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Women ROCK: Bridging the Gender Wage Gap

Women ROCK: Bridging the Gender Wage Gap

Keitiaunna Howard | 2018

Abstract

For the past 300 years, women have been fighting. Our fight began in 1777 when we lost the right to vote. We did not fully regain those rights until 1920 when the 19th amendment was approved that declare that all citizens regardless of sex had the right to vote. While we as women gained the right to have our voices heard, we still didn’t have the right to be paid fairly for the work that we did each and every day. 40 years later in 1963, the Equal Pay Act (EPA) was passed. The EPA gave us the promise that we as a people would be properly compensated for the work that we do each and every day. The EPA promised equal pay for everyone regardless of Color, Race, religion, national origin, or sex. Today we stand 55 years later still fighting the same fight. It is 2018 and we still see case after case of women, well-educated women who are making less than their male counterparts. And to take this even a step further, if that woman is a minority, the gap between her and her white male coworker is even greater. While the powers that be would like you to believe that the wage gap has decreased dramatically, the reality is that if the gap were to continue to decrease at the same rate as it is today, it would take another 100 years or more before all women would see fair and equal pay. If you are a woman of color, the wait is even longer. For an African American woman, it would be 106 years before she was paid equally and 230 years for a Hispanic woman.

If we as a country take the proper steps to decrease the wage gap, the future not only for women but for our entire nation will benefit. According to a McKinsey Global Institute study, decreasing the gender wage Gap could increase the global GDP by 11% – 26% by the year 2025. Increasing wages for women is not only beneficial for them, it provides better opportunities for their entire household including opportunities to provide quality education for their children which could translate into better career opportunities when those children grow older. Placing more qualified people into positions of authority such as political positions, could equate to a better quality of life for our country as a whole. Increasing wages for women doesn’t just provide opportunities for a better life at home, studies have shown that when businesses place women into key leadership positions, the companies begin to excel and exceed their financial goals.

The move towards decreasing the gender wage gap is twofold, first there must be a shift in the thought process of our political officials. Not only must they decide that wage disparities are unconstitutional, they must be willing to implement a plan that will make a difference. It’s not good enough to create a ruling for businesses to report salaries if there is nothing in place to punish those businesses who continue to allow the wage gap to exist. It is equally a bad idea to remove that same ruling if there is nothing to replace it.

January 2018, Iceland declared a new law that made it illegal to pay women less than men. In order to ensure proper adherence to that law, companies are required to submit proof of their salaries and are provided with a government certificate that shows that they have pay equality. If they don’t have the certificate they are subject to fines. With only a 16.9% pay gap in 2017, Iceland has been ranked the best in the world for the past 9 years when it comes to the gender wage gap. I truly believe the United States could borrow a few notes from Iceland’s Playbook and begin to decrease our own gap.

The second piece to this puzzle is that women must begin to properly prepare themselves for the positions and advancements that are sure to come. While women may have the desire to move out of their background positions many have not been adequately trained how to do so. We have the education and we have the degrees but the piece that has been missing is the one that will catapult us forward once the doors have been opened. In order to prepare for advancement, we must begin to implement the ROCK model. This model will provide us with the skill that is needed in order to fully operate in any position we learn. The ROCK model teaches women to:

R – recognize your worth
O – only say yes after negotiations
C – understand the importance of culture and creativity
K – Keep pushing

The beauty of the rock model is that it can be implemented even while we are waiting for our country to get fully on board with the idea of decreasing the wage gap. We as women don’t have to sit back and wait for someone else to open these doors for us this is one door that we can open up ourselves, as a matter of fact, we can bust that sucker wide open! We as women can begin creating the future that we want not only for ourselves but the future that we want for our families, for our communities, and for our world.

Standing Back Up: God

Standing Back Up: God’s Use of Good Leadership to Help the Fallen

G. Roger Kingston | 2018

Abstract

Ethics speak to what is considered as an acceptable standard of behavior for all members of society. Ethics play a role in developing how a person will act in making choices of right or wrong. When the person is a leader, the impact on others of a leaders ethical choices between right or wrong increase significantly. Leaders are challenged to remain ethical as society becomes globalized and creates more pressures on ethical leadership. When leaders act unethically, the consequences and repercussions are represented by financial losses, relationship losses, professional status losses, and even legal losses. The fallen leader is abandoned and alone. Who will help them stand back up? Good leadership which is motivated, and driven by a love for those they lead will save the day.

