engaging in thoughtful discussion and validating their emotions without attempting to shoulder the burden of “fixing” the problem themself. This transition is not to suggest that we can no longer help others when we choose to embody care, but rather that becoming Caring involves assisting people with finding a long-term solution, not providing a temporary “cure” that is merely a band-aid on a gaping wound. 

Importantly, all three of these alternative roles involve taking responsibility for our own emotions, troubles, problems, and so forth, rather than ignoring them or hoisting them onto others. In doing so, we all win, hence the name of this triangle!

Alternative #2: The Empowerment Dynamic

Developed by David Emerald, the Empowerment Dynamic (TED)—similar to the Winner’s Triangle—seeks to shift the roles in the Drama Triangle to more positive and constructive positions. In TED, the Persecutor becomes a Challenger, the Victim becomes a Creator, and the Rescuer becomes a Coach. If it wasn’t obvious already, TED is specifically geared around shifting the Drama Triangle toward healthy workplace roles, so let’s jump right in!

When the Persecutor becomes a Challenger, they refuse to deflect accountability and arbitrarily assign blame during conflicts, instead choosing to “‘consciously build… others up, encouraging them to also learn and grow, despite difficult situations.’” In other words, a Challenger centers their efforts in providing healthy pressure to others (especially Creators), supporting individuals as they deal with struggles in their lives and guiding them toward a breakthrough. Think of a Challenger as someone who provides constructive but never needlessly critical feedback! 

When the Victim becomes a Creator, they claim agency in their life,embrac[ing] ‘what inspires them’ and becom[ing] focused on solutions and outcomes, not the weight of challenges holding them back.” Becoming a Creator is all about a shift in perspective—not ignoring the reality that life can be difficult, but instead also recognizing that we’ve all got a hand on the wheel that is our life and thus we have a responsibility to at least try to steer things in the direction we want to go. 

Lastly, when the Rescuer becomes a Coach, they learn to push aside the instinct to constantly provide temporary “fixes” that perpetuate cycles of victimization and persecution, instead offering genuine support to Creators and Challengers. This support will of course manifest differently depending on context, but broadly speaking, a Coach employs “‘the art of inquiry, curiosity, and deep listening to support others in discovering what is best for themselves.’” Think of a Coach as someone who not just knows how to discover a silver lining in every cloud but also knows how to give pointers toward making a silver lining stretch across the entire sky! 

In short: the Challenger says, “You can do it!”; the Creator says, “I can do it!”; and the Coach asks, “How will you do it?” Without all three roles positively twining together, individuals run the risk of remaining stagnant!

To conclude, Drama Triangles in the workplace often—though not always—originate from a lack of communication, and in turn these negative roles can be perpetuated by organizational culture if not noticed soon enough. Leaders caught up in the Drama Triangle might “guide” their employee with an iron fist (Persecutor), become overwhelmed by their responsibilities but not seek assistance (Victim), or micromanage their employees to “solve” the problem at hand (Rescuer), all of which can ultimately hinder team and organizational collaboration, innovation, and growth. As such, countering the Drama Triangle with either the Winner’s Triangle or the Empowerment Dynamic is crucial to ensuring a healthier, more functional workplace for everyone!

What are we waiting for? We have new roles to try out for! Forgive my sense of humor, but I’m feeling a bit like a Coach today—what about you?


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 Talent Pipeline: Cultivating Tomorrow’s Leaders

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The Talent Pipeline: Cultivating Tomorrow’s Leaders

When it comes to promoting individuals from underrepresented groups into leadership roles, there’s one sentence I’ve heard many times from companies across industries: “We want to promote diverse people, but we can’t find anyone!”

My response to this anxious cry is simple: “What are you doing now to develop the future leaders of your organization?”

In other words, there are plenty of individuals across underrepresented groups who would perform excellently in a leadership role—they just need the time, resources, and opportunity to one day thrive. In this blog, I will walk us through a key strategic action any organization can take today to solve the future problem of an absence of diversity: implementing a talent pipeline!

The What

I’ll keep this explanation short! No matter the industry, most if not all organizations possess an ongoing need to have a talent pool that is available to fill positions across management. A talent pipeline is an institution-wide program (or, more accurately, a set of programs) that equips employees with the leadership and performance skills necessary to fill any vacancies within the organization as they arise.

In other words, a talent pipeline requires looking at one’s organization today and selecting the best of the best, whether they’re new hires or people who have been around for 10+ years, to train for future leadership roles! Not too complicated, right?

The How

I understand this talent pipeline concept, you may be thinking, but how the heck do I go about implementing it?

Fear not! I will now guide us through the basic steps of bringing a talent pipeline to our organizations. Step one is to identify our top talent, otherwise known as choosing the employees who will join the talent pipeline to prepare themselves for future promotions. To do so, we first need to ask three key questions:

  1. Who are our highest performers?

  2. Who has great leadership potential?

  3. Who is interested in leadership (e.g. would want to be promoted in the future)?

Identifying top talent requires finding employees at the intersection of these three questions: high performance, high potential for leadership, and high interest in leadership. Not all employees sit at this intersection, so let’s briefly explore the different way types of talent match up under this metric!

