I will start with two basic points that everyone can logically agree with: 1.) Every organization needs quality leadership to be successful in a highly competitive world, and 2.) Diversity is a reality that is here to stay, and its impact is increasing exponentially as our demographics continue to change. Further diversity’s impact will broaden via globalization as the world continues to shrink and flatten. As a result, there is an automatic interconnectedness between leadership and diversity, yet this relation between the two has not been adequately and accurately explored.

This leads me to my third point, which some may debate. 3.) In order to truly maximize the effectiveness and potential of ourselves and our organizations we must develop some solid diversity leadership competencies. This is true for all of us, regardless of our cultural background; because you cannot maximize your effectiveness as a leader in an extremely diverse society without understanding diversity. In short, you cannot lead what you do not understand.

Some may debate this by saying ” . . . America has always had diversity within its ranks and we’ve consistently been the leaders of the free world.” That is true, however what’s different now is that global competition is far fiercer; and our society is far more diverse than ever before. Additionally, the teachings and philosophies of every great leadership expert from Sun Tzu to Stephen Covey will confirm that the lion’s share of leadership is motivation; and every major study on culture has proven that different cultural groups are motivated by different things.

Management -v- Leadership

If you were to compile a list of the traits and skills that you most admire about great leaders like — Martin Luther King, Jr., Tony Blair, Mary McCloud-Bethune, Nelson Mandela, Bill Clinton, Ronald Reagan, Margret Thatcher, and others; odds are you would list things like moral courage, their ability to inspire; their mastery of language; how they helped ordinary people tap into their greatness, etc . . . Your list would not include the statement, “They were great managers”. Chances are they all are/were great managers; but in the end nobody cares. We don’t follow other people because of their management skills. We follow them because of how they make us feel.

The masses remember great people not because of their ability to manage; but because of their ability to LEAD! The reality is that people don’t want to be managed; they want to be led. They want to be inspired. They want to follow people that they connect with. The 21st century leader MUST have the adequate competencies to connect and build trust in an authentic way with people across a huge myriad of cultures and ideologies.

Diversity Management -v- Diversity Leadership

Management by nature deals with rules and policies. And let’s face it, that’s the easy part. Anyone can create a rule or write a policy statement. Leadership, on the other hand, deals with changing hearts and minds, and holding people accountable. This is a far more daunting and challenging task.

The unfortunate and regrettable truth is that we as a society have treated diversity like it is an inanimate “thing”; an object to be managed. But it’s not. It is a collection of people; living, breathing folks with minds and emotions. For the past 20 years or so, organizations have focused a lot of energy on diversity management, and understandably so. To their credit, these efforts have helped many organizations move past just counting heads, dealing only with representation. Some of these organizations are now re-directing a portion of their energy towards creating an inclusive environment that supports diversity. The point that I am attempting to make is that the diversity management approach is not incorrect; but it is incomplete. Managers tend to look toward the most expedient (and often temporary) fix; while leaders are more apt to look down the horizon for the actual long range resolution to the problem. This type of leadership is woefully missing as it relates to building fully inclusive environments that not only allow all types of people to flourish and maximize their abilities; but encourages, grooms and develops them to do so.

Many feel that leaders have failed to aggressively take the lead on diversity out of a lack of desire. However, I, on the contrary think this failure to lead on diversity has less to do with deficient desire, and more to do with fear. Fear of making a mistake and being “labeled”. The good news is that this fear can be eroded when leaders are equipped with some diversity leadership competencies that will build both their knowledge and confidence.

Trends That Make Diversity Leadership Competencies an Imperative

Developing these competencies is no longer a forward thinking innovation. We are actually running out of time. There are a large number of demographic and economic trends making the need to act an imperative. Among them:

* Labor Shortage — As Baby-Boomers retire, America faces decades of talent shortages. A report by Development Dimensions International, as reported in a recent article, The New War for Talent by Michael Gregoire, “one-fifth of this country’s large, established companies will be losing 40 percent or more of their top talent in the next five years.” Additionally, the U.S. Bureau of Labor Statics further predicts a 10 million personnel shortfall starting around 2008-2010.

