They overreact, they are controlling, they make threats and humiliate others… they are bullies, abrasive leaders, or workplace meanies. While they may be valuable to your organization given their ability to drive results, they also cost your organization in lowered morale, increased absenteeism, and in retaliation against you, the employer. Learn why abrasive people act this way (hint, it’s not because they are evil psychopaths) and how to make them stop with a tried and true method that really works.

At the end of this presentation, attendees will be able to:

• Discuss with leadership what drives people to engage in bullying or aggressive behavior at work
• Use the survival dynamic (fight or flight) as a lens to understand and even empathize with abrasive people
• Use the three steps of intervention to help abrasive leaders change their ways
• Understand a coaching method proven to help abrasive leaders change to ensure a better work environment

#MeToo makes it clear harassment that prevention training does not actually prevent harassment – and that’s because it’s too focused on compliance and corrective action, rather than actually preventing harassment. Enter trusty ol’ ADDIE, that suggests we first analyze the behavior we want, and then develop training around that. Take a step back from the training you’re doing, and learn how to develop and deliver training that actually prevents harassment.

At the end of this presentation, attendees will be able to:

• Evaluate their current harassment prevention training against behaviors needed to prevent harassment, such as respect and assertiveness
• Use the well-respected and 30-year old ADDIE Model to design and deliver training that teaches the behaviors you do want from employees, rather than those you don’t
• Use the ADDIE Model to design and deliver training that solidifies a “see something, say something culture”
• Implement additional actions that must be in place to support accountability for the training, such as a healthy workplace policy and coaching for those crossing the line

Employees make a bargain with their employers upon the acceptance of a job; to complete required job duties, hit assigned goals and, ideally, contribute to the success of the organization, financial or otherwise, through committed actions and endeavors. Meanwhile, employers make a commitment to their employees to provide a safe workplace with a job that fulfills basic human needs and, ideally, allows for some level of satisfaction and professional growth. Nestled within there, however, and often unspoken until the employment relationship begins, is the goal of the employer to have “engaged” employees and the desire of many employees to be “happy” at work.

At the end of this presentation, attendees will be able to:

• Discuss the ROI of employee engagement and employee happiness, through case studies provided
• Lean on the company vision, mission and core values as a way to build solid company culture
• Develop interview questions regarding core values that will ensure culture fit
• Identify the seven facets of employee engagement and implement turn-key solutions to begin the process of building them
• Create an onboarding process that kicks off employee happiness from day 1

Everyone in your organization is responsible for exemplifying and reinforcing positive, civil behavior. This means entry level employees, all the way up to C-Suite Executives, play a role in creating an inclusive work environment and culture. In order to do so, they must become aware of their own personal communication style and how it affects those around them, as well as have actionable tools for addressing non-inclusive behavior when they witness it.

After this presentation your leaders will be able to go back to their organization with tangible tools for creating an inclusive workplace, where every employee is involved in sustaining a positive culture.

At the end of this presentation, attendees will be able to:

• Identify the various roles that allies play (e.g. advocate vs. sponsor), and reflect on the roles they play at work
• Recognize power dynamics that emerge as they communicate with each other and consider how they may be pushing their communication style on others
• Combat microaggressions using tried and true intervention methods including asking questions, relying on basic human values, and organizational core values etc.
• Facilitate and participate in inclusive meetings by creating a code of conduct, starting every meeting with it, and ensuring all measures are taken to ensure inclusivity (accommodating disabilities, diverse speakers, etc.).
• Identify resources for educating themselves on inclusive behaviors
• Continue their education using books, magazines, articles and by diversifying their networking and volunteering

Employees go through a variety of experiences from the day they start at an organization, to the day they leave an organization. These experiences influence their behavior, productivity and dedication to the organization. In other words, it can really determine organizational success. This is where HR and leadership comes in. By encouraging and expecting inclusive behavior throughout the employee life cycle, each employee will be held accountable for creating an inclusive environment. This presentation will help leaders to do just that.

Attend and learn actionable steps for encouraging and reinforcing inclusive behavior from the employees first day all the way to their last. It will speak to four stages of the employee life cycle, recruiting, onboarding, internal growth, and retention.

At the end of this presentation, attendees will be able to:

• Use employer branding techniques that speak to inclusivity in order to attract talent that fits an inclusive culture
• Incorporate inclusive strategies into the recruitment process, such as recruiting diverse candidates
• Create a VIP onboarding experience that increases productivity and influences positive, inclusive behavior
• Ensure training and leadership opportunities are provided to all, and that trainings themselves are inclusive
• Assess current retention practices for inclusivity, and adjust accordingly in order to decrease employee turnover