The Spectrum of Talent

To establish the “troublesome” end of the spectrum, if an employee is a low performer with low leadership potential, they might be considered a questionable fit for an organization. They might be a new employee who’s struggling to adjust more than initially predicted, or they might be a long-term employee who is failing to meet performance expectations. This category of talent requires intervention—more on that later!—and is in many ways a direct opposite to employees we would consider “top talent.”

Now, let’s say there’s an employee who’s a high performer but who has low leadership potential—is that a negative sign? Do they require extensive leadership training? Not necessarily! Remember, a key element of identifying the future leaders of the organization involves people who are also interested in leadership. Someone who’s a high performer with low leadership potential might be a subject matter expert—occupying a niche position that is crucial to the organization but requires no leadership responsibilities. Either way, a talent pipeline doesn’t involve forcing individuals into future leadership positions; instead, it’s about finding individuals who can and who want to.

In contrast, what if we have an employee who’s a low performer but who has high leadership potential? Odds are this employee may be brand new to the organization or to their role and thus cannot be fully assessed yet for growth. While we might anticipate success for this employee, they aren’t top talent—yet. Keep giving them support and resources, and they might rise to the top!

Last but certainly not least—and to little surprise, I’m sure—we have individuals who are high performers and have high leadership potential, plus a high interest in holding a future leadership position. In other words, these are our top talent and may be the future leaders of the organization! These types of employees are role models in the organizations, are interested and eligible for promotions, and perform outstandingly. This category consists of the employees we want to bring into a talent pipeline—with their consent, of course!

Now, more often than not the majority of our employees fall somewhere in-between these categories, such as a person who has moderate performance and a moderate interest in leadership. This differential is perfectly normal, as top talent tend to be less than 5% of an organization! The small percentage of top talent makes it all the more crucial to get them involved in a talent pipeline to fully ensure they are qualified to occupy future leadership roles when the right time comes.

Development Actions

Once we’ve identified our top talent for our talent pipeline, the next step is to offer opportunities for growth. While the best advice tends to be to go with what’s right for your organization, I’ll present us here with some useful starting points! For one, I recommend implementing formal leadership development programs; rotational and/or developmental assignments; and mentorship and coaching programs. Additionally, as a base framework, a strong talent pipeline attempts to answer the following questions:

  1. Where will this employee be in 1-3 years? 3-5 years? 5+ years?

  2. What are their top six development areas? What skill gaps do they possess? What talent development do they require?

  3. What actions will they take to develop these new skills? What benchmarks should they expect to achieve and at what times (within 3-6 months, 6-12 months, 12+ months, etc.)?

I also recommend reviewing employee progress within a talent pipeline quarterly. Oh, and don’t forget to be transparent with these employees about all things related to their leadership growth! We have their future in our hands, after all, meaning it’s only right that we handle them with care.

The Why

While a talent pipeline may seem a bit daunting, if an organization doesn’t implement one, we may not properly invest in our most talented employees, and as a result we may end up losing them—a blow to productivity and efficiency that no company wants to face.

In other words, the “why” behind a talent pipeline is getting the right employees with the right skills in the right places at the right time, ultimately resolving the problem many organizations face of “We want to promote underrepresented individuals, but none are qualified.” A talent pipeline helps ensure diverse candidates are noticed, trained, and uplifted for future promotions.

Importantly, when we make a list of our top talent, we must be intentional in including diversity—if we end up with a homogenous list, we’re not fixing our problem for the future, and odds are we’re missing out on a lot of talent! Top talent inherently involves people of different backgrounds, because to have a different background is to have different life experience and thus to have different skills.

To return to the opposite end of the spectrum, experience has shown me that many organizations many times tend to not address the worst of the worst of their employees—low performers with low leadership potential, also known as those who are toxic, who don’t care about their work, who don’t have good work ethic, who gossip constantly, who cause issues within the organization, and so forth. Instead, many companies prefer to ignore these employees, and hear me when I say that this tactic is not a long-term solution! To create a healthy work culture, we need to identify these people. Much like creating a list of top talent, we must also put a list together of this struggling talent so the leadership team can meet with them and coach them. The involvement of the leadership team is key, as it is not solely a manager’s responsibility to deal with employees who are detrimentally impacting the entire organization. The leadership team must work with managers to coach these individuals—either into a “middle ground,” or out of the organization entirely.

So, how are we all feeling? Ready to identify our top talent and guide them through the pipeline to success? Just take it day by day—where resources and assistance abound, plenty of talent is waiting to be found!


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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🌟 Lessons from Leaders Who Inspire 🌟

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🌟 Lessons from Leaders Who Inspire 🌟

In my work as a leadership consultant, I am often inspired by the incredible leaders I get to work with. These are the leaders who reflect the core values of their organization, who know how to inspire future generations, who embrace the messy, beautiful imperfection of making mistakes and learning from them—leaders we might all aspire to learn from!

I recently had the opportunity to hear from Leigh Porta, Chief Growth Officer at Pelican State Credit Union, and Ben Manry, Senior Vice President of Lending and Member Solutions, about their leadership styles and advice, a conversation that inspired this blog.

So, who’s ready to become a better leader?

Core Practices of a Leader

The first key advice Leigh and Ben shared was that of taking initiative and learning from our mistakes: “If you just sit back and wait for [executive leadership] and say ‘I’ll do it when they give me the title or the responsibility,’ then you’re going to be waiting a long time. You really have to put yourself out there…. You have to be comfortable trying things that ultimately may not work. So you have to be comfortable with failure because you learn from it each and every time. But if you’re scared of failure, scared of messing up, you’re not going to get very far.”