* Global Migration Patterns — As a result of the aforementioned talent shortage, the U.S. will need to increase its immigration numbers which will further increase our diversity, in the areas of race, culture and religion.

* Generational Issues — We will continue to have four distinctly different generations working side by side in our workforce. The tensions that exist may intensify. Due to our increasingly challenged economy, some older workers who had intended to retire will be forced to stay in the workplace for financial reasons. Simultaneously, many talented, impatient, “up and coming” Generation X’ers may start to feel some resentment toward these more matured workers who are now impeding their progress be refusing to leave these jobs that the Generation X’ers want; thus creating what is known as “generational conflict”.

A Few Required Competencies

In her book, Managing Diversity: Toward a Globally Inclusive Workplace, Michalle E. Mor Barak talks about how ancient Chinese tradition divides people into categories based on four qualities: Shi (scholars), Nong (farmers), Gong (artisans) and Shang (merchants). The belief is that to be a fully effective leader, one must acquire the ” . . . vision and ethics of the scholar, the appreciation and respect for basic human needs of the farmer, the creativity and drive for excellence of the artisan, and the ambition of the merchant (in order) to make a profit.” The concept to grasp here is that cultural competency is not about learning every little nuance about every cultural group. It’s more about learning the perspectives and big picture concepts that relate to various cultures. In short, diversity leadership competency is not focused on learning a long list of cultural “do’s and don’ts”. It is about establishing common ground with people from cultures other than your own by developing some simple tools. Some examples of these competencies are:

* Being aware of your own biases
* Developing cultural dexterity
* Challenging false assumptions
* Exercising moral courage
* Embodying trust and fairness
* Being consistent

Most of these competencies are not complicated or difficult to learn; and they tend to line up with our already accepted moral codes, and organizational values. All we have to do is put forth an effort until they become second nature.

In the words of leadership guru Warren Bennis, “Managers are people who do things right. Leaders are people who do the right thing.” Take the lead, step up and do the right thing. Everyone will benefit; yourself included.

©2008 Al Vivian

Author Bio
Al Vivian is the President and CEO of Basic Diversity, Inc. (BASIC). BASIC is a full service cultural diversity training and consulting firm that has been operating nationally for 34 years. Al has provided diversity counsel to civic and religious leaders, political officials, and television news personnel. He has provided diversity commentary to CNN, FOX, NBC, PBS, Atlanta Journal & Constitution, Chicago Sun Times, and WSB News Radio.

Linkage’s 10th Annual Summit on Leading Diversity in Atlanta, GA, March 16-18, 2009, is the nation’s premier event on best practices in diversity and inclusion. At The Summit on Leading Diversity you will gain the practical solutions you need to build inclusive work environments and move your organization’s diversity initiatives forward to achieve bottom-line results. Learn best practices while networking with 1,000 diversity practitioners and line leaders. This year’s Summit will feature life-changing keynote speakers including Ruby Dee, Phoebe Eng, Juan Williams, and more. For more information or to register call 781.402.5555 or visit www.linkageinc.com/div.

With nearly one in ten Americans currently unemployed, the job market hasn?t been this challenging since possibly the Great Depression. The recession and subsequent layoffs have affected workers at all stages of their careers, with everyone from blue collar laborers to C-level executives looking for work.

Employers who are currently hiring are receiving hundreds, and in some cases, thousands of resumes and applications for each vacant position. With the odds stacked against job seekers, only the most qualified and proactive candidates are attracting the attention of hiring managers. Those who are simply perusing their local newspaper?s want ads and passively mailing their resumes are likely to stay unemployed for quite some time.

The old fashion job search rules of past decades simply no longer apply. In this digital age, pretty resumes and cover letters on colored paper aren?t the ticket to success. Job hunting is now much more about embracing technology, creating a strong online presence, smart networking, and using unexpected and unconventional marketing strategies to convey your personal brand to help garner the attention needed to get hired.

The current labor statistics are undoubtedly daunting for job seekers. However, for those who are smart, savvy, and willing to take the extra steps to get noticed, there are still jobs to be found. The following strategies are a must for anyone wanting to jumpstart their search and find that next opportunity.

