A New Lens on Company Culture and Diversity 


The Short Story...

In organizations, I ignite personal and cultural habits that...

  • Welcome diversity
  • Close gender gaps
  • Prevent conflict and unconscious bias
  • Cultivate innovation
  • Build powerful teams

Together, we learn the skills of the future... 

  • Profound self-awareness, empowerment and accountability  
  • Other-awareness and deep listening
  • Emotional honesty
  • Efficacious communication

The Full Story...

  • Are you an ambitious and compassionate leader within the STEM industry who cares about talent retention, especially among women and millennials, but feel stressed because you have a feeling there’s something you’re missing in terms of how to attract them and keep them?
  • Do you feel pressured to incorporate more diversity-welcoming culture in your office while at the same time you feel as though you are doing your best? Do you also feel stumped as to how to promote diversity without being the "P.C. police"?  
  • When conflicts arise between employees, do you get frustrated because they seem to take things personally, play "nice" by staying quiet and sometimes resentful, or even cause more conflict by being combative? Do you find yourself having to choose sides when it comes to dealing with conflict and worry about being tagged as the "one who doesn't care" about everyone's needs? 
  • Have you noticed or been told that your female (and possibly other) employees are somewhat unhappy at work and yet you feel like you have your hands tied because you don't know how to address this esoteric "unhappiness" without sacrificing company values and productivity?
  • Do you find yourself losing sleep wondering how to boost productivity because you don't feel like you have control over buy-in and you fear that if you don't learn to create it, you'll have to resort to fear-based motivation?  
  • Maybe you've heard the news that start-up companies with women in higher-up leadership roles tend to be more successful than other companies, and yet when you look around it seems like women do not want to be in leadership roles. Are you totally stumped about how to address this seeming conundrum?


I get it... from several angles. I, myself, have been in many career roles. I've worked for others, worked for myself, been in corporate middle-management, intellectual cultures, right-brain cultures... you name it. 

Throughout my different careers and roles, I’ve been consistently baffled about why we handle conflict and diversity issues the way we do in our standard American culture. Diversity issues, after all, are really just conflict issues (with the volume turned up) because they are between large groups with lots of history, instead of just 2 individuals with a little amount of history.

It has seemed to me that mediators often create more polarization by pitting two entities against each other. And diversity protection methods often function in a counterproductive way that disempowers the ones who need empowering and while creating resentment in the ones who don’t understand how to relate to the disempowered. 

Knowing this, I spent my life avoiding conflict and staying away from diversity programs that were meant to help me. It has been, to say the least, exhausting and... counterproductive.

It turns out that relationships, at work and home, suffer if we can't face conflict. I learned this the hard way. 

After my brother, who was also an engineer, took his life in 2002, I took a long hard look at myself and the world around me and decided that even though I loved my engineering work, and had excelled at it, I needed to temporarily leave the culture to get my own emotional needs met as well as follow my desire to be of direct service to humanity in the ways that I felt our current culture did not know how to address.

Ultimately, his death had me realize that it’s the relationships over our life-time that make life worth living.

My decision to leave engineering and academia was difficult. I felt as though I had to leave behind a large part of myself and wondered why it hadn’t been possible to stay in the industry and still get all my needs met.

Later on, after enough relationship "fails", I became a relationship and personal development geek. I immersed in years of study that included yoga, psychology, meditation, and relationship theory. And then much more time studying people, gender differences, systems, cultures, all in an attempt to understand the human condition of feeling isolated and misunderstood. Eventually I stumbled across a unique communication practice that suddenly helped me make sense of all the baffling cultural and diversity issues I’d been swimming in my whole life.

I learned communication tools on how to be myself: my left-brain self, my right-brain self, my female self, my mother self, my ambitious leader self, and my engineer linear-thinking self, all while also being equipped to foster healthy relationships without sabotaging them.

I was then able to lead groups without polarizing with anyone. I was able to face conflict without making it worse. I was able to show up with my own diverse way of problem-solving and able to accelerate innovation on teams without inadvertently getting shut-out for thinking, looking and just plain being… different. And I was much, much happier and motivated. 