In other words, if we wait around to be noticed by the C-suite or hesitate to try new ideas for fear of those ideas not panning out as envisioned, then we’re ultimately denying ourselves opportunities for growth and improvement! Though the task may be daunting, the rewards of taking that first step to introduce positive change for ourselves and our employees is well worth the risk. As the old adage goes: you live and you learn!

Relatedly, emerging into our roles as leaders begets self-reflection; in other words, why do we want to be a leader? A core quality of an effective, impactful leader is recognizing that being a leader means more than acquiring a new title and a better salary. As Ben and Leigh put it, “If you want to move into leadership because it comes with a higher title and a higher salary, well, then you’re doing it for the wrong reasons. If you want to move into leadership because it… allows you the opportunity to have an impact on the people around you, then… that’s the right reason.”

At the end of the day, leadership is a privilege, and thus it’s crucial we strive for and enter these positions for the right reason: serving our employees, enriching the community, and impacting our organization’s bottom line. Being a leader requires putting our ego aside, and by that I mean leadership is not about us but rather about what we can do to drive positive change.

In my consulting work, I see many people who desire to advance in leadership because they see it as the logical next step or as the only path to getting a raise. And trust me, I completely understand the need for a healthy salary in our world’s fluctuating economy! But part of being an effective leader is being honest with ourselves—what do we really want to do, and what does it mean for us to occupy a role that centers on uplifting our employees, our organization, and the entire community we serve?

Last but certainly not least, the final key advice Leigh and Ben shared in terms of the core practices of an impactful leader is simply that we should be our firmest evaluator and our most enthusiastic motivator! Part of any leadership journey is a journey of self-discovery, reflecting on our flaws and how to improve those weaknesses at the same time as we recognize and celebrate our own strengths. Knowing who we are as leaders means understanding our gaps and our areas for improvement, because leadership starts from within. We must lead ourselves to lead others!

Communication and Cooperation

What does it mean for us to embody leadership? How can a leader display qualities that will reflect positive opportunities for communication and cooperation between themself and their team? Ben and Leigh offered some excellent advice in this regard: “[A]s a leader, I think the two most important traits are the ones that I try to embody the most… [which are] humility and… transparency. And if someone [an employee] is not meeting the expectations, then it’s your duty [as a leader] to be honest with them and help them get where they need to get.”

To be an impactful leader is to prioritize our service-focused role toward our employees: guidance, humility, and transparency are key to helping ensure everyone on our team can fulfill their utmost potential. From recognizing common workplace biases to allowing our employees to shine in their specialized skills, when we are honest with our employees and foreground their growth, we will foster oodles of communication and cooperation throughout our workplace!

Relatedly, a crucial component of foregrounding employee growth is affording our employees ownership and agency. As Leigh and Ben shared: “[W]hen I’m short-staffed, I don’t necessarily reduce the goal or change the goal, but I definitely listen to them [my employees] and let them dictate the deadline.” In other words, part of a communicative and cooperative workplace is listening to our employees just as they listen to our honest advice! A productive, positive workplace comes not from a leader changing their team’s goalposts but instead when leaders strive to prevent employee burnout by implementing flexibility. As the youth these days might put it: LET 👏 EMPLOYEES 👏 INFLUENCE 👏 THEIR 👏 OWN 👏 DEADLINES!

Burnout isn’t fun for anyone, least of all our employees!

A third piece of advice Ben and Leigh provided in terms of encouraging healthy communication and cooperation in the workplace is simply that an effective leader makes space for multiple forms of communication. Our employees have great ideas—they wouldn’t have been hired if they didn’t!—and it’s up to us as leaders to provide environments in which they all feel comfortable sharing their ideas. Not everyone wants to speak up during a meeting (and sometimes body language can be a sign as to such!), so what about one-on-one conversations? What employees might prefer a straightforward email thread? There are unlimited possibilities for accommodating our employees’ communication preferences—we need only ask!

Time Management

One of the most significant challenges I am seeing with leaders in the workplace right now is that of workload and delegation, and Leigh and Ben ultimately shared a similar thought: “If you’re pushing yourself and you’re running ahead of everybody else, well, pretty soon you’re going to be all alone and you’re not going to get much accomplished. It takes all aspects of the [organization] working together. You kind of learn that, hey, it’s not just me. It’s all the pieces working together.”

Too often do I see young leaders struggling with the pursuit of perfection, telling themselves, If I do it, at least I can guarantee it’s done right. The trouble with this mentality is twofold: 1) it ultimately overburdens leaders with work, and 2) it denies opportunities for growth to these leaders’ team members. When we refuse to delegate tasks to our team and to other departments, we refuse to let our organization function as it’s meant to—as a sometimes messy, sometimes imperfect, but always growing and learning whole. Delegation encourages growth, transformation, and education—the ability to try new things, make mistakes, and pioneer powerful successes!

Now, this advice is not to suggest that in moments of urgency, leaders should not step in. Rather, in the process of understanding time management and work delegation, it is crucial for leaders to balance perfection with teaching moments for our employees. Part of life—part of leadership—is learning!

