CA_Black_Womens_Professional_Development_Program_Workbook_Formatted

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CA Black Women’s Leadership Development Program Cohort #3 – Program Breakdown

Module 1: Foundations & Self-Assessment

Date Topic

9/6 (In-person)

• Predictive Index (PI) Behavioral Assessment

• Introduction to Strategic Journaling

• Self-Awareness: Understanding Your Strengths, Weaknesses, Opportunities and Threats

9/13 (Online)

• Introduction to AI

o Ethics & Accountability

• Professional Action Planning, Gap Analysis

• Goal Mapping

9/20 (Online)

• Moving Plan to Action

• Crafting Your Digital Narrative

Module 2: Leadership and Authenticity

Date Topic

10/4 (In-person)

10/11 (Online)

10/18 (Online)

• Leadership Fundamentals

• Identify and adapt your leadership style to address specific workplace challenges

• The Workplace & Your Authentic Self

• Analyze Identity and Bias

• What’s Your Mask

• Leading from Where You Are

• Workplace Communication: Managing Passive Aggressive Behavior

Module 3: Emotional Intelligence and Strategic Support Systems

Date Topic

11/1 (In-person)

11/8 (Online)

11/15 (Online)

Capstone Presentations

• Models of Success

• The Importance of Coaches, Mentorship and Sponsors

• Mastering Emotional Intelligence

• Team Dynamics

• Motivating Yourself as a Leader

Date Topic

12/6 (Hybrid) Leadership Model Showcase – Part I

12/13 (Hybrid) Leadership Model Showcase – Part II

NOTE: Other materials maybe added based on the needs of the program participants.

CA Black Women’s Professional Leadership Program Module 1 - Lesson 1: Self Awareness in Everything You Do Today’s Agenda

I. Welcome & Introduction Exercise

II. Head, Heart & Feet Exercise

III. Predictive Index (PI) Behavioral Assessment

IV. Strategic Journaling 101

V. Group Work

VI. Break – Video

VII. Developing Your SWOT

VIII. Group Work

IX. Lunch

X. Reflection

XI. Conclusion

Welcome

Introduction Exercise

It’s time to get to know each other. Write down your name, where you live, your current role, and in one sentence, what do you want to get out of this class. (5 minutes)

Name Location Current Role Purpose

Report Out

• Grab a partner and tell them what you wrote. (3 minutes)

• Each partner reports out what their partner wrote. (20 minutes)

Head, Heart & Feet Exercise

The Head, Heart, and Feet exercise is a powerful reflection tool used in leadership development, community building, advocacy training, and mindfulness practice. It helps you align your thoughts (head), emotions (heart), and actions (feet) around a specific topic or intention. In this case, we are using it to kick off this cohort. Take a moment to answer the following questions. (10 minutes)

� � Head – What are you thinking about being here?

� � Heart – What are you feeling about starting the program?

� Feet – What action will you take to get through the program?

• Each person states what they wrote. (1 minute each)

Lesson Objective: Predictive Index (PI) Behavioral Assessment Overview

The Predictive Index (PI) Behavioral Assessment is a brief, science-based tool that helps individuals better understand their natural workstyle and how they interact with others. Taking only about six minutes, the assessment provides insight into the drives and motivations that shape behavior in professional environments.

What It Measures

The PI Behavioral Assessment focuses on four primary workplace drives:

• Dominance – the drive to take control and influence outcomes.

• Extraversion – the drive to connect and interact socially.

• Patience – the drive for stability and consistency.

• Formality – the drive to follow rules and structure.

Each person has a unique blend of these drives, creating a behavioral pattern that influences how they approach work, relationships, and challenges.

Why It Matters

Understanding your behavioral profile can help you:

• Recognize your strengths and natural talents.

• Identify potential areas for growth or adaptation.

• Improve communication and collaboration with colleagues.

• Build greater self-awareness to support your leadership journey.

Application in Professional Development

The PI Assessment is not a test of skills or intelligence it’s a tool for self-discovery and growth. By learning how your natural drives shape your behavior, you can:

• Align your strengths with professional opportunities.

• Adapt your style when working with different personalities.

• Gain insights that support your career advancement, leadership development, and overall success.

PI Behavioral Assessment Reflection Worksheet

Instructions: Use this worksheet to reflect on your Predictive Index results. The goal is to deepen your self-awareness and identify ways to leverage your natural strengths while growing as a leader.

1. Understanding My Profile

• What are my top two strongest drives (Dominance, Extraversion, Patience, Formality)?

• How do these drives show up in my everyday work or leadership style?

2. Strengths in Action

• Based on my profile, what do I see as my greatest strength?

• How do these strengths help me in professional and community settings?

3. Growth Opportunities

• Where might my drives create challenges (e.g., being too detail-focused, too impatient, too reserved, etc.)?

• What strategies can I use to adapt or balance these tendencies?

4. Working with Others

• How might my profile differ from others I work with?

• What adjustments can I make to improve communication and collaboration?

5. Leadership Application

• How can I use my behavioral insights to strengthen my leadership?

• What is one specific action I will take to grow as a leader using my PI results?

� � Tip: Remember, there are no “good” or “bad” profiles. Every pattern brings value. The power lies in self-awareness and the ability to adapt when necessary.

Learning Objective: What is Strategic Journaling?

• Strategic journaling is a form of journaling that involves setting goals, reflecting on past experiences, and planning for the future. It is a process that helps individuals to identify their strengths and weaknesses, set priorities, and develop strategies to achieve their goals.

• Journaling has been shown to have numerous benefits, including reducing stress, anxiety, and depression. It can also help improve memory, boost productivity, and increase self-awareness.

• There are several strategies for strategic journaling. One approach is to write about your goals and aspirations, including both short-term and long-term objectives. Another strategy is to reflect on past experiences and identify what worked well and what didn’t. This can help you learn from your mistakes and make better decisions in the future.

• Overall, strategic journaling can be a powerful tool for personal growth and development. By setting goals, reflecting on past experiences, and planning for the future, you can gain greater clarity about your life’s purpose and take steps to achieve your dreams.

• If you’re new to journaling, here are some tips to get started:

1. Choose a time and place: Pick a time of day when you’re most alert and focused. Find a quiet place where you won’t be disturbed.

2. Set a goal: Decide what you want to achieve through journaling. Do you want to reduce stress? Improve your memory? Gain clarity about your life’s purpose?

3. Start writing: Write down your thoughts and feelings. Don’t worry about grammar or spelling. Just let your thoughts flow.

4. Be consistent: Try to write every day, even if it’s just for a few minutes.

5. Review your entries: Look back at what you’ve written. Reflect on what you’ve learned about yourself.

• Remember that journaling is a personal process, and there’s no right or wrong way to do it. The most important thing is to be honest with yourself and use journaling as a tool for selfdiscovery and growth.

Assignment

Describe your greatest professional fear in your journal? (5 minutes)

Report Out

• 4-5 students share their journal entry. (5 minutes)

----- Break ----

Learning Objective: Developing a SWOT Analysis

• A SWOT analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats of a business or organization.

• However, it can also be used by individuals to assess their personal strengths and weaknesses, identify opportunities for growth, and prepare for future challenges.

• A personal SWOT analysis can help you gain a better understanding of yourself, your goals, and your aspirations.

• It can also help you identify areas where you need to improve and develop strategies to overcome obstacles.

• To conduct a personal SWOT analysis, you’ll need to take an honest look at yourself and answer the following questions:

o What are my strengths?

o What are my weaknesses?

o What opportunities are available to me?

o What threats do I face?

● The biggest benefit to performing your own personal SWOT analysis is the structure it gives your self-evaluation. Individuals might think about what they’re good at or what’s getting in the way of their personal growth, at least once in a while.

● However, abstract introspection doesn’t help us create change. Action is built into the SWOT analysis in the opportunities section.

● Secondly, the SWOT focuses on both positive and negative aspects. If you only focus on the good things, then you won’t have a clear direction of what to improve or what needs to change.

● However, if you only focus on your weaknesses and threats, you might get overwhelmed and disheartened before you make it to your action plan.

● Thirdly, the SWOT analysis focuses on internal characteristics and factors that affect your opportunities. You’ll always have much more control over internal factors compared to external ones.

Strengths

Weaknesses

Threats

Opportunities

Assignment

• Develop your personal SWOT analysis

• Insert no more than 4 for each area.

• Once complete, get into a group of 4-5, and share.

o Discuss similarities

o Talk through the whys

Reflection

What did you learn about yourself today?

• Everyone shares.