Familiarize Yourself with Current Technologies
Many recently laid off individuals who are now looking for work are returning to the job market after years of steady employment. Times have changed, and job search strategies from just a few years ago are now outdated and ineffective. New technologies have made it easier to look for a job but have also made it more challenging to directly connect with hiring managers and other decision makers within companies. Because of these advancements, job seekers must take advantage of the current tools that can assist them and be aware of the challenges that they are facing.

Of course, it?s vital to have a basic understanding of the Internet to conduct job searches, research companies, and send emails. However, it?s now just as important to know how to keyword optimize your resume, understand the basics of Web 2.0, and communicate effectively online.

Voice over Internet Protocol (VoIP) is one such technology that delivers real value for job seekers, especially for those looking for employment outside of their local area. Providers of VoIP, such as Mediaringtalk.com give individuals the ability to call from their PC to anywhere in the US and many other global destinations for free. This is an ideal service to use for making follow up calls, networking with former colleagues, and conducting phone research on possible employers.

Create an Online Presence
Because it?s now common practice for recruiters and hiring managers to Google candidates before calling them for an interview, it has become a necessity to have an online identity that employers can easily find. They?re specifically looking for individuals who are knowledgeable and active on the Internet.

Networking sites such as LinkedIn are a good place to start developing your internet presence. It?s used by professionals in all industries and in all stages of their careers. By creating a LinkedIn profile, anyone can post work experience, activities, education, and awards. It?s used for reconnecting with coworkers and researching companies. LinkedIn also lets users write recommendations for others such as former supervisors, colleagues, and classmates. Many recruiting executives and hiring managers use LinkedIn for both finding and evaluating potential candidates. They specifically look for the number of recommendations and the quality of the connections.

Along with joining a networking site such as LinkedIn, there are many other ways to beef up your online presence. Consider creating your own web page or blog devoted to your job search. They?re no longer expensive or complicated to create, and in a few hours, you can have a great site that will augment your other job search efforts. Wordpress, Wix, and Google.com/profiles all offer free website solutions for individuals who want to create their own sites.

As well, don?t forget to post your resume on career sites such as Monster, Yahoo! HotJobs, CraigsList, CareerBuilder, and SimplyHired. Other specialty sites such as Dice and The Ladders might also be worth exploring. Not only do these sites have up-to-date job postings, they are also frequently searched by hiring managers and recruiters looking for possible candidates.

Network Intelligently
Networking has undisputedly become the most popular buzz word in today?s job market. With Facebook and Twitter becoming wildly popular, many are wondering if it?s necessary to join these sites to find a job. The answer is yes, but there are important concerns to consider.

Of course, the more contacts you make on these sites, the more opportunities you might find. However, because they are focused on making social connections, you can expect old friends, relatives, acquaintances, and others from your past and present wanting to connect with you. This can lead to possible trouble for job seekers. With employers conducting online research on candidates, keeping pages free of offensive, suggestive, or controversial images and comments is essential. Pictures with the family are not a problem, but shots of you and friends partying over the weekend are not going to get you hired. If you are going to use Facebook, take advantage of the privacy settings to limit who is viewing your page, and make sure that all comments that you make on Twitter or any blogs project the image that you want to present to future employers.

Besides Facebook, Twitter, and LinkedIn, there are literally thousands of other resources for both online and offline career networking. Check out alumni associations, professional organizations, and local career networking groups.

Develop Your Own Personal Brand
To stand out from the masses of other job seekers, you do have to be creative to get noticed. A well-written resume and cover letter is only just the start. Consider positioning yourself as an expert in your field and write articles, white papers, or ebooks that you can distribute online or offer to a popular trade publication or journal. Volunteer your time to industry events and demonstrate your passion for what it is you do. Employers know that the most productive employees are those who take initiative and are excited about their work. By taking these extra steps, you?re positioning yourself as the talent that they?re looking for, not just another resume in a pile.