On a similar note, Ben and Leigh also discussed the importance of setting reasonable expectations for ourselves as leaders as well as for our team: “[S]ometimes you have to be okay saying, ‘I’ll get this to you tomorrow or the next day.’ Not everything can be delivered within the hour.

You know how I would describe this practice? Leading by example! By foregrounding our own wellness in not overburdening ourselves with impossible deadlines, we give our team members permission to do the same. Embodying such a healthy work style thus prevents burnout and becomes a source of inspiration for our team—sounds like a win-win to me!

And speaking of practicing a healthy work style, Leigh and Ben introduced to me a simple strategy that I absolutely loved: “preserving your time.” For example: let’s say we have a day of back-to-back meetings with only a small fraction of time informally set aside as “desk time”—so why not make that time official? On our calendar, we can mark that time as “unavailable” and use it to prepare for what comes next, to just breathe, or to do whatever else is necessary for our wellness and productivity.

Of course, being the overachiever I am, I say—why stop there? Why not block out the first half hour of every day, e.g. to check and respond to emails? Why not block out the last half hour of every day to catch up on anything we missed or make preparations for tomorrow? This type of mindset—preserving our time—helps keep us grounded in an ever-evolving workplace that can sometimes just get to be too much. As the not-so-old saying goes: protect your peace!

And lastly with regard to time management, Ben and Leigh reinforced the importance of never being too busy to celebrate the success of your team. It is always beneficial, of course, to ask our employees how they would prefer to be celebrated (e.g. a luncheon, a signed card, just an email announcement, etc.), but nonetheless the value of honoring and acknowledging our employees’ victories cannot be overstated!

Future-Forward Leadership

Though it may seem counterintuitive, I have found that the most future-forward leaders are the ones who healthily engage both with looking toward the future and looking back on the past. One such area in which this dual reflection is critical is the triangulation between ourselves as leaders, our employees, and our employees’ ambitions. As Leigh and Ben wisely put it: “[P]art of that relationship that you have with the people on your team is understanding what their goals are in life and what their career goals are…. [W]hen an opportunity at another company comes up, I’m not surprised that they [the employee] took it because I’ve been coaching them that way all along. I think [that]… [i]f you get a letter of resignation on your desk and it’s a surprise to you, then you need to really go back and do an autopsy on your relationship with that person. And where was the breakdown in trust or communication where they felt that they couldn’t even share with you that they were looking elsewhere.”

As leaders, investing in our employees means supporting what is best for them—even if that means they must pursue opportunities outside our organization. It is unproductive and ultimately deeply negative for leaders to get upset at employees for following a path that takes them elsewhere. Instead, an impactful leader might do two things: first and foremost, the leader should be proud of the role they played in helping their employee get to this point! What is more gratifying and humbling than knowing our leadership has prepared someone from our team to make such a significant change in their life? And second, an impactful leader might spend some time looking inward and taking ownership of their own practices—as a leader, what might we do differently? How can we use departures as learning opportunities to better determine how we can keep employees motivated and excited to work at our organization?

At the end of the day, I believe in fostering a culture of courage, in developing an organization where employees feel safe and comfortable to be honest about what they need in their career. Future-forward leadership involves prioritizing just that!

The final piece of advice Ben and Leigh shared, particularly for emerging leaders, is the necessity of focusing on the details—or rather, of “getting in the weeds”! When we step into a new role, it often becomes crucial for us to allow for a period of adjustment. In other words, we get a feel for how the role operated prior to us entering this position, learning the ins and outs of previous practices before we make changes, propose improvements, and so forth.

In short? Don’t be too hasty, and don’t expect immediate perfection from yourself!

I have found that whenever we enter a new leadership role, it takes at least a year for us to get truly comfortable as we come to understand the nuances of how this position operates both over time and within the broader company. Following that first year, we can then begin dreaming of how we can contribute to our department to make it better—effectively, year two becomes the time in which we can concretely contribute to our team’s success, make significant impacts, etc.! Relatedly, I recommend that a leader remains in a position for at least three years before seeking to move onward, because three years is generally the minimum time necessary for leaders to demonstrate and reflect on the positive change they have instilled in a team (instead of focusing on garnering a new leadership title).

And there we have it—four key areas of advice that any leader can learn from, all vetted and embodied by the incredible Leigh Porta and Ben Manry! I cannot emphasize enough that these tips and tricks are born from their leadership experience, their workplace lives, and their brilliant minds. Impactful leaders create a ripple effect as they influence our world—and in turn, as we influence them. There is no true separation between “personal” and “business”! Leaders are in our world, we are in their world, and no matter where we are in our personal and business journeys, learning from Leigh and Ben’s advice helps us to become not just impactful leaders but impactful change-makers.

I hope these tips and tricks from Leigh and Ben can help us all to live, learn, and lead to the utmost extent of our ability!


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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What Are You Really Saying? Leveling Up Your Professional Presence

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What Are You Really Saying? Leveling Up Your Professional Presence

Quick question: how are you holding yourself right now?

Are your shoulders back? Is your chin tilted upright? Or is your back hunched? Are your legs crossed in your lap?