Homework

• Read Chapters 1 - 3 in She’s Meant to Lead

o Share your thoughts on Leadership Group Page

• Read Chapters 1- 3 in Emotional Self-Care for Black Women

o Share your thoughts on Leadership Group Page

• Review, revise and finalize your SWOT worksheet

• Watch THE POWER OF THE BLACK WOMAN’S SELF LOVE JOURNEY | Denise Francis

Conclusion

CA Black Women’s Professional Leadership Development Program Module 1 – Lesson 2 - Professional Action Planning and Gap Analysis

I. Welcome

II. Reflection from first class

III. Introduction to AI and Ethics & Accountability

IV. Professional Action Planning

V. Assignment

VI. Break

VII. The PLAN-DO-CHECK-ACT (PDCA) cycle

VIII. Group Assignment

IX. Lunch

X. Assignment (cont’d)

XI. Reflection

XII. End of Class

Welcome

Reflection

Reflect on your week in your journal (5 minutes)

• 3-4 Share Your Reflection

Homework Review

• What did you get out of the homework?

Introduction to AI and Ethics & Accountability*

Question:

"Where have you encountered AI in your life today without realizing it?"

What is AI?

Simple Definition:

AI simulates human intelligence using machines, especially in problem solving, communication, and decision-making.

Examples:

• TikTok/Instagram algorithms

• GPS rerouting

• Hiring/resume filters

• Chatbots

• Virtual assistants

Check-in:

"How could AI enhance or challenge the work you do as a Black woman leader?"

The Ethics of AI

Facts:

• Bias in training data

• Discrimination in outcomes

• Lack of transparency in algorithms

• Surveillance risks for Black and Brown communities

• Healthcare disparities and AI diagnosis

Your Leadership Responsibility: Ethical Use of AI

Why This Matters:

Black women in leadership have a dual role: navigating systems and shaping them. That includes how we use, build, and trust AI.

What You Need to Know:

• AI is not neutral the system reflects who built it and what data it used.

• Free and low-cost AI tools like ChatGPT, Grammarly, and Canva can increase your capacity, but you are accountable for how you use them.

• AI is a tool, not a substitute for your own critical thinking, expertise, or leadership voice.

How to Ethically Use AI in Your Work:

Practice Guiding Questions

Transparency Did you clearly share that AI helped shape your work (e.g., writing, research)?

Sourcing Did you verify information generated by AI? Did you cite it appropriately?

Bias Check Are you aware of potential bias in outputs? Did you double-check harmful stereotypes?

Data

Sensitivity Are you entering confidential or personal data into public AI tools (which should be avoided)?

Attribution Are you taking credit for AI-generated work without clarification?

Sourcing & Disclosure Examples:

• In presentations or reports: “Some content was developed with support from ChatGPT and fact-checked for accuracy.”

• In community outreach: “AI tools were used to brainstorm messaging; community leaders reviewed final language.”

• In leadership communications: “Draft informed by AI-based summaries; all data independently verified.”

Small Group Activity: Leadership in Action

Scenario: You're designing a voter outreach program using AI. What ethical considerations must you take into account?

Each group discusses:

• What AI tools would help?

• What are the ethical risks?

• How would you disclose the use of AI to the community?

Final Reflection & Call to Action

Prompt:

"What is one way you will use AI more ethically in your leadership moving forward?"

Key Tools:

• Black in AI

• Data for Black Lives

• Algorithmic Justice League

• Open-source bias audits & tools (e.g., Google's PAIR, MIT's Gender Shades)

Further Reading:

1. Algorithms of Oppression by Safiya Noble

2. Race After Technology by Ruha Benjamin

3. The Black Box Society by Frank Pasquale Assignment

• Go onto ChatGPT, load up your resume, bio, link to LinkedIn, etc. and enter a prompt to analyze and create a SWOT analysis based on the achieving your career goal of promotion, career change, securing an executive role, etc.

• Compare your SWOT worksheet.

Report Out

• 3-4 to report out

* ChatGPT was used to develop this lesson’s content

Learning Objective: Professional Action Planning

• The importance of planning your work is critical to success.

• It’s just as important to plan your career. In the section, we will focus on mapping out your professional goals. This will serve as I00 throughout the program.

• Professional action planning is a vital tool for Black women leaders seeking to navigate and transform workplaces, policy spaces, and community systems that often overlook or undervalue their contributions.

• It allows for intentional goal setting, measurable outcomes, and strategic responses to systemic barriers.

• Research from the Harvard Business Review notes that Black women leaders who engage in structured professional planning such as developing clear objectives, building coalitions, and securing mentorship are more likely to achieve career growth and influence organizational culture for equity and inclusion (HBR, 2021).

• Leaders like Stacey Abrams, Dr. Ayanna Howard, and Melanie Campbell have demonstrated how action-oriented leadership rooted in clarity, preparation, and community accountability can drive social and political change.

• According to the California Black Women’s Collective Empowerment Institute’s report “Pay Me What I’m Worth,” professional development must also include culturally relevant planning practices that affirm Black women’s identity, leverage their lived experiences, and combat racialized expectations of performance. Best practices include integrating vision mapping, collective care strategies, and accountability structures rooted in community wisdom.

• This kind of action planning is not just about advancing individual careers it is a resistance strategy that builds sustainable power.

• As author and scholar Dr. Monica Cox asserts, “Black women don’t just lead we build systems, disrupt harmful norms, and leave legacies.”

• A well-crafted action plan is the blueprint for that legacy.

Assignment

• List 3-5 professional goals with the reasons and the timing (5 minutes)

• Break out into a group and share those goals (10 minutes)

o Why

o When

o Any weaknesses, threats as well as strengths and opportunities

Report Out

• 2-3 student report out

Learning Objective: What is the PLAN-DO-CHECK-ACT (PDCA) cycle?

• PDCA stands for Plan-Do-Check-Act. It is a four-step model for carrying out change, which is also known as the Shewhart cycle or the Deming cycle.

• The PDCA cycle is considered a project planning tool and should be repeated again and again for continuous improvement. Just as a circle has no end. The four steps of the PDCA cycle are:

1. Plan: Recognize an opportunity and plan a change.

2. Do: Test the change. Carry out a small-scale study.

3. Check: Review the test, analyze the results, and identify what you’ve learned.

4. Act/Adjust: Take action based on what you learned in the study step. If the change did not work, go through the cycle again with a different plan.

If you were successful, incorporate what you learned from the test into wider changes.

• The PDCA cycle is widely used in business for the control and continual improvement of processes and products.

• We are using it in this program to introduce you to the continuous improvement process for your professional development.

• This will help you consistently evaluate your progress towards your overall goals.

Group Assignment

• Break out into groups

o Determine an issue you want to solve for…don’t make it too deep. This is to help you learn the process.

o Use ChatGPT to obtain PDCA examples

• Report out

• Reflection

o Head, Heart and Feet Exercise

� Head – What are you thinking about being here?

Heart – What are you feeling about starting the program?

Feet – What action will you take to based on what you learned?

Homework

• Read Chapters 4 – 8 in She’s Meant to Lead

o Share your thoughts on Leadership Group Page

• Read Chapters 4-7 in Emotional Self-Care for Black Women

o Share your thoughts on Leadership Group Page

• Review, revise and finalize your Professional Action Plan

• Start working on your individual PDCA

End of Class

I. Welcome II. Journaling

CA Black Women’s Professional Leadership Program Module 1 – Lesson 3 – Moving Plan to Action Today’s Agenda

III. Fundamentals of a Bio

IV. Break (10 minutes)

V. Crafting Your Bio

VI. Group Work

VII. Lunch (40 minutes)

VIII. What is a Professional Development Plan

IX. Developing Your PDP

X. Group Work

XI. Reflection

XII. Homework

XIII. End of Class

Reflection from last week:

• Week One Homework Review

Journaling

• How do you describe yourself in three words?

• 3-4 Report out

Learning Objective: Fundamentals of a Personal Bio

• Coming up with a personal description can be frightening.

• But it’s necessary and essential in the business world – you need it for your LinkedIn profiles, when you blog, on your business web site or when you are presenting to groups.

• A bio is a short paragraph or a couple of paragraphs in which you introduce yourself.

• There are two types of bios that you need – a short and long bio.

• Personal bios should be written in the third person.

• A long bio is a comprehensive description of an individual’s personal and professional life.

• It typically includes a mix of personal interests and professional achievements. Here are some elements that a long bio might include:

o Name: Start with your name.

o Job title: Mention your current job title.

o Personal brand statement: Include a personal brand statement.

o Length of experience: add how many years of experience you have in your expertise.

● Location: Mention your city of residence.