Stay Flexible
Finally, remain open to all opportunities while searching for your next job. Contract or part-time work might present itself before a traditional 9 to 5 position is offered. Consider taking temporary gigs to not only keep income flowing but also to improve your skills and to network for a full-time job. Websites that specialize in project work and temporary assignments such as Elance and Guru can be helpful and offer tremendous opportunities to work with a variety of employers.

In this current market, it can take months to find a new job. With so many job seekers, recruiters and hiring managers certainly have the upper hand and can hold out until they find exact matches for positions. The candidates who are getting hired are those who are perceived to be those exact matches. They are the ones who are effectively communicating their skills, passion, ability to make connections, and desire to bring value to a company. The job search is no longer about sending out resumes and waiting for the phone to ring. It?s now truly about becoming that exact match that an employer is prepared to hire.

Once you have received a job offer or you are one of the final candidates inline to receive the job, it is prudent to come up with a detailed list of expectation you have from the company. If you already have an offer, remember you can always negotiate better terms/benefits. The tips below provide effective ways to negotiate acceptable terms and salary with employers.

Create a plan – Set guidelines for yourself on what you deem acceptable. Do not forget that it is important not to look at salary alone. You should factor in the market, relocation expenses, benefits, career advancement opportunities and other important factors. Have your limits in mind and know what you want, what you expect, and what you are willing to settle for.

Research - The key to a successful salary negotiation is preparation. Research your market worth to determine what a person with your skills, education and qualifications is earning in your area. A wonderful resource for this might be http://www.engineersalary.com.

Convince the prospective employer that you are the best they will ever have – When you begin the negotiation process, position yourself as a “must have” candidate. Be prepared to confidently boast your skills and achievements to demonstrate your value. Never show that you need the job, rather prove to the potential employer that you will be a great asset to them.

Hold off on the money – Try and gauge the employer’s interest in you before you start talking about compensation. In this situation, it might be to your advantage to have insider information: find a willing existing employee to let you know if the current position is critical for a given project, or what happened to the person who had that position before you. Remember that in most cases if the employer is interested, they will reveal the level of compensation they are willing to offer. In this case the salary you received in the past is your bargaining chip. If the interviewer does raise the question of salary before you have received an offer, try to return the question to them by asking what they are expecting to pay someone with your qualifications. If that does not work, give them a range that you are comfortable with. Of course you should base on the research you have already conducted.

Get the Offer In Writing – Do not start negotiating until you have received an offer in writing. Job offer terms are not always crystal clear, so before you officially accept, examine the job from all angles. Make sure you take into consideration the additional benefits that can add as much as forty percent to your base salary. Don’t feel pressured to immediately respond to an offer.

Practice with Multiple Job Offers – Refine your negotiation skills by practicing your negotiation strategy with companies that extend an offer that you most likely would not consider. You never know, your great negotiation skills may turn a mediocre offer into a great offer.

Negotiating better terms is never easy. You must remember to always negotiate from a position of power and you should never appear needy of weak. Never ask for too much and you can be seen as money hungry. Ask for too little and you can risk earning less than what you deserve. Knowing how much you are worth is a simple, yet critical step in your job search process.

by Nick Gendler

One of the most obvious implications of the end of the “job for life” society is that if we wish to hold on to our job we need to demonstrate our utility to the employer. For many, this is interpreted as working long hard hours, and the “stay at work” culture is often the result. But is this necessary? Did anyone actually lose his or her job by going home at a normal time? People lose their jobs either because they are no good at it (known as being fired) or because the company is not performing well or is restructuring in some way (known as being made redundant).

Indeed, for many employers, working late is not a sign of loyalty; it is a sign of incompetence. If you can’t get the work done within a normal working day you are either badly organised or haven’t learned to say “no” to an over-demanding employer. And if you need to work long hours on a regular basis you are likely to be less and less productive over time because you are going to burn out and your morale is going to decline. If this is the case, why do we feel that the employers are trying to deny us balance in our work and life arrangements?

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by Teena Rose

Your boss is a jerk, idiot and a moron. A fool, schmuck and a bonehead. The problem is, you don’t have a lot of options because you’ve grown accustomed to receiving a paycheck every two weeks. Therefore – for the time being anyway – you have to deal with it.