The few questions above are just the tip of the iceberg when it comes to parsing out our body language, particularly as it relates to professional vs unprofessional body language. Now, when we think of professional body language, our minds may immediately drift to managing eye contact or not crossing one’s arms—both of which are important to projecting a professional appearance! Body language extends far beyond these two qualities, however, and today we’re going to examine three key categories all of us can focus on to improve our professional body language.

Before we begin, I want to offer a reminder that any of us can be susceptible to embodying unprofessional behaviors and appearances—and I do mean any of us! Body language tends to be unconscious, meaning we are often not aware of the exact messages our body is communicating at any given point. To increase our air of professionalism, we must therefore be intentional in increasing attention to our behavior and making adjustments to improve our professional presentation.

Without further ado, let’s dive in!

1. Confidence

When it comes to projecting confidence, I like to suggest the following question as a starting point in drawing our attention to how we hold ourselves: “When [we]’re frustrated or overwhelmed, where do [we] place [our] hands?

Many of us are likely already aware of how good posture, e.g. keeping our back straight and chin up, is associated with confidence and attention, as who hasn’t been told not to slouch by a parent or guardian or teacher throughout our lives? (I’m getting flashbacks to my childhood…) But projecting confidence goes beyond straightening our spine, and one of the most important areas to focus on is avoiding fidgeting.

Whether it’s moving a chair back and forth, tapping a pen, or rapidly shaking a leg, fidgeting behaviors often come across as unprofessional because they suggest nerves—or rather, a lack of confidence. During an interview I once conducted, the interviewee in question simply would not stop fidgeting. Shifting from side to side, picking at the hem of their sleeves—I knew this person was almost certainly just stressed and nervous, but this behavior did not come across as a positive sign that they would confidently fill the role they were interviewing for!

Correcting our tendency to fidget may be easier said than done, but a good first step is simply making an effort to be more intentional about how we present our hands. During meetings or discussions, for example, we can use controlled hand gestures to emphasize our points, imbuing our actions with meaning to help ensure we’re less likely to succumb to unintentional movements. Additionally, we can keep our hands visible and relaxed, such as resting them on the table during a conversation. Seeing someone’s hands actually helps communicate that we can trust said person, and thus making our own hands visible can demonstrate our own honesty and trustworthiness! Ever gotten a negative feeling about someone who constantly keeps their hands in their pockets or hidden under a table? That’s because our brain unconsciously concludes that this person is hiding something. In other words, to project confidence and openness, keep those hands visible!

When it comes to presenting confident body language, of course, we should be cautious about swinging too far to the other end of the spectrum. Picture this: in the middle of a conversation, the person we’re talking to puts their hands on their hips, all of a sudden taking up twice the amount of the space in the narrow hallway the two of us currently occupy. How does this shift in body language make us feel?

While putting one’s hands on one’s hands can communicate a sense of confidence and control, it can also be read as aggressive, unwittingly causing discomfort in the person on the receiving end of this posture. In other words, putting our hands on our hips may come across as overcompensating in the realm of confidence!

If we’re looking for an intentional act of body language to demonstrate confidence that is less likely to be read as aggressive, I recommend steepling: putting our hands together so the tips of our fingers touch, but the palms remain separate. This gesture is common among world leaders, politicians, and executives, as steepling suggests confidence, conviction, and sincerity. Just be advised not to overuse steepling! Because it’s a very precise gesture, I recommend employing this language in high-importance settings as opposed to incorporating it into our everyday professionalism.

Projecting confidence extends beyond controlling our hands, of course! On the most minute level, chewing or biting our lips can suggest insecurity. Taking a step back, our clothes can exude professionalism, too—are they ironed? Clean? It’s not about the expense of our outfits, but rather how put-together we appear!

To circle back to the start of this section, straight posture is important, and a necessary follow-up is noting how we sit. In other words, when we sit down, we will appear more confident and professional when we sit all the way back in our chair. Sitting on the edge of our seats, in contrast, can suggest anxiety that in turn may make those around us feel more uncomfortable, and there’s little more unprofessional than causing discomfort in those around us!

Not too difficult so far, right? Onto the next category!

2. Distractions

What’s more frustrating than trying to have a conversation with someone whose mind seems to be pulled in 20 directions at once? When it comes to presenting professional body language, minimizing distractions in our environment is key to coming across as respectful and attentive.

As a general tip, we should avoid frequently checking our phones/watches/etc., as this behavior suggests boredom, impatience, and a general lack of professionalism. In my experience, I tend to notice this behavior from individuals in more powerful positions, such as a manager who constantly checks their email while a team member attempts to hold a conversation with them. Remember: there’s a time and place to stay connected with technology, and more often than not, the middle of a conversation is not that moment! In other words, embodying professional body language in these circumstances means removing distractions—we can put our phone on silent, close our email, and in general make an effort to keep a lid on any tasks that will try to pull us away from a professional conversation. No screen deserves more attention than a person we’re speaking to!

Another example of unprofessional body language to avoid is overly adjusting our clothes. Reminiscent of fidgeting, continually adjusting our attire can suggest anxiety, as this behavior communicates we are literally uncomfortable in our own clothes. As a very literal solution, then, we can take time every day to evaluate how relaxed we feel in our professional clothing before we leave the house! Taking this small action helps ensure we aren’t distracted by our attire at any point during the day.

Ready for the final category?