● Education: Include your alma mater and any relevant qualifications.

● Professional goals: Briefly describe your personal and professional goals.

● Achievements: Highlight a relevant achievement or accomplishment.

● Hobbies: Share some of your interests and hobbies.

● Skills and areas of expertise: Mention your skills and areas of expertise.

● When writing a long bio, it’s important to provide people with a snapshot of who you are. The length should not be longer than a page and a half.

● You should have four-eight paragraphs.

● A short bio is a brief professional summary of an individual’s career accomplishments and professional goals.

● It is typically used for potential employers, clients, or contacts.

● Key points to include in a short bio are the same as in a long bio mentioned above.

● The difference is how much information you put in it.

● When writing a short bio, keep it concise, informative, and engaging.

● The length can vary depending on the context but try to keep it between one to three paragraphs.

Exercise: Introduce yourself

The first two words of your bio should be your first and last name. Your bio is a huge part of your personal brand and the way you start should be strong and make a positive impact.

EX: Kellie Todd Griffin is an executive leader and founding convener of the California Black Women’s Collective and the creator of the CA Black Women’s Think Tank. With 25 years of experience in community engagement, strategy, and communications, she has led initiatives for Fortune 500 companies, international organizations, and elected officials. As President and CEO of the California Black Women’s Collective Empowerment Institute, she authored California’s Black Girl Joy Day designation, conducted the first and largest research project focused on Black women in California, and secured a $5 million commitment to create the nation’s first policy institute dedicated exclusively to Black women and girls. Through her advocacy, she leads a coalition of Black women focused on building political power, resulting in Black women being elected at every level of government. She also was the driver of Keep the Seat, which secured a US Senate seat for Hon. Laphonza Butler. A sought-after speaker, she owns Crenshaw Chick, LLC, specializing in public and community affairs with clients that includes Aramark, the new city, California Forever and Level the Field CA. She is also an author of the book SistaGirl at Work, A practical guide to success for women of color.

State your company or brand name

Your bio should represent you on a professional level even if you have your own business. For example, if you have business – be sure to mention your brand name at the beginning of your bio. You also want to mention the name of another company or brands that you work(ed) for if it can add to your credibility.

EX: Kellie Todd Griffin, a former diversity lead at American Honda, is the Managing Partner of Crenshaw Chick, LLC, a diversity, and inclusion consultancy firm.

Explain your professional role

Next, explain your current position. It doesn’t matter if you’re the founder of a company, a highlevel specialist or a beginner in your field…it’s all relevant. It can be similar to the description you have on your resume.

EX: Currently, she is the President and Chief Executive Officer of the California Black Women’s Collective Empowerment Institute, which administers the CA Black Women’s Think Tank at California State University, Dominguez Hills.

Include professional achievements

Highlight milestones that make you stand out. It doesn’t have to be deep but make it relevant. Discuss ways in which you’ve contributed to your professional role and touch on new ideas or approaches that you bring to the table.

EX: Todd Griffin has worked in health care for over fifteen on the payer, provider, and policy sides of the industry. During the COVID epidemic, she served as the Senior Vice President of Community Health, Communications and External Affairs for a statewide healthcare organization. She was also part of the executive leadership team that opened Martin Luther King, Jr. Community Hospital in South Los Angeles as a high-touch, high-tech, high-quality care delivery model. In addition, Todd Griffin worked in senior leadership roles at CalOptima, Health Net, Centene, St. Joseph Health System (now Providence), Blue Shield of California and City of Hope. Todd Griffin was awarded Los Angeles County Woman of Year for her work in healthcare equity throughout the state. She owns her own consultancy firm, Crenshaw Chick, LLC, specializing in public affairs, communications, strategy and DEI for nonprofits, government entities and corporations.

Discuss your passions and values

This section is an opportunity for you to explain your why. It’s one of the most important elements to focus on. Think about the values and passions that are core to your work. It is your professional

philosophy. This is your personal mission statement. What gets you up in the morning? What’s your driving force?

EX: Todd Griffin is passionate about improving the lives of Black Women and Girls. She has dedicated her professional and personal life to ensuring they have a voice and a seat at the table. Through her efforts, she founded the nation’s first policy driven think tank exclusively focused on Black Women and Girls.

Mention your personal interests

Your bio should also tell a little about your personal life. It’s a great way to end your bio. You can mention your family, hobbies, associations you belong to, etc.

EX: Todd Griffin is a proud mother of two sons and likes to spend her extra time playing golf.

Assignment: Create Your Bio

● Create an outline

○ Name: Start with your name.

○ Job title: Mention your current job title.

○ Personal brand statement: Include a personal brand statement.

○ Length of experience: add how many years of experience you have in your expertise.

○ Location: Mention your city of residence.

○ Education: Include your alma mater and any relevant qualifications.

○ Professional goals: Briefly describe your personal and professional goals.

○ Achievements: Highlight a relevant achievement or accomplishment.

● Create a draft

○ After you create a draft, upload to ChatGPT and put in the following prompt:

■ My goal is to be seen as a leader. Act as a leadership expert, evaluate my bio and show me how I can improve it to meet my goal. Also, what areas do I need to get stronger based on the evaluation.

● Breakout in groups

○ Read your bio draft and provide feedback to each other Learning Objective: Professional Development Plan (PDP)

● A professional development plan is an ever-changing document that assesses your current skill set, helps you set career goals, create strategies, and uncover resources that will help you reach them.

● A structured document that outlines the actionable steps required to achieve your career goals

● Helps you gain specific insight into how you can reach your career aspirations, such as earning a new certification or finding a mentor who can advise you

● A continual reference or touchstone, and you should update it every time you reach important milestones

● Writing a PDP helps you to think more intentionally about your goals and identify specific ways to achieve them. PDPs can also help you navigate challenging transitions in your professional life.

What’s the difference between a personal development plan and a professional development plan?

● A personal development plan focuses on goals that relate to your personal life, outside of work, while a professional development plan emphasizes your career growth.

● For example, a personal development plan might discuss building confidence and developing self-care habits, while a professional development plan might outline the steps for getting a promotion at work, expanding your business, etc.

Examples of goals commonly included in a PDP:

● Getting a raise

● Earning a promotion

● Completing a certification program

● Learning a new software program

● Gaining supervisory duties

Six Steps of a PDP:

1. Self-assessment: Evaluate your professional interests, knowledge, and skills. Identify areas in which you can improve to obtain your goals. This is the foundation of your PDP and a critical step whenever you update your PDP. In this step, you’ll evaluate your personal and professional interests, any hopes, plans, and dreams you have for your career, as well as your current knowledge and skill set.

2. Goals: Set SMART (Specific, Measurable, Achievable, Relevant and Timely) goals that are trackable and achievable by completing small steps. List goals in order of priority with the highest first so you can quickly identify them.

● Now that you’ve evaluated your current position and skills, it’s time to set your goals. To break up your main goals, you’ll want to set long-term, mid-term, and short-term goals.

o Long-term goals can be months or even years into the future.

o Mid-term goals should range from a couple of weeks to a couple of months.

o Short-term goals should range from a couple of days to a couple of weeks.

3. Action plan: Create an action plan that outlines the steps required to achieve your goals. Break down each goal into smaller tasks and assign deadlines for each task.

o To reach your goals you need an action plan.

o To create one, ask yourself how you can advance your competencies, learn new skills, or get that promotion you’ve been eyeing.

o Look at your current skill set or position, as well as your goals, and write down what you need to do to reach them.

o Whether that’s going to a conference to broaden your knowledge, finding a mentor who can help you build meaningful connections within the organization, or signing up for a workshop to hone your skills, write down your action plan so you know which steps you’ll have to take to reach your goals.

4. Gather Your Resources: List all the resources you can think of and then narrow them down to the ones that align best with your strategies and goals.

o Think through professional growth you need to succeed. Here are a few examples of resources that can be relevant to your professional development:

■ Seminars, webinars, or workshops that elevate your skill set

■ Learning and development resources that can advance your knowledge

■ Professional networks that connect you with new peers or mentors

■ Continuing education institutions that provide you with the degree you need for your promotion.

■ Social media platforms, like LinkedIn, where you can connect with your virtual team outside of work

5. Implementation: Implement the action plan by completing each task on time.

Creating a timeline and deadlines for your goals can be extremely helpful in sticking to them. It’s also the “T” of any SMART goal (time-bound). Depending on the type of goals you set for yourself, you may want to think in weekly, monthly, or quarterly increments. Try to find a happy balance between giving yourself enough time to achieve your goals but also challenging yourself.