When Purpose Exceeds Profits

When Purpose Exceeds Profits – A Foundational Leadership Development Guide

E. Michelle Mickens | 2018

Abstract

Although most executives would agree that there is a need for leadership development training, the unfortunate reality is that many executives do not see a return on their investments. According to a 2014 McKinsey & Co. study, nearly $14 billion U.S. dollars are annually invested in preparing leaders for leadership roles. Corporate budgets consistently maintain a line item for corporate training and development every year despite reports of unsuccessful leadership development programs. Through in-depth scholarly research and analysis of industry data, the results proved that most leadership development processes fail to deliver. Common reasons for these failures ranged from leadership development programs being too narrowly focused; custom designed for a specific role that needs to be filled within an organization. Or the leadership development process is too broad, lacking sufficient development of skills related to the role being filled or the training is a “one-size-fits-all” program that over-simplifies the process wasting valuable resources for remedial training.

This abbreviated leadership development handbook provides specific, laser-focused insights and strategies to enhance a leadership development program and guide organizational leaders in a more strategic framework through the application of personal leadership development, organizational, sustainability, cultural and global leadership development strategies.

Coaching Millennials

Coaching Millennials—Unlocking a Legacy of Future Potential

David Neal | 2018

Abstract

This book is a compilation of research, tried-and-tested tools, and coaching examples from working with thousands of Millennials over the last decade with the goal of equipping executive coaches who work directly with Millennials or those who manage Millennials. Every generation brings their unique attributes and challenges to the workforce environment and culture. With today’s current fast pace of change moving into the global arena, today’s leaders risk not achieving organizational goals if Millennials and those who lead them are not equipped to handle future opportunities and uncertainties. Understanding Millennials is the key to being able to influence their behaviors.

Drawing from decades of coaching Millennials and data from research and surveys, the first chapter breaks down Millennials’ unique attributes and how they compare to the other five (listed in the book) living generations. Chapter two and its sub-sections identify the Millennials’ top pain points to help a coach get to the heart of a Millennial’s problem. A coach/manager’s understanding of their client/employee’s pain points will have a direct impact on their ability to influence a Millennial’s motivations, behaviors, and approaches to the issue or opportunity.

The next three chapters provide additional coaching tools for the executive coach and those who coach Millennials through breaking down the importance of an individual’s attitude, identifying available resources and their relationship to building skills, and how assessments provide insight into the individual. Chapters six and seven speak to generational gaps and break down the needs and requirements of a supportive environment. Looking forward to 2030, chapter eight anticipates the environment and potential tools coaches will need or have available to operate within the technologically-advanced and globally-connected universe of future Millennials and Gen Zers.

Goal Development and Decision Making Workshop

Goal Development and Decision Making Workshop

Rebecca M. Domzalski | 2018

Abstract

This Goal Development and Decision Making Workshop was created to complement the Navy’s leadership process, engaging junior sailors on their first enlistment in order to discuss their personal goals and how these goals can be achieved while on active duty. By harnessing a sailor’s individual goals I hoped to focus their energies both on and off duty to achieve something greater, avoiding engaging destructive behaviors that often present themselves when one has too much time on their hands. Making the decision to join the military is a big step in our future success and it is one that many others have made before us.

Turning goals into an action plan may seem like a very simple concept to many, but if you have never been taught the skills you can spend a great deal of your life waiting for something better without knowing what to do to get it. Teaching junior sailors about writing out the steps needed to accomplish the goal, reducing them to statements that are specific, measurable, achievable, realistic and timely (SMART). The steps of a properly developed action plan should be able to answer who, what, why, when, where and how with a timeline that can be revisited for changes.

Choosing a mentor to help guide us toward developing and achieving an action plan is an important part of the discussion. More than one mentor may be needed to meet the dynamic nature of having goals in more than one area of our lives. Not everyone will be supportive of goals. Even our best friends may discourage us for any number of reasons. Mentorship can help to keep us on a path through encouragement and reassurance, even when those that we trust the most do not appreciate the efforts.

Developing goals helps to give sailors an individual path to success on a journey that they have chosen which complements the Navy’s leadership process. Gaining confidence and competence in all areas of our lives creates more resilient sailors, capable of meeting the challenges of their career.

A Strategy for Developing Organizational Capacity through Tier 4 Leadership Development

A Strategy for Developing Organizational Capacity through Tier 4 Leadership Development

Kevin Donaldson | 2018

Abstract

This manuscript provides a leadership competency framework and training strategy for the Eurasia Region of Assemblies of God World Missions. The document defines the basis for leadership development of missionary leaders and analyzes team leadership best practices of businesses and non-profits that operate globally. The project features a model for the design and delivery of a proposed leadership development program for Assemblies of God World Missions Tier 4 leaders in the Eurasia Region.

