Geena Davis said, “. . . when ‘Thelma and Louise’ came out the reaction was so overwhelming that it made me realize how few opportunities we have for women to feel like that coming out of a movie.” So, she created the Geena Davis Institute on Gender in Media to address this problem.
“I go to meetings at the guilds and networks and studios and production companies and present the research in a private and collegial way. And the reaction is fantastic, because they’re shocked and horrified, and they want to make a change.”
As I write this, I am attending a webinar on how to conduct effective webinars! (Really, I am not making this up!). You can see that I am multi-tasking, which means that I am barely paying attention to the speaker. Hmmm.
Someone wrote to me last week and asked, “How can I track energy during webinars that I conduct?” (In The Energy Bar video, I say that you must be able to read how well your meeting is going – is energy increasing or decreasing?)
With all the books, consultants, and decades of experience leading major organizational changes, I keep expecting the success rate of these major projects to rise, but the failure rate still remains high.
Back in 1995, when I first started writing about change in organizations, the failure rate was about 70 percent. In 2008, IBM conducted a major international study of C-level executives and found that only about 40 percent of those changes succeeded. In 2013, a Towers Watson study found a long-term success rate of 25 percent.
There is a good reason why people don't tell you the truth. (Wait for it.) They aren't idiots.
A senior manager in a small privately-owned company told me they would warn new hires to never criticize the owner’s ideas in a meeting. But, some enthusiastic newbies didn’t listen. They wanted to make their mark, show their worth, and that was pretty much the last anyone ever saw of them.