6. Evaluation: Evaluate your progress regularly and update your PDP every time you reach important milestones.

o Remember, a PDP is a living document that should be updated regularly to reflect changes in your career aspirations and progress towards achieving them.

You can use many different formats to create a PDP. It can be a simple typed document, or you could create a structured table with rows and columns. Use a format that can help you methodically think about your professional future and the goals you need to reach that vision.

Professional development plan example

Everyone’s professional development plan is going to look different. To give you a quick overview of what it can entail, here are a few brief examples of what you can write in your professional development plan:

Self-assessment

• Joined the company only six weeks ago

• I feel welcomed by my team but I’m holding back on social interactions because I am intimidated by their closeness

Goals

• Create a network of at least three people that I connect with outside of work by the end of the year.

Strategies

● Speak up and get involved in meetings

● Attend conferences, workshops, and after-work activities

● Find a mentor

● Connect with colleagues on LinkedIn

Resources

● Company networks and after-work activities

● Mentor 1:1 meetings

Timeline

● By next week: Add colleagues on LinkedIn and participate in at least one after-work activity

● By next month: Secure a mentor and schedule bi-weekly meetings

● By next quarter: Attend a conference or workshop with a colleague

● By the end of the year: Have three or more colleagues that I feel comfortable hanging out with after or outside of work

Evaluation

When tracking these goals, you may realize that they were easier or harder to reach than you thought. That’s no problem! Simply adjust your goals or timeline and keep going.

In this case, you may realize that making these connections doesn’t just help you feel more welcome and comfortable in the team but that your team considers you a natural leader. That could lead to a whole new development plan you can create to ensure you keep growing as a person.

Assignment: Create a Professional Development Plan

● Use the following template

○ Select at least one thing you would like to improve on or learn

○ Use AI to get examples of PDPs

Self-Assessment

Goals

Action Plan

Resources

Implementation

Evaluation

● Group Work

○ Share one of your PDP goals with the group

○ Provide feedback

Reflection

• What did you learn about yourself today? How did the SWOT Analysis help you complete these assignments?

• What did you learn in the first Module?

Homework

• Complete SWOT Analysis, PDCA, Bio and Professional Development Plan

• Complete She’s Meant to Lead

• Read Part 1 in Our Separate Ways

• Complete Emotional Self-Care for Black Women

• Watch A 3-Step Guide to Believing in Yourself | Sheryl Lee Ralph | TED

• Share your thoughts about the first Module on the Leadership Group page

Next Module

• Headshots with Leroy Hamilton

End of Class/End of Module

I. Welcome - Video II. Reflection

III. Journaling & Report Outs

IV. Leadership Fundamentals

V. Group Work

VI. Break VII. Adaptive Leadership

Video

IX. Assignment

X. Headshots

XI. End of Class

Welcome

Video

• Ted Talk – Carla Harris: How to find the person who can help you get ahead at work | TED Talk

Reflection Assignment

• Write what leadership means to you in your journal and read out

• 3-4 Share Your Reflection

Learning Objective: Leadership Fundamentals

Leadership fundamentals are the basic principles and skills that leaders need to have and develop to achieve their goals and inspire their teams. They include:

• Communication

• Vision

• Strategic thinking

• Empowerment

• Adaptability

• Self-awareness

Communications

• Communication as a leader is a core function and a key characteristic that involves more listening than talking, speaking up with strength, clarity, and honesty, and sharing knowledge and experience with teams.

• Communication as a leader is a two-way process of giving and receiving information that enables leaders to get work done and achieve results through others.

• Communication as a leader is also vital for keeping employees motivated, engaged, and productive, as well as for fostering relationships at different levels of the organization and beyond.

Group Question

• Provide some examples of bad and good leadership communications skills

• Ask ChatGPT for some examples of good leadership communication skills and compare your list

Crucial Conversations

• A major part of effective communications as a leader is Crucial Conversations

o Crucial communications are conversations that involve high stakes, differing opinions, and strong emotions.

o It can help you achieve your goals, resolve conflicts, and build trust with others.

o Some examples of crucial communications are:

 Ask for a raise or a promotion

 Give feedback to a colleague or a boss

 Negotiate a contract or a deal

 Apologize for a mistake or a misunderstanding

 Express your feelings or needs to a partner or a friend

 Set boundaries or expectations with a family member or a coworker

o There are many techniques and skills that can help you master crucial communications, such as:

 Stay focused on the common goal and mutual respect

 Listen actively and empathetically to the other person’s perspective

 Share your own views and feelings with honesty and clarity

 Explore options and solutions that benefit both parties

 Commit to action and follow-up

Organizational performance and the quality of relationships improve significantly when people learn the skills to handle these crucial conversations effectively.

There are 7 principles that can help guide you through difficult conversations:

1. Know Your Heart: In high-risk discussions, stay focused on what you really want and what you really don’t want.

2. Make the Conditions Safe: Create an environment where everyone feels comfortable sharing their thoughts and feelings.

3. Make the Content Safe: Focus on the facts and avoid making assumptions.

4. Control Your Emotions: Stay calm and avoid getting defensive.

5. Share Your Stories: Share your experiences and listen to others’ experiences.

6. Explore Others’ Paths: Try to understand others’ perspectives.

7. Move to Action: Agree on a plan of action.

(Note: Crucial Conversations is a book written by Kerry Patterson, Joseph Grenny, Ron McMillan, and Al Switzler. The book provides a framework for handling high-stakes conversations. The authors argue that many problems are caused by how people behave when they disagree with others about high-stakes, emotional issues.)

Vision of a Leader

Leadership vision is an essential means for focusing attention on what matters most. A useful vision must be rooted in your past, address the future, and deal with today’s realities. A leadership vision should have the following qualities:

• A set direction and purpose in alignment with the organization’s goals

• The ability to inspire loyalty and empathy and involve the employees

• Reflection of the strengths, culture, beliefs, and values of the organization

• The ability to inspire the enthusiasm and commitment of employees and motivate them to be a part of it

Five Reasons Why Vision Is Important In Leadership by Noah Ibrahim

1. Vision sets a path towards a destination:

• As a leader, you need to have a clear view of the path where your company or team is headed, you have to look forward.

• This is pivotal because you would have calculated all challenges before they happen and avert catastrophe.

• As a leader, having a vision keeps you on course during stormy waters or unexpected setbacks.

• It is always advisable to have a clear path envisioned or a plan to succeed in your business.

• This is very valuable as most leaders make this avoidable mistake by not having a path or a plan before embarking on a project.

2. Vision drives and motivates you to continue pushing:

• Leaders without a clear vision or purpose often require lots of external motivation to keep moving forward.

• Leaders need to have a clear picture of the end results.

• As a leader, having a strong vision is essential as this is what pushes you to the end.

• If this is lacking, goals would be stopped short or not seen through.

3. Vision helps to keep moving forward and sail through rocky waters:

• Minor setbacks and hurdles tend to appear small or inconsequential if a leader has a strong vision.

• They would sail through them and persist to the end, learning at each step of the way.

• Vision helps leaders to be persistent.

4. Vision provides focus:

• With the distractions that come with life and business management, having a vision would help your leadership by keeping your eyes on the end goal providing you with the much-needed focus to accomplish your goals.

• Vision keeps you on track by helping you work on what is important to achieving the desired end success.

• It helps leaders to focus on the 20% that is important instead of the remaining 80% that can be delegated and handled by others.

5. Vision provides meaning and creates a sense of purpose to what we do:

• As a leader, it will help you to see the end result of your efforts.

• It will give you your “why?” and the reason that you are doing what you do.

• Great leaders use vision as a tool to inspire and motivate, not to dictate.

• A vision must be a set goal which is carved, which encompasses values and morals, that seems unrealistic but that is yet anchored in reality.

Strategic Thinking

• Strategic thinking in leadership is a long term thought process that involves addressing what matters with insight and innovation, analyzing the current situation, the desired future, and the best ways to achieve it, and fostering strategic discussions and actions in the organization.

• It also requires effective leadership skills to anticipate, prepare, position, compete, and win in a complex and changing environment.

• Strategic thinking in leadership is a skill that involves seeing the big picture of an organization, its goals, and its challenges, and making decisions that align with its long-term vision.

• It also involves anticipating changes and opportunities in the market or industry and developing creative and innovative solutions that move the organization forward.

• Strategic thinking in leadership requires both analytical and creative thinking, as well as the ability to communicate and execute the strategy effectively.