3. Engagement

As a nice segue, it goes without saying that reducing distractions to improve professional body language also helps ensure we are projecting ourselves as engaged and invested during professional situations! We’ve all been told to avoid crossing our arms, of course, as doing so can risk suggesting we’re bored, but physically demonstrating our engagement in a professional setting extends beyond this advice.

Consider the following scenario: two people are watching the same presentation. One person, we’ll call them Ashley, is facing directly toward the presenter. Their feet are flat on the ground, and their shoulders are back—though relaxed—giving the impression that their body is open.

The other person, we’ll call them Creon, is sitting at an angle toward the presenter. Their shoulders are hunched over, giving the impression that their body is closed, and they have their legs out in a reclining fashion. At some points, Creon even drums their fingers on the table in front of them.

Based on their respective body language, who do you think is demonstrating more engagement with the presenter?

I can hear it now: a sea of voices have all said “Ashley!” in enthusiastic unison.

In all seriousness, physically facing the person we’re interacting with goes a long way in demonstrating engagement, because to literally turn away from someone implies we are figuratively “turned away” from the topic at hand. Similarly, keeping our feet flat on the ground projects stability and investment, while lounging in a seat tends to give the impression that we’re bored or otherwise not engaged, and drumming one’s fingers on the table can project impatience.

If we’re on the other side of this scenario as the presenter, a surefire way to demonstrate engagement through our body language is by moving purposefully during our presentation. “Purpose” is absolutely key here; we should avoid pacing, which can come across as shedding nervous energy, just as we should generally avoid remaining in one place for an entire presentation, which can risk implying a lack of effort or interest.

Maintaining engaged body language to communicate professionalism is equally important in more casual professional settings, too, such as chatting with a colleague on break. One crucial strategy is to avoid touching others without their consent, including when it comes to more relaxed body language, such as clapping a person on the shoulder. When in doubt about a person’s preferences, simply ask! We should avoid assuming that all individuals are okay with a hug or pat on the back or a hand on their shoulder.

Another strategy is to avoid excessive laughter. Now, I don’t mean that we shouldn’t laugh or smile in the workplace! Any setting without laughter and joy is one I wouldn’t want to go near. But excessive laughter, in contrast, can suggest that a person is not confident or is unfocused on the work at hand. Again, I encourage smiles and laughter in the workplace, but when someone only ever seems to be smiling and laughing and is otherwise not attuned to their tasks, that can be a sign of unprofessionalism!

We’ve covered numerous examples of professional and unprofessional body language in this blog, which I hope serves as an informative starting point as we all seek to increase awareness of how we present ourselves in professional situations. As leaders, though, we must be sure to take in all of these strategies with one key caveat as we observe the body language of our employees: give people the benefit of the doubt.

Reading body language is not a science, and we must thus be careful to notice if we are assuming something about a person’s beliefs exclusively based on their body language. If someone is crossing their arms in front of us, are they actually bored, or is this position simply comfortable? If someone is fidgeting with a pen, are they actually inattentive, or do they have ADHD or another disability? This latter point is especially crucial as we all seek to make our workplaces more inclusive toward people with disabilities, as some disabilities (such as Tourette’s) can produce particular body language or result in repetitive movements that we should not hold against our employees.

Even if a person does not have a disability, we should always keep an open mind and consider the other factors that may be shaping their body language. One of my employees is on the shorter side height-wise, and as a result she does not often sit at the back of her seat. Does this body language mean she is always anxious, or does she sit forward to ensure her feet are not dangling off the floor (which is extremely uncomfortable when sitting for long periods of time)? Again: we want to increase our awareness about body language, not continuously judge people, and that means giving our employees—and even ourselves!—the benefit of the doubt.

Let’s conclude with the same question with which we began: how are you holding yourself right now? Perhaps your head is tilted to the side, suggesting you’re in deep thought about all you have just learned in this blog.

Well, what are you still sitting around for? Back straight, feet flat, hands open—the world of professional body language awaits!


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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Thumbs Up or Oops? How Body Language Connects—and Confuses—Cultures

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Thumbs Up or Oops? How Body Language Connects—and Confuses—Cultures

When former president George W. Bush was inaugurated in 2005, he lifted his fist with his pinky and index finger extended—a symbol that, in the United States, represents the Texas Longhorn football team. A seemingly innocuous gesture in the U.S., for many other countries in the Mediterranean and Latin America—from Italy and Spain to Brazil and Argentina—this gesture is used to mean that someone’s spouse is cheating on them!

As one might imagine, this incident led to quite a (comical) kerfuffle amongst global reporting, and it goes to show that not even world leaders are immune to the potential confusion that comes with the multitudinous nature of body language. Fortunately, the many meanings associated with similar gestures around the world open doors for us to learn about other cultures as well as demonstrate greater inclusivity by making an effort to respect different cultural norms.

To appreciate these opportunities for knowledge, let’s walk through five examples of body language that vary in meaning around the world! Ready to dive in?

1. Thumbs Up & “OK”

Answer honestly now: did you react with a thumbs up or classic “OK” symbol (forming a circle with your thumb and index finger while extending the other three fingers) to the previous question? Watch out—these two gestures can have wildly different meanings depending on where we are in the world!