Many workers can relate to the axiom that “job seekers join great companies but leave because of bad bosses.” Everyone has the brutal boss story. They can come in any shape, size or sex. Your boss could have that not-so-wonderful trait of thinking that you don’t have a life outside of work, or that you should always put work ahead of everything else, including family. Whether it’s the grouchy, overbearing male boss or the bipolar, neurotic female one, coping skills have become a valuable skill in today’s workplace.

The bad boss even has the power to make you sick. A two-year Finnish study that appeared in The Journal of Occupational and Environmental Medicine concluded that employees who had to deal with difficult or unfair issues at work were more likely to become physically ill. The study, which included 7,000 workers, says that workplaces with supervisors who rated poorly experience a 41 percent higher risk of absence due to illness for men, and 12 percent higher for women.

In order to manage a boss that’s an overbearing fusspot, who takes credit for your work and fails to support you in any way, shape or form, you must first step back and analyze the situation. Does your boss have any clue that they’re no good? A bad boss is a relative term, and if your fellow employees and higher-ups in the company don’t have the same feelings that you do, maybe a little introspection is in order.

However, if there’s a consensus that you’re putting up with a boss that makes Attila the Hun look like an understanding human being, then it’s time for you to put a plan into action.

The first thing to do is get to the source. Try to get to the bottom of what makes him or her bad. Do you have a micromanaging boss that must look over your shoulder about every detail, or a hands-off boss that fails to provide leadership, direction or feedback? Is your boss a good person, but incompetent and way overwhelmed, or a tyrant whose insecurity makes him or her rule with an iron fist? Regardless of what lousy traits you encounter from your work supervisor, the bad boss will always be as synonymous with the corporate culture as the cubicle. So here are a few ways to cope:

Is it me? This is a very important first step. Be honest with yourself and take a practical approach to whether you’re performing well or not. Your problem could be that you just don’t share the same values with your boss, which in turn forces you to lash out at his or her management style.

Talk isn’t cheap This may seem uncomfortable, but just like any good relationship, communication is the key. Have a sit-down with your boss and tell him or her what you think is missing in terms of support and direction. Believe it or not, it is possible to do this in a constructive way, and you may even be praised for being honest and forthcoming.

Take the high ground? Don’t ever sink to the bad boss’ level. Act professional no matter the situation and don’t do anything that compromises your job, like slacking off at work or confronting your boss while you’re angry.

Open a vent: Find a mentor to shape your career and outlets to let off steam. Resist the temptation to trash the boss with coworkers, however. Someone who seems like a trusted friend at work may end up telling someone who then relays your trash-talk to the boss.

Speak Up and Stand Out

Think of a take-charge leader and names like Teddy Roosevelt, Winston Churchill, Donald Trump and George Patton come to mind. What’s wrong with this list? Well, there’s way too much testosterone running through it and not a woman in sight.

Obviously, there are many great women throughout history who have led nations, movements, agencies, universities and corporations. But the term take-charge is synonymous with men and is a characteristic that women still struggle to embrace.

The irony of this is that women are typically considered to possess better communication skills than men, and the essence of good leadership is the ability to communicate a clear and meaningful vision. But while women place a high value on interpersonal communications with friends, family, husbands and boyfriends, a refresher course on communication in the workplace might not be a bad idea.

Generally, men tend to have the upper hand on women when taking charge in the business world because from an early age they learn aggressive, authoritative behavior that translates into being able to handle workplace situations. Women who outwardly show these traits tend to get noticed and will be thought of as confident by both male and female supervisors.

Women’s rights activist Faye Wattleton offered this advice: “Whoever is providing leadership needs to be as fresh and thoughtful and reflective as possible to make the very best fight.”

And fighting the best fight at work starts with a little self-promotion. Men don’t always get things handed to them at work. They tend to be shameless self-promoters because they know that being recognized is part of the game. Now, it’s not necessary to be an over-the-top Don King-type or an annoying name-dropper, but promoting yourself is the best way to get you and your work noticed. Drop subtle hints about the success of a project you worked on. Include your job title when introducing yourself at conferences, parties, and workplace functions. Take credit for achievements and make a note of getting your name in the workplace grapevine.