• Some of the benefits of strategic thinking in leadership are:

o It helps leaders to identify and prioritize the most important tasks and projects for their team or organization.

o It helps leaders to align their team or organization with the overall mission, values, and vision of the organization.

o It helps leaders to adapt to changing situations and respond to emerging threats and opportunities.

o It helps leaders to foster a culture of curiosity, learning, and innovation among their team or organization.

o It helps leaders to inspire and motivate their team or organization to achieve their goals.

• Strategic thinking in leadership is critical because it helps them navigate the challenges of their role and drive their team’s success.

• When starting a new leadership role, it can be easy to get caught up in the day-to-day tasks and lose sight of the bigger picture.

• One of the key benefits of strategic thinking for new leaders is that it provides a roadmap for success.

Strategic thinking skills refer to analyzing complex situations, identifying opportunities and challenges, and developing effective strategies to achieve specific goals. It involves thinking critically and creatively, considering multiple perspectives, and making decisions. They are essential

because managers can make or break company growth. Strategic thinking in leadership requires a combination of skills.

• Analytical skills

• Communication skills

• Problem-solving skills

• Planning and management skills

How to think strategically as a leader?

Strategic thinking in leadership does not come naturally to everyone, but it’s a skill that can be developed with practice. Here are some tips for how you can improve your strategic thinking skills:

• Gather information

• Analyze data

• Think creatively

• Develop a plan

• Evaluate your progress

How can managers improve their strategic thinking skills?

• Ask strategic questions: By asking open-ended questions that challenge assumptions and uncover new insights, you can better understand the problem or opportunity as well as help you identify root causes, consider multiple perspectives, and develop creative solutions.

• Observe and reflect: By analyzing trends and patterns in your industry or marketplace, you can identify opportunities for growth and potential risks by thinking deeply about your experiences and learn from them, enabling you to make more informed decisions.

• Consider different and opposing viewpoints: Leaders can challenge their assumptions and expand their thinking by actively seeking opposing views to develop more robust strategies and make more informed decisions.

• Adopt formal training: Many courses, workshops, and books can teach you the principles and techniques of strategic thinking.

• Collaborate with others: Collaboration can help leaders develop their strategic thinking skills by exposing them to new ideas and perspectives.

• Seek role models: Learning from others skilled in strategic thinking can be a valuable way to develop your skills.

What skills do leaders with solid strategic thinking demonstrate?

• Strategic agility

• Flexibility when dealing with a paradox

• Clarity amid ambiguity

• The perspective of the bigger team picture

Additional Strategic Thinking Activities for Leaders

• Continuous learning: Strategic leaders are committed to constant learning and selfimprovement. They seek new information, ideas, and perspectives and apply them to their work. They also prioritize ongoing professional development and seek opportunities to expand their skills and knowledge.

• Focus on the long-term: Strategic leaders can balance short-term goals with long-term vision. They prioritize initiatives that align with the team’s strategic direction and can stay focused, even in the face of short-term challenges.

• Collaborative mindset: Strategic leaders understand the value of collaboration and actively seek opportunities to work with others. They build strong teams and partnerships and can leverage diverse perspectives to drive innovation and achieve shared goals.

• Embrace innovation: Strategic leaders are open to new ideas and approaches and are willing to take calculated risks to achieve breakthrough results. They encourage experimentation and learning and can pivot quickly in response to changing market conditions or customer needs.

• Lead with purpose: Strategic leaders are guided by a clear purpose and mission. They can articulate a compelling vision for the future and inspire others to join them in achieving it. They also prioritize ethical behavior and act with integrity in all their interactions.

Group Work – Answer the following questions and discuss

Why do leaders need strategic thinking?

What is the strategic role of leaders?

How do leaders develop strategic thinking?

How can strategic thinking improve leadership?

Empowerment

Empowerment leadership theory is a management practice that involves giving workers the authority to make decisions. It is a resource allocation strategy that can reduce dependence on high power. The empowered leadership model is built upon intentionality and consistency and is the pathway to create healthy and strong teams that can successfully follow the vision of the organization and take ownership for company-wide goals.

Examples of empowering leadership include:

• Sharing the vision and value of each team member

• Communicating effectively and frequently

• Delegating tasks and responsibilities

• Recognizing and rewarding effort and success

• Using failures and mistakes as learning opportunities

• Respecting and listening to employees’ opinions and input

• Allowing teams to create their own rules and decisions

Break

Adaptive Leadership

Adaptive leadership involves what we refer to as the 4 A’s:

• Anticipation of likely future needs, trends and options.

• Articulation of these needs to build collective understanding and support for action.

• Adaptation so that there is continuous learning and the adjustment of responses as necessary.

• Accountability, including maximum transparency in decision making processes and openness to challenges and feedback.

Video - https://youtu.be/0aKGS3ReOoM

Assignment – How well do you adapt to change? What are your strengths, weaknesses, opportunities?

Self-awareness

• Self-awareness is a key trait for leadership excellence.

• It is often defined as conscious knowledge of one’s own character, feelings, motives and desires.

• It’s key to self-control, decision making, creativity, learning, growth and self-fulfillment.

• It creates value and helps you to influence others.

• It is a tool to proactively manage your beliefs, thoughts, emotions, decisions and behaviors. Great leaders are self-aware and practice self-awareness activities daily.

• Self-awareness is one of the key elements of emotional intelligence (EI) that refers to a person’s ability to identify and manage their emotions and identify and influence others’ emotions.

• Often, developing self-awareness as a leader is also the first step in developing EI which has proven particularly valuable in leadership.

• Developing self-awareness as a leader will strengthen not only individual performance but organizational performance as well.

Leadership Styles

Group Discussion – What do you think is the most common leadership style?

• Affiliative

• Authoritarian

• Bureaucratic

• Coach

• Democratic

• Emergent

• Laissez-Faire

• Pacesetter

• Servant

• Strategic

• Transactional

• Visionary

How to choose a leadership style

• What do I value more goals or relationships?

• Do I believe in structure or freedom of choice?

• Would I rather make a decision on my own, or collectively?

• Do I focus on short or long-term goals?

• Does motivation come from empowerment or direction?

• What does a healthy team dynamic look like to me?

Strategies for choosing

The above are just a few examples of questions to ask yourself while reading through leadership styles to help you decide on which style you relate with most. To develop your leadership style consider these four strategies:

• Experiment. Try out varied approaches in different circumstances and pay attention to the outcome.

• Seek a mentor. Consulting a leader with more experience than yourself can offer great insight into how they developed their style and what worked for them.

• Ask for feedback. Constructive feedback helps you grow into a successful leader. Seek feedback from individuals you trust that will give you an honest answer.

• Be authentic. Trying to perfect a leadership style that’s in opposition to your personality or morals will come across as inauthentic. Try to choose a leadership style that’s aligned with your strengths and work to improve it.

Lunch

Assignment - What is your leadership style?

Group Discussion on Leadership

Head Shots with Leroy Hamilton

Review Module 1 Assignments

Reflection – How are you feeling?

End of Class

Homework

• Identify your leadership style

• Read Chapter 6 in Emotional Intelligence

• Read Chapter 2-3 in I’m not Yelling

Additional Readings & Podcast

• https://www.msn.com/en-us/money/smallbusiness/an-exclusive-conversation-with-tonitownes-whitley-1-of-only-2-black-women-running-a-fortune-500-company/ar-AA1hzdoR

• https://www.entrepreneur.com/leadership/black-women-in-leadership-strategies-forprogress/373808

• https://hbr.org/2018/05/interviews-with-59-black-female-executives-explore-intersectionalinvisibility-and-strategies-to-overcome-it

• https://journals.sagepub.com/doi/full/10.1177/00221678211003000

• https://knowledge.wharton.upenn.edu/podcast/knowledge-at-wharton-podcast/black-womenleaders-navigate-intersection-gender-and-race/

• https://leanin.org/research/state-of-black-women-in-corporate-america

• https://www.linkedin.com/pulse/strategies-setting-boundaries-black-women-leadershipcarter-pcc/

• https://hbr.org/2018/03/how-black-women-describe-navigating-race-and-gender-in-theworkplace

• https://www.usatoday.com/story/money/2022/05/25/black-women-business-executivesdiversity/9828385002/?gnt-cfr=1

• https://knowledge.wharton.upenn.edu/podcast/ripple-effect/must-read-wharton-facultyauthors-preparing-for-leadership-erika-james/

A Black Women’s Professional Leadership Development Program Module 2 - Lesson 2 – The Workplace and Your Authentic Self

I. Welcome – Video

II. Reflection

III. Your Authentic Self

IV. Group Work

V. Video Break VI. Core Values VII. Lunch

VIII. Leadership Styles

Group Work

X. Analyze Biases

XI. Assignments

XII. Reflection

XIII. End of Class

Welcome

• Dear Black Women, Let’s talk about healing | Angela Bowden | TEDxMSVUWomen

Reflection Assignment

• Write in your journal a situation that happened in the workplace that minimized your voice and a situation where you felt you couldn’t represent your authentic self.