While both a thumbs up and the “OK” symbol tend to indicate approval or a job well done, these meanings are not universal. A thumbs up in France may simply indicate “one,” as in France many people count on their fingers by beginning with their thumb. In Malaysia, it’s common to point with one’s thumb instead of the index finger. But watch out—in Greece, a thumbs up can be seen as a rude insult meaning “Up yours!” The “OK” symbol carries a similar risk, as in Spain, Greece, and Brazil, this sign can come across as calling the other person an a-hole (pardon my censoring), a meaning I know I want to avoid. As such, when using a thumbs up or the “OK” symbol around the world, we must keep in mind that the message we’re intending may not be the message that’s received. Otherwise, we might get in trouble!

2. Handshake

Speaking of hands, an action as simple as a handshake comes with many different expectations and styles around the world! In the U.S. and much of Western Europe, a firm handshake is common, as it’s a sign of respect and authority. However, expect some frequency in the number of times we might actually shake the other person’s hand! In the U.S., as many as five to seven shakes is common, as compared to the U.K., where three to five tends to be the average range. In France and Germany, handshakes tend to consist of no more than one or two pumps—anything greater might come across as overeager and domineering!

In other regions, of course, handshakes are less common, such as in East Asia—e.g. Japan—where bowing to another person is the preferred signal of respect and greeting. On the opposite end of the spectrum are much of Central and South America, as well as parts of Southern Europe, where intimate handshakes are common; in these regions, “a handshake is longer and warmer, with the left hand usually touching the clasped hands or elbow.” Some parts of Africa even prefer a limp handshake as standard.

In other words—we need to study our handshake! We must practice flexibility when greeting people from around the world!

3. Eye Contact

Speaking of greeting others, this blog would be remiss without mentioning eye contact. In the U.S., maintaining eye contact during a conversation is a sign of respect, and to avoid eye contact is often considered rude. Spain and Greece, too, tend to prefer strong eye contact during a conversation. But this interpretation is not universal!

In Northern Europe, such as Finland, eye contact tends to only happen at the very beginning of a conversation; too much eye contact may come across as embarrassing as overly intense. Japan, too, has different norms of eye contact, as lengthy eye contact tends to be read as disrespectful.

As Hamlet famously said: to make eye contact or not to make eye contact—that is the question, and the answer will vary depending on where we’re at in the world!

4. Arms During Conversations

Not only do expectations for where our eyes go during a conversation vary among countries, but so too do expectations for how we use our arms. In the U.S. and especially Italy, it is exceedingly common for individuals to use their arms (if not their entire body) when speaking with another person—after all, there’s a reason we use the phrase “talking with your hands.” As someone born and raised in the Middle East, I can confirm that we also love to be expressive with our bodies when holding conversations, too!

But once again, such expressive movements are not standard across the globe. In much of Northern Europe, using one’s arms and hands when speaking is not preferred, as these exaggerated movements tend to be associated with over-dramatization and even insincerity. In Japan, using one’s arms for emphasis in conversation is often read as impolite. When traveling the globe, then, we need to check our arms—let’s only use as much movement as the other person seems to be comfortable with!

5. Personal Space

Last but certainly not least, norms related to personal space—particularly during casual conversations—greatly vary around the world, so much so that regions can be broadly classified as “high-contact,” “medium-contact,” and “low-contact” cultures.

Northern Europe and parts of Asia tend to be classified as low-contact cultures, meaning there is limited physical contact between people who don’t know each other well or are just meeting for the first time (be it a shared bow or a brief handshake). This norm doesn’t mean people need to stand several feet apart, but more that if we’re used to more casual contact, we should limit that instinct in these regions.

Much of North America, including the U.S., and parts of Western Europe are considered medium-contact cultures. Handshakes, for example, are common and are signs of respect, but we wouldn’t necessarily be hugging complete strangers or standing very close in casual conversation.

Latin America, in turn, as well as Southern Europe and the Middle East are broadly classified as high-contact cultures, meaning people tend to be very physically friendly with one another! In the Middle East, for example, it’s not uncommon for men to hold hands and kiss each other as a greeting (though these familiar greetings would not be seen between men and women). And who can forget the famous “la bise” of France—if you travel to France, you may not depart unkissed!

At the end of the day, the same body language can have a plethora of meanings around the world, meaning we should take caution to learn what a gesture means before we travel to a new country. While this task may seem daunting, I encourage us to view it as exciting—and often funny! What’s more interesting than getting to learn about how everyone in the world may read the same hand symbol as possessing a totally different meaning?

If you feel comfortable with the gesture, take my hand—we’ve got a whole world of body language to explore!


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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Transforming DEI Conversations Through Creative Lego Play

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Transforming DEI Conversations Through Creative Lego Play

Ever get tired of the mundanity of some DEI workshops? Simply sitting at a table and just… talking?

Important as these conversations are, I sympathize with the lack of excitement! That’s why today we will be exploring five examples of physically engaging activities that highlight the intersection of DEI and team-building—and best of all, these activities involve legos! (If you’re a kinesthetic learner, I’ve got a good feeling these activities will be adored by you.)

1. Self-Portraits

This activity is precisely what it sounds like: everyone will build a self-portrait using legos! Giving everyone 15-20 minutes is usually appropriate, and as leaders we must clearly establish that these lego self-portraits can be in whatever style our team members prefer. Literal? Abstract? A “self-portrait” should simply be a reflection of oneself—however we choose to interpret that! One person might focus on their physical appearance, another person might focus on their cultural background, another person might focus on their favorite hobbies, or anything else altogether.