Lead with Love: Nurture Sustainable Relationships

Lead with Love: Nurture Sustainable Relationships

Vincent Edwards | 2018

Abstract

This manuscript is a call for leaders to build and nurture an organizational culture rooted in love. The organizational culture must include each individual respecting the differences between self and others. Cultural differences between people and between people and the organization’s norms will exist. Differences stem from each individual developing one’s own social identity which is comprised of each individual’s interpersonal experiences. It might appear easier and simpler to forego the conflicts associated with integrating persons with different backgrounds into the organization’s community, but that approach comes with dire consequences like lack of innovation and creativity within the organization. After all, innovation and creativity are born out of members expressing thoughts and actions that are different from the status quo. They are born out in environments where individuals feel their voice is heard. The organizational strategy must include the personal fulfillment of all members. Each member, from the top leadership down through every level of the organization, should strive to build their character as modeled by Jesus and Biblical Text. As Jesus served by placing others ahead of His own self-interest, so must each member of the organization. The quality of interpersonal relationships is the responsibility of followers as well as the leader. People must look inward to gain a deeper understanding of what it means to love thy neighbor and take the risks involved with the commitment to doing what he or she knows is the right thing to do while giving freely of self. An organization where all members are not performing and contributing at the maximum of their abilities will not maximize on its potential. On the other hand, leadership that nurtures, develop, and optimizes the use of each member’s skills and abilities will build a team capable of achieving the stated organizational goals.

Cross-cultural 4D assessment of the High Trust Leader Course in Sub-Saharan Africa

Cross-cultural 4D assessment of the High Trust Leader Course in Sub-Saharan Africa

Delphine Fanfon | 2018

Abstract

Authentic leadership development is a domain that has received little attention in sub-Saharan Africa (SSA) compared to the development of leaders through other approaches like transformational leadership, servant leadership, and situational leadership. However, authentic leadership and its focus on the development of the leader as opposed to skills and competencies has the potential to address the often-ignored underlying issues in the lives of leaders that lead to dysfunction in personal and professional circles.

This project sought to test the High Trust Leader Course (HTLC) – an authentic leader development program developed in North America – for relevance and applicability in SSA. Using the ConneXions Model, the content and design of the HTLC was assessed under the lens of the four dynamics of holistic leader development. Results of the study confirmed that authentic leadership development indeed gets leaders to focus on underlying issues. Specifically, the HTLC proved useful for developing authentic leaders in SSA. However, adaptation of course elements and delivery method are required to make it more effective for those currently served and accessible to those outside of its reach.

This report details the step by step implementation of this project in four SSA countries – Cameroon, Liberia, Uganda, and Zambia. After laying the theoretical foundation, specific background elements of the study are discussed followed by a description of the methodology and presentation of results. It concludes with detailed recommendations for the designers of the HTLC and suggests a way forward for leader development in the region.

Stop Human Trafficking: A Guide for NGOs

Stop Human Trafficking: A Guide for NGOs

Pamela Fields | 2018

Abstract

The compounding circumstances surrounding human trafficking create an unstable climate in which there exists a lack of an accepted definition, a lack of collaboration, and a lack of remedy. My research on the subject led me to recognize how even the most well-intentioned NGOs lack sufficient resources to make a significant reduction in the number of victims submersed in the problem. This prompted me to create the Global Collaborative Solutions to Human Trafficking 4P Model to serve as a guide for the four key stakeholder communities. This model is comprised of Protection, Prosecution, Prevention and Partnership and is used to effectively understand and subsequently deal with this complex problem. The manuscript incorporates the use of the International Futures (IFs) Model to serve as a centralized data source for all stakeholders, which allows them to model potential scenarios to guide decision-making and aid in developing effective strategies. This pivotal work has significant potential to benefit states, governments, and allied stakeholders throughout the United States and across the world. This manuscript attempts to serve as a guide for the novice and the seasoned expert of human trafficking, fostering learning, understanding, and a motivation to “do” something.

Momentum Change

Momentum Change – Organizational Strategies for Innovation

Sheri Fields | 2018

Abstract

The word innovation is frequently used, undervalued, and often lags behind the maintenance of existing services and products. The challenge that many organizations face with innovation is the dire need for it to continue for the organizational survival. Thus, it becomes an integral component of sustainment (Davila, Epstein, & Shelton). With leadership at its helm, the opportunities for organizations to innovate and sustain the business are immense. Leadership plays a pivotal role in coupling the innovation strategy with the business strategy and devising ways to execute the plans once cemented. Additionally, the organizational role is essential with laying the foundation for change and creating a culture conducive to innovation by aligning the strategy with the business and ensuring that the reward system is appropriate to incentivize needed change. Furthermore, the organizational culture is impacted by the geographical location of the organization. Whether the organization is domestic or global, the cultural norms surrounding it influences how change is perceived, innovation created, and ultimately executed based on what the cultural values dictate. All of these topics will be addressed in the following manuscript to help organizations find the pathway to create, harness, sustain, and change momentum with innovation strategies.