• Share Your Reflection

Learning Objective: Authentic Self

How to Discover Your Authentic Self -- at Any Age | Bevy Smith | TED - YouTube

• Let’s Talk About It

• What does being authentic mean to you?

• How do we show up whole and leave whole in the workplace?

• Where are your boundaries?

• As a Black Woman leader, how do you navigate the stereotypes of being a Black Woman in the workplace and a leader at the same time?

Breakout Group Task

• Create a list of attributes of a leader who you want to be?

Video Break: How To Own Your Power Presentation - Carla Harris - Take The Lead

• Group Report Outs

Learning Objectives: Core Values

• Complete the Values Questionnaire

• What is the correlation between your authenticity and your values?

• How do your core values guide your leadership?

5 Steps to Become Our Authentic Self Work Plan

1. Take personal inventory

When do you feel the most authentic?

Ask yourself some direct questions that can help you discover who you are when you are not putting on a mask or betraying your core values. When you get clear on those values, you will find it easier to make decisions in line with your authentic self.

1. Which type of people, activities, or situations make you feel the most alive?

2. Are there people or parts of your life that make you feel unhappy, angry, or toxic?

Then take it a step further. In situations that feel wrong to you, what’s really going on?

Write down:

1. Who you’re with

2. What emotions come up

3. What these experiences cost you emotionally or physically

4. In situations where you feel authentic, what’s going on?

Write down:

1. Who you’re with

2. What activities are involved

3. Positive emotions or outcomes of these experiences

You need to prioritize those people and activities that bring you joy and meaning.

2. Be present

• Be present with yourself, No Matter What…regardless of what is going on around you. It is essential to authenticity. If you are always distracted by your inner voice or reacting to external situations, you’re not in a good state of being.

• Focus Inward

• When you find yourself wondering how you appear, wandering in your thoughts, whether you’re meeting approval, etc. focus inward. Reflect on your values.

• Practice taking a pause…breath and check in with yourself…do it throughout the day. This strengthens your mindfulness.

3. Build your social support system

BARBARA DE ANGELIS – How to create a social support system:

• Find communities, groups, or people in your life who share your core values. Spend time with them and stand by them.

• Surround yourself with people who encourage your big dreams, rather than shoot them down

• Walk away from the naysayers

• Connect with a coach or mentor, who can help navigate your path to self-discovery

• Check in with your relationships from time to time

4. Speak your truth—assertively

Some people tend to be passive communicators and others aggressively dominate conversations. One holds back sharing opinions and the other fails to listen. And with passive-aggressive communicators, sarcasm and dishonesty happens and that blocks the way to an authentic exchange.

Assertive Communication Means

• Expressing your needs honestly with confidence

• Listening to other people when they speak

• Keeping eye contact during a conversation

• Being able to say no

Set boundaries that prevent unhealthy communication and help you remain authentic.

5. Recognize internal versus external influences

When you want to know how to be your authentic self, it helps to differentiate your internal motivations and external influences.

• Internal Motivators are those drives and desires that come from deep within.

• External Motivators refer to decisions you make based on external factors, like money, status, recognition, or expectations from other people.

Ask yourself:

• Do I feel pressured by other people into taking this step? If so, by whom?

• What do I want to accomplish with this goal?

• Am I willing to fight through difficult obstacles to make this happen?

• Is this truly what I want? Listen to your gut. When you tap into your intuition, you may already know the answer deep down.

Analysis Your Identity and Your Bias

• “When have you felt hyper-visible or invisible at work?”

• Bias is a system output that shows up in people; can change either.

Evidence spotlight (rapid teach-in)

• Stereotypes & perception: The “Angry Black Woman” trope shapes how emotion and assertiveness are read—often leading to double standards in feedback and opportunity. Share headline findings and one short quote.

• Hair bias: Black women’s hair is 2.5× more likely to be labeled “unprofessional”; many report career impact hiring, promotions, and daily fit. Tie to CROWN movement.

• Career progression: Black women still face promotion headwinds at the first rung to manager; 2024 data show persistent gaps.

• Evaluation dynamics: “Prove-it-again” vs. “potential,” “tightrope,” “maternal wall,” “tug of war.” Name the patterns and how they appear in reviews.

• Hiring bias (names): Classic résumé study: “white-sounding” names received ~50% more callbacks. Use to unpack first-impression bias.

Assignment Bias Spotting

• Get in groups

• Tasks:

o Highlight biased phrasing.

o Rewrite with evidence and behavior.

o Identify which bias patterns were present (prove-it-again? tightrope?).

Assignment Hair & Appearance Case

• Case: “Morgan, a Black woman manager, is told her twists look ‘too casual for clients’ and asked to ‘polish up’ for a pitch.”

• Discuss in groups: What’s the impact? What’s the law/policy context? What microinterventions? (Use ChatGPT)

Homework Reflection

• Chapter 6 - Emotional Intelligence

o What stood out to you

o 2-3 report out

• Chapter 2-3 - I’m Not Yelling

o How does it align with your experiences?

o 2-3 report out

• Your Leadership Style (She’s Meant to Lead Chapter 2)

o What are you learning about yourself?

o 2 or 3 report out

End of Class

Homework

• Journal every day when possible

• Read Chapter 6 -7 in The Color of Emotional Intelligence; Chapters 5-6 in I’m Not Yelling

• Continue to work on your leadership style descriptive

o Passive vs. Assertive

o When do you use it and why

o How does it honor your authentic self

• Exercise on finding your authentic voice

o Choose your adjectives - Describe in three words how you engage with others. My examples: I’m inspirational, encouraging and thought-provoking.

o Check your congruency - Ask yourself, “Is this how I talk one-on-one with someone when I feel like my comfortable, lit-up self? Is this how I would say it in person?”

o Know who you’re meant to lead/reach/inspire - This is both hard and easy. Describe them in detail as one person their nature, their communication preference. Then write/speak to her only.

o Shape your environment - What three words describe how you want your tribe to feel reading and engaging with you? How do they need and want to feel when they’re around you? Example: I want the person to feel…

o Study your role models - Name 3 authors, bloggers, leaders, podcasters or mentors whom you admire, follow and read. What do they have in common that you like? What do others like about them? How are they different than you?

o Describe 3 defining experiences that have directly shaped who you are todayExamples to spark your story: What were you like before? What are you like now? How are you better for it? What did the process feel like?

o Offer vulnerability as a gift - Let’s share this with folks. Post it on your LinkedIn, FB or send to a group of friends or the call. Use courageous vulnerability as your strength. Base your confidence on who you are, not merely what you know or what you think they think of you.

Suggested Videos & Links

• Get comfortable with being uncomfortable | Luvvie Ajayi Jones - YouTube

• How to build your confidence and spark it in others | Brittany Packnett Cunningham - YouTube

• The Microaggressions Towards Black Women You Might Be Complicit In At Work (forbes.com)

• https://www.wharton.upenn.edu/story/race-and-work-in-2020-how-blackprofessional-women-break-barriers-and-achieve-success/

• https://www.forbes.com/sites/ellevate/2021/02/09/black-women-can-thrivebeyond-racial-barriers-at-work/?sh=3016b9ae4049

• How leaders can empower women and minorities at work | World Economic Forum (weforum.org)

• Britt + Co. (2021, August 27). 7 female leaders actually helping to make systemic change. https://www.brit.co/issues/diversity/diversity-equity-and-inclusion/

• https://www.apa.org/topics/women-girls/female-leaders-make-work-better

• The Color of Emotional Intelligence: Elevating Our Self and Social Awareness to Address Inequitibes: Harris, Farah: 9798987763902: Amazon.com: Books

CA Black Women’s Professional Leadership Development Program Module 2 – Lesson 3 – The Workplace and Your Authentic Self

I. Welcome

II. Reflection

III. Video

IV. Understanding Your Personal Values

V. Assignment

VI. 4 Ways to identify your values to make better decisions

VII. Group Work

VIII. Break

IX. Assignment

X. Report Outs

XI. Workplace Communications – Passive Aggressive Behavior

XII. Lunch

XIII. Group Work

XIV. Report Outs

XV. Reflection

XVI. End of Class

Welcome

Reflection Assignment

● What have you learned about yourself in this program to date and what surprised you?

● Share Your Reflection

Learning Objective: Understanding Your Personal Values

VIDEO – Personal Values

• The importance of understanding your values will help you make better decisions as an employee and as a leader.