A creative twist to this activity is to have individuals build their self-portraits anonymously, e.g. giving people small trifolds or bent pieces of cardboard to hide their builds and prevent others from peeping. Afterwards, employees can guess who each self-portrait belongs to and explain why they think so! The builders can then provide additional explanation as to why their portrait represents themself after the fact.

If it wasn’t obvious already, this self-portrait activity is intricately linked to DEI because it a) gives people an opportunity to uniquely express themselves (literally or abstractly) and b) encourages team members to make connections between one another and learn more about their colleagues. In the process, we create an inclusive environment where self-expression is explored and celebrated!

2. My Personal Identity

The concept of this activity is simple: using legos, individuals will “[b]uild a model that represents who [one is] today, which includes values, skills, passions, and… contribution to the team.” The key difference between this activity and the previous self-portrait is that where the self-portraits focus primarily on self-expression, “My Personal Identity” must involve a connection of one’s self to the team as a whole! When arranging this activity for a team, we might ask some variation of the following questions:

  • How would you title this piece?

  • What part of this design represents your personal values? Your work values?

  • Which part of this design reflects your private life?

  • What does each color represent?

  • Which part of this design reflects your skills in the workplace? As a team member?

I love this activity because it incorporates DEI by encouraging participants to connect reflections on their personal identity to their contributions as a team member. In other words, the process of exploring our personal identities becomes a celebration of the diversity amongst our team, from various cultural heritages to multitudes of educational experience and more! When it comes to demonstrating diversity of thought in the workplace, this activity couldn’t be more effective.

3. Builder, Looker, Runner

Searching for a hands-on activity that explicitly connects DEI with teamwork? Search no longer! “Builder, Looker, Runner” is a creative take on a team-building activity that integrates the core values of DEI.

For this activity, split participants into teams of three. Each team has a structure already built for them. Their task? To rebuild it! Simple, right?

Not so fast—within each group, “[o]nly the builder can build, only the looker can see the original structure and the runner serves as the middle man, taking instructions from the looker to describe to the builder.”

On its own, this exercise is one that encourages teamwork, unconventional thinking, and creative communication, all of which are implicit elements of DEI. After all, bringing together diverse perspectives inherently requires patience and communication to come to the best solution! Additionally, one of the core conceits in this activity is the fact that the builder, the looker, and the runner are of equal importance in successfully rebuilding the group’s assigned structure—on the most literal level, this activity could not be accomplished without equitable recognition of each role’s significance.

Consequently, there are also ways to explore the ramifications of inequitable treatment through this activity! Teams might be assigned random disadvantages; maybe one team’s runner has to hop on one leg, maybe one team’s builder can only work with their non-dominant hand, maybe one team’s looker can only glance at the structure for five seconds at a time. For this approach to be most effective, one team would serve as a control group with no disadvantages, showing how equitable accessibility between the builder, looker, and runner is the best way to guarantee success.

4. (Un)Building Biases

(The original activity that this section refers to was actually conceptualized with Play-Doh, but we’re reconfiguring it here to focus on legos with the rest of this blog’s theme.)

Imagine this: Pictionary, but with legos! Participants are split into groups of any number, and within each group everyone takes turns being the “architect.” As the architect, an individual draws a card and does their best to recreate whatever image on that card out of legos—all while their teammates throw guesses at them! Once the card is correctly guessed, another person becomes an architect, and the process repeats. The “winner” of the game would be the group that correctly guesses the most cards within a given span of time, e.g. 15 minutes.

How does this activity relate to DEI? you might be wondering—a fair question! Much like “Builder, Looker, Runner,” this activity requires communication, collaboration, and patience, all of which are instrumental to the implementation of DEI initiatives in any workplace. Beyond this connection, however, I encourage a version of this activity adapted to be specifically about unconscious biases.

In other words, instead of the terms on the cards being generic like “cat” or “house,” they can be different biases. And to ensure accessibility, these cards can include descriptions that give the architect a better idea if they aren’t too familiar with the term; similarly, the guessers might have a list of all the possible biases (and more, for extra difficulty!) if they are new to the topic, helping ensure they don’t have to pull guesses out of thin air. All in all, “(Un)Building Biases” offers a fun, engaging way to introduce participants to different unconscious biases and open doors for conversations about what we can do to overcome them!

5. Team Vision

Last but certainly not least, “Team Vision” is an activity where everyone works together to “[b]uild a model that represents [what] the team… want[s] to be.” In this process, the team must collaborate as they decide what and how they want to build, why it should appear a certain way, what value certain colored/shaped bricks will represent, and so forth. (Regarding color symbolism, consider how yellow might represent happiness, pink might represent dedication, green might represent financial success, etc.!)

This activity embodies the spirit of belonging within DEI, as “Team Vision” requires ensuring everyone has an equal voice not just in the final project but also in the vision for what this team’s future should look like. What better represents inclusion than giving every employee at the table a say in how they want their team’s future to grow and blossom?

And there we have it: five fun, physical activities that combine legos, team-building, and DEI. Dare I say that we are building an investment in DEI and teamwork through the construction of these lego projects…? What a robust foundation of diversity, equity, and inclusion to grow from!


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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