The corporate culture is no longer just a man’s world, but they still have a solid grip on power positions and making policy. This environment makes it even more important for women to step up in order to stand out. As the late Canadian feminist Charlotte Whitton quipped, “Whatever women do they must do twice as well as men to be thought half as good. Luckily, this is not difficult.”

It’s also not as difficult as it seems to get recognized at work. Approach it as a vital part of your job. It’s unfortunate, but you could be the hardest worker in the office and not get the deserved credit because you consider it as “just doing your job.” Perceptions mean everything at the office, and are just as meaningful as what you actually accomplish. That might seem a bit dishonest, but it’s simply a fact of life in the workplace.

Increase your visibility by volunteering for assignments and offering positive comments during meetings. There’s probably a stack of business cards a mile high in your desk drawer. Use these as a contact tool to get your name out there. Real estate agents are professionals who understand the importance of name recognition. Since people tend to only need their services every five years or so, it’s necessary for a successful agent to establish his or her name in the community.

You don’t have a public relations firm working for you, so you’ll have to take on the job yourself. If you stay proactive and productive in the self-PR arena, the dividends might just be a better job, better salary and a fulfilling career.

Facts, Figures Give You the Power to Negotiate Salary

It would be nice if we all had a wizard that followed us from job to job, acting as a financial guiding force throughout our careers. Well, this isn’t the movies and the workplace definitely isn’t Fantasyland.

There is, however, a little tool called a salary wizard that’s popped up on the Internet and can be found at many prominent employment websites like Monster and CareerBuilder. It’s a device that has come in handy and helped give employees valuable information for determining what they’re worth, which is the No. 1 concern for most employees. According to a CareerBuilder survey, 89% of workers say salary is the most important factor when deciding on whether to take a job or turn it down.

Everyone would like to know if they’re paychecks are up to snuff when compared to other workers in related fields. But finding this out doesn’t come naturally. It’s not like your boss is going to volunteer information on what other companies are paying and whether or not your compensation package is fair. That’s something you’re going to have to do on your own.

The first thing to determine when evaluating your salary is understanding the total package. For instance, let’s say you’re in the job market and Alpha Company in Sacramento, Calif., has made you an offer of $50,000 per year with above-average benefits and three weeks vacation, while Beta Company in San Francisco has offered you $70,000 per year with standard benefits and two weeks vacation. At first glance the job with the higher salary looks great, but the cost of living in the San Francisco area makes the compensation package offered by the Sacramento employer the best bet. The two cities are separated by just 100 miles, but are world’s apart in living costs. The average cost for a home is roughly 40 percent higher in San Francisco, which also trickles down to higher costs for rent. The website Moving.com has plenty of research material and a city comparison tool that provides dozens of useful statistics from the U.S. Department of Labor.

When determining the best compensation package, always take into account benefits. In today’s world of skyrocketing medical costs, the difference between two company plans can result in thousands of dollars in out-of-pocket expenses.

Once you’ve armed yourself with the facts on how much you should be making, use them. But use those facts wisely. If you’re interviewing for a new job, never bring up salary during the interview process. Employers should make the first move and then the negotiation begins. Some companies will ask for a salary history or preferred salary range. Don’t mislead the employer, but keep this area as flexible as possible. If an employer is thinking of offering $75,000 and you blurt out that you would be happy making $70,000, you’ve cost yourself five grand.

Throughout any negotiation, remember to always remain positive and realistic. Don’t go overboard with your expectations. At the same time, don’t get taken advantage of by employers who want to pay you less. The bottom line is that when you have the ability to make an informed decision, the power is yours when negotiating a compensation package that’s fair for everyone.

About the author: Teena Rose “… because not all resumes and cover letters are created equally.” Resume to Referral offers sample cover letters within “20-Minute Cover Letter Fixer,” a sample brag book in “How to Design, Write, and Compile a Quality Brag Book,” and sample pharmaceutical rep resumes in “Cracking the Code to Pharmaceutical Sales.”