• As you go through your professional career, there will be unexpected twists of fate, change of directions, or career disruptions that may impact your direction causing a major upheaval and interrupting your peace.

So, what are values?

• Merriam-Webster Dictionary tells us they are “something (such as a principle or quality) intrinsically valuable or desirable.” Values can also be described as virtues, distinctions, excellences, graces, or merits.

• The ancient Greek philosopher Plato believed that all values hinged on four cardinal virtues: prudence, justice, fortitude, and temperance. These qualities were adapted by Christians that form the virtue theory of ethics

• Simply put, your values define what’s most important to you.

• They’re your driving factors in life, what makes you want to get up in the morning.

• Think about it like this…without values, there is no “value” in life.

Assignment:

• Use AI to get a list of values and ask to provide examples

4 Ways to identify your values to make better decisions

• Review what beliefs and standards you’ve had throughout your life.

o Think about the traits and qualities that you respected in your childhood, teens, adulthood, and so on.

o This will help you see how your moral principles have changed and evolved with your life experience and maturity.

• Create a list of things that make you feel happy or satisfied.

o Think about the challenges you have overcome, lasting friendships you’ve formed, your spiritual growth, and the kindnesses you’ve shown and received.

• Reminisce about who you have looked up to and why you admired them.

o What about the historical individuals – past first lady, community leaders, sports stars, or spiritual gurus what commendable principles or morals did they possess?

• Remember the key moments in your life—especially the difficult ones.

o What lessons, strengths or wisdom did you learn from the obstacles in your life? What false beliefs or attitudes did you discard?

o Once you have a better idea of how values have guided you in the past, you can see how they affect you in the present. Have they changed, are they no longer relevant, are there others that might have helped at some point in your life if you had prioritized them?

• So…. Lets talk about it.

• Group Work – Facilitated discussion on the way in which your values play a part in your leadership style

Why This Matters

• Workplace communication is rarely just about words it’s about tone, intent, and delivery.

• For Black women, navigating passive-aggressive behavior is uniquely complex because of the layered stereotypes we face (e.g., being mislabeled as “angry,” “intimidating,” or “difficult”).

• These perceptions can silence us, affect career progression, and erode professional confidence.

• Understanding passive-aggressive communication and how to address it with strategy and clarity is an essential leadership skill.

Defining Passive-Aggressive Behavior

Passive-aggressive behavior is indirect resistance to requests, expectations, or collaboration. It looks like agreement on the surface but covert opposition underneath.

Common workplace examples:

• Sarcasm disguised as humor: “Oh, look who finally decided to join us on time.”

• Backhanded compliments: “You’re surprisingly articulate in meetings.”

• Silent resistance: Ignoring emails or sitting on action items.

• Undermining in meetings: Agreeing publicly, then privately discouraging others from following through.

Industry insight: Harvard Business Review and Forbes highlight that passive-aggressiveness often stems from avoidance of conflict, fear of speaking up, or resistance to power dynamics. Left unchecked, it corrodes team trust and disproportionately impacts women and people of color, who are often excluded from informal channels where issues get resolved.

The Impact on Black Women

• Amplified Perception Gap: When Black women address passive-aggressiveness directly, it can be reframed as confrontational.

• Invisible Labor: Black women are often expected to “smooth things over” or carry emotional labor when colleagues engage in indirect hostility.

• Opportunity Costs: Staying silent can protect against stereotypes in the short term but can also allow disrespect or sabotage to persist unchecked.

Example: A Deloitte study on women in the workplace found that 58% of Black women reported being subjected to “demeaning comments or behavior” at work, often in indirect or coded ways.

Recognizing Passive-Aggressive Patterns

Ask yourself:

• Does the message avoid direct feedback while implying criticism?

• Is there inconsistency between verbal agreement and actual behavior?

• Do you feel dismissed, belittled, or excluded, yet the words are coated in politeness?

Red flag phrases:

• “I thought you already knew…”

• “No worries, it’s fine” (when tone suggests the opposite).

• “We’ll see if it works out” (as code for resistance).

Strategies to Navigate Passive-Aggressive Behavior

1. Stay Grounded in Professionalism

• Respond to behavior, not tone. Anchor in observable facts.

• Use neutral, direct language: “I noticed the deadline hasn’t been met. What’s the barrier?”

2. Clarify & Redirect

• Seek clarity without accusation:

o “I want to make sure I understand can you walk me through your concern?”

• Redirect sarcasm or vague negativity toward specifics: “What suggestions do you have to improve this process?”

3. Document and Follow Up

• Keep written records of tasks, agreements, and timelines.

• Send recap emails: “Per our discussion, you’ll complete X by Friday.”

• Documentation protects against gaslighting and misrepresentation.

4. Use Bias-Proof Communication

• Control the narrative: Frame your tone as collaborative and solution-oriented.

• Check perceptions: Before sending an email or making a statement, re-read it through the lens of how it might be interpreted, not just intended.

5. Choose Strategic Escalation

• Escalate patterns, not isolated incidents.

• Frame the concern around impact to team performance rather than personality:

o “We’re seeing delays when commitments are made but not followed through. How can we strengthen accountability?”

6. Building Communication Muscle

Lunch

Group Work

• Get into groups and go through these scenarios

Practice Scenario 1

Colleague says in a meeting:

• “Well, maybe if everyone did their part on time, we wouldn’t be in this mess.”

Passive-Aggressive Cue: Indirect blame targeted at you.

Response Option:

• “I hear there’s concern about timelines. Can we review the project plan together to see where adjustments are needed?”

Practice Scenario 2

Email from manager:

• “I guess the report will have to do, though I was hoping for something more polished.”

Passive-Aggressive Cue: Diminishing feedback without specifics.

Response Option:

• “Thanks for your input. Could you clarify what areas you’d like to see refined so I can address them directly?”

Report Outs

• 2 or 3 groups report out

The Role of Self-Reflection

Bias is a two-way street. Sometimes our own biases or frustrations can lead us to label someone as passive-aggressive without considering context.

• Ask: Am I interpreting avoidance as aggression?

• Self-check: Is my response shaped by fatigue from stereotypes I already carry?

This pause ensures your response is rooted in fairness and strategy, not just reaction.

Key Takeaways

• Passive-aggressive communication is indirect hostility recognize the patterns.

• Black women face unique risks when confronting it; strategy matters.

• Tools like clarification, documentation, and reframing preserve professionalism while protecting your credibility.

• Balance accountability with bias awareness be firm, but fair.

Leadership lens: Navigating passive-aggressive behavior is not about “keeping the peace” it’s about creating a workplace culture where accountability, respect, and equity are the standard.

Homework Reflection

• Your Leadership Style

• What are you learning about yourself?

End of Module Homework

• Journal every day if possible

• Finish up all your assignments from Modules 1 – 2

• Read Part Two in The Color of Emotional Intelligence

• Read Part 2 in Our Separate Ways

End of Class; Completion of Module 2

CA Black Women’s Professional Leadership Development Program Module 3 - Lesson 1 – Models of Success

I. Welcome

II. Video

III. Reflection

IV. Black Women & Success

V. Model of Success

VI. Assignment

VII. Break

VIII. The Importance of Role Models

IX. Coaches, Mentorship and Sponsors

X. Lunch

XI. Capstone Project

Welcome

Video - Interview with Caroline Wanga, CEO of Essence and Chief Growth Officer of Essence Ventures - YouTube

Reflection

● Write in your journal – What does success look like to you?

● Report out o 2 or 3 report out

Learning Objective: What does success look like for Black Women?

Unveiling Success for Black Women Amidst Challenges

• Success, in its multifaceted and dynamic nature, is a personal journey that transcends boundaries, color, and creed.

• For Black Women, success is a testament to resilience, determination, and the indomitable spirit that refuses to yield to adversity.

• It's a triumph of the self, the community, and the legacy they carry with us.

Navigating Challenges

• Black Women face a unique set of challenges on their path to success.

• Intersectionality, the overlapping of race and gender, can lead to a compounded impact on our experiences.

• Stereotypes, biases, and systemic inequalities often create additional hurdles, but Black Women persevere with grace and tenacity.

Stereotypes and Microaggressions:

• Black Women are often burdened with stereotypes, like the "Strong Black Woman" or "Angry Black Woman," which can be limiting and dehumanizing.

• Microaggressions, subtle but damaging acts of discrimination, can take a toll on our mental and emotional well-being.

Leadership Double Bind:

• In leadership roles, Black Women may face a "double bind" dilemma, where we are often perceived as too assertive or not assertive enough.