Conflict, and therefore diversity, issues both stem from learned relational patterns; it takes two to tango. And we can learn new patterns as long as we live.

Last year, I interviewed 32 women in STEM and poured through the national research around gender diversity issues. What I found was astounding. It was the year 2016 and from what I could tell, no one had found solutions to the obvious problems I’d observed 15 years ago. What these women revealed was different than what the current theories on the gender gap suggest. They love their work. Most of them don't usually deal with overt misogyny problems. But they crave a culture where their natural way of intelligence and relating is welcomed. They also crave tools to be able to express themselves to their staff and their superiors in ways that don't add fuel to the fire of conflict. 

As an engineer turned relational coach, I realized that I had the perfect medicine to step-up and help with the current conflict and diversity issues facing the STEM industry today. I now offer workshops, webinars, one-on-one consulting and deep-dives for leaders and their staff. 

The Solution

  • Together we will learn how to create a diversity welcoming culture that doesn’t just preach “right action”, but actually addresses the heart of the issue by teaching people how to see and understand each other without losing their own perspectives. You’ll be able to keep and attract talented people because they will want to work with you. 
  • Learn powerful, new communication techniques and create cultural agreements in order to face conflict while empowering relationships, instead of undermining them. With these techniques, you will not need to rely on HR as your protection, but instead will be equipped to prevent conflict as well as understand how to use conflict as a major opportunity for growth and improvement. Everyone will feel more understood, not less.
  • Rewarding relationships at work keep people coming back to their team for the long-term when times get tough. Understand how to create trust and safety and to welcome honesty in order to find out what is behind your employee dissatisfaction. Then learn team-building tools in order to create a strongly bonded and long-term, productive culture.
  • Maybe you've heard the statistics that start-up companies with women in higher-up leadership roles tend to be more successful for longer than other companies. Find-out the real reasons why women aren’t rising beyond the glass ceiling, beyond just the usual theories around family and time-commitment. Learn how to reverse this dynamic by creating a system that welcomes feminine leadership and therefore cultivates more female leaders to inspire others.
  • Maybe you already know that genuine buy-in and motivation towards company goals and vision is essential for progress.  Learn communication tools to enroll your team into your vision while also welcoming what drives them individually.
  • Welcoming emotion at work is important for employee mental health, retention, and happiness. Together we will learn self expression and effective listening skills that promote emotional intelligence and dissolve unconscious bias while still keeping and environment of rationality and productivity.

The Work


In the following programs, you and your colleagues will: 

  • Understand and experience how communication style promotes a culture that welcomes diversity by preventing unconscious bias and unresolvable conflict
  • Promote and utilize safety, understanding, innovation and collaboration styles of behavior
  • Cultivate effective listening skills
  • Begin to uncover personal blind-spots around diversity and communication
  • Explore how "equality" is very different from "uniformity".
  • Experience how changing one's communication also shifts one's thinking patterns
  • Create cultural agreements that foster diversity
  • Learn self-expression skills that foster healthy conflict resolution 
  • Come away with a few solid communication tools for immediate use
  • Understand how employee retention, satisfaction, and production are bolstered in relationship-oriented communication environments.

Option 1: Webinar or Live Introductory Workshop:

Get a taste of "The Work". 60 - 90 minutes. Brown-bag webinar available. 

Description:"A short, interactive webinar to get a taste of how a unique style of communication can promote a culture that welcomes diversity and collaboration by preventing unconscious biases and unresolvable conflict. Together we will explore misconceptions around diversity, practice some self-expression and effective listening skills, and learn some simple communication tools for immediate use."  

Option 2: One-on-one support for leadership

  1. 8 weeks of 6 one-hour consulting sessions for you or your team
  2. Introductory webinar or workshop included
  3. Email follow-ups with integration assignments

Option 3: Group Deep-Dive 

  1. 2 day deep-dive for staff and you
  2. 8 weeks of 6 one-hour consulting sessions for you to better lead your team in integration 
  3. Introductory webinar or workshop included
  4. Email follow-ups with integration assignments

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