• Balancing being strong leaders and our authentic selves can be challenging.

Qualities that Drive Success:

• Despite these challenges, Black Women have cultivated qualities and strengths that are instrumental in their journey to success:

Resilience:

• Resilience is a cornerstone of success.

• Black Women draw strength from their history of overcoming adversity, allowing them to bounce back from setbacks and thrive.

Empathy and Cultural Competence:

• Cultural competence and the ability to empathize with diverse perspectives equip Black Women with the power to build strong relationships and understand the complexities of the human experience.

Intersectional Perspective:

• Black Women often bring a unique intersectional perspective, addressing the diverse challenges faced by different groups.

• This perspective is invaluable in fostering inclusion and equity.

Leading the Way:

• Black Women leaders have excelled across various domains, including politics, business, arts, science, and social activism, breaking down barriers and inspiring countless others.

• Leaders like Kamala Harris, Oprah Winfrey, Dr. Mae Jemison, and Stacey Abrams, among many others, have blazed trails and exemplified the boundless potential of Black Women.

The Empowerment of Mentorship and Solidarity:

• Mentorship and a sense of community play pivotal roles in the journey to success.

• Mentorship provides guidance and support, while solidarity among Black Women fosters a network of empowerment.

• Black Women uplift one another, creating a sisterhood that magnifies their collective strength.

Celebrating Success:

• The success of Black Women is a celebration of triumph over adversity.

• It is a testament to their brilliance, our strength, and our determination.

• Our success serves as an inspiration to everyone, reminding us all that barriers can be broken, and that we are capable of achieving greatness in the face of adversity.

Learning Objective: Model of Success

• A model of success is an individual or entity that serves as a positive example or reference for others in a particular field or endeavor.

• Models of success are typically recognized for their significant achievements, exemplary qualities, or the impact they have had in their area of expertise.

• These models often inspire and guide others by showcasing what can be achieved through dedication, determination, and specific qualities or strategies.

• Models of success can be found in various domains, including business, sports, academia, leadership, entertainment, and more.

• They serve as role models, setting a standard for excellence and providing tangible examples of what is possible.

• In leadership and personal development, models of success often offer valuable insights and inspiration to individuals aspiring to achieve similar levels of success.

• They can be used as sources of guidance, learning, and motivation to help others navigate challenges, set ambitious goals, and work towards their own achievements.

Assignment - Group Work

• Partner with a classmate and discuss what success looks like to you and why.

• Use ChatGPT and search online successful Black Women in your field – get very descriptive.

• Share definitions, reasons, and your point of reference.

--- Break

---

Learning Objective: Importance of Role Models

• Role models are more than just individuals to admire from a distance; they are beacons of inspiration and sources of empowerment, especially for Black Women.

• In a world where stereotypes, biases, and systemic challenges can create barriers, having role models to look up to is pivotal.

• These role models exemplify the limitless potential and the extraordinary achievements that are within reach.

• They serve as living proof that dreams can become reality and that the sky is not the limit it's only the beginning.

• Role models provide a tangible vision of success and accomplishment.

• They offer real-life examples of what can be achieved through determination, resilience, and unwavering belief in oneself.

• For Black Women, who may face unique challenges due to the intersection of gender and race, having role models who share similar backgrounds or have overcome similar obstacles can be especially powerful.

• Role models showcase that success is attainable and that excellence knows no racial or gender boundaries.

• Moreover, role models not only inspire but also offer a roadmap for growth and development.

• They demonstrate the qualities, strategies, and resilience required to overcome adversity and achieve success.

• Black Women can learn from their role models, both in terms of the steps taken to reach their goals and the values that guided them along the way.

• Role models provide guidance, impart wisdom, and share insights that can be applied to various aspects of life and career, from leadership and education to business and social justice.

• Role models create a sense of belonging and solidarity. When Black Women can see others who look like them succeeding and breaking barriers, it instills a profound sense of pride and motivation.

• It fosters a community of empowerment and encourages the next generation to believe in themselves and their potential.

• Role models remind Black Women that they are not alone in their journey, that they stand on the shoulders of those who came before, and that they, too, can contribute to the legacy of excellence and achievement.

• In essence, role models serve as a bridge between dreams and reality, offering hope and inspiration for a brighter, more inclusive future.

Introducing Role Models:

Review biographical profiles and success stories of prominent Black Women leaders across various fields, such as business, politics, science, arts, and social activism.

Black Women Leaders in different industries

1. Politics and Government:

• Kamala Harris: Kamala Harris made history as the first woman, first Black woman, and first person of South Asian descent to become Vice President of the United States. She has also served as California's Attorney General and a U.S. Senator from California.

• Maxine Waters: Bio: Maxine Waters is a U.S. Representative for California's 43rd congressional district. She has been a prominent advocate for social and economic justice throughout her political career, serving in the U.S. House of Representatives since 1991.

2. Entertainment and Arts:

• Viola Davis: Viola Davis is an accomplished actress, winning numerous awards, including an Academy Award for her role in "Fences." She's known for her powerful performances in film, television, and theater.

• Ava DuVernay: Ava DuVernay is a renowned filmmaker, director, and producer. She has directed critically acclaimed works such as "Selma" and "When They See Us" and is a powerful advocate for diversity in the industry.

• Cicely Tyson: The late Cicely Tyson was a legendary actress who broke barriers for Black actresses in Hollywood. She had a prolific career spanning over six decades.

3. Business and Entrepreneurship:

• Ursula Burns: Ursula Burns is a trailblazing business leader who served as the CEO of Xerox and later as the Chairman and CEO of VEON. She was the first Black woman to lead a Fortune 500 company.

• Rosalind Brewer: Rosalind Brewer is the CEO of Walgreens Boots Alliance, making her one of the few Black women to lead a Fortune 500 company.

• Mellody Hobson: Mellody Hobson is the co-CEO and President of Ariel Investments, a major investment firm. She's a respected businesswoman, and she serves on the boards of various prominent organizations.

4. Science and Medicine:

• Dr. Mae Jemison: Dr. Mae Jemison is a former astronaut and physician, known for being the first Black woman to travel in space. She has also contributed to science education and technology initiatives.

5. Education:

• Dr. Beverly Daniel Tatum: Dr. Tatum is a prominent psychologist and educator. She served as the President of Spelman College, a historically Black women's college, and is an expert on race and education.

6. Technology:

• Rosalind Hudnell: Rosalind Hudnell is a diversity and inclusion advocate who served as Intel's Chief Diversity Officer. She has been instrumental in driving diversity initiatives in the tech industry.

7. Sports:

• Serena Williams: Serena Williams is one of the greatest tennis players in history, with numerous Grand Slam titles and a significant impact on women's sports and gender equality in tennis.

• Simone Biles: Simone Biles is an Olympic gymnast and widely regarded as one of the greatest gymnasts of all time. She has broken records and championed mental health awareness in sports.

8. Social Justice and Activism:

• Alicia Garza: Alicia Garza is a co-founder of the Black Lives Matter movement and an advocate for racial and social justice.

• Opal Tometi: Opal Tometi is another co-founder of the Black Lives Matter movement and a human rights activist.

• Tarana Burke: Tarana Burke is the founder of the #MeToo movement, advocating for survivors of sexual harassment and assault.

Assignment: Qualities and Strategies

• Get into a group:

o Discuss the qualities and strategies that have contributed to the success of the role models presented.

o Identify common themes such as resilience, perseverance, self-confidence, and effective communication.

Report Out

● 2-3 Report Outs Break

Learning Objective: Never Going Alone

Coaches, sponsors, and mentors play distinct but complementary roles in personal and professional development. Here's how they differ:

1. Coach:

• A coach is typically a professional or experienced individual who provides guidance, support, and feedback to help a person improve specific skills or achieve specific goals.

• Coaches often work in structured coaching relationships, focusing on skill development, performance improvement, and achieving measurable objectives.

• The coaching relationship is generally shorter-term and may involve a fee or formal arrangement.

2. Sponsor:

• A sponsor is a senior or influential individual within an organization who actively supports and advocates for the career advancement and development of a less senior individual.

• Sponsors use their own influence and networks to provide opportunities and visibility to their protégés, ultimately helping them advance in their careers.

• The relationship with a sponsor is focused on career advancement and long-term growth within an organization.

3. Mentor:

• A mentor is an experienced and knowledgeable individual who provides guidance, advice, and wisdom to a less experienced person, often in a broader context than a coach.

• Mentoring relationships are generally more informal and focus on personal and professional growth, knowledge sharing, and overall development.

• Mentors do not necessarily need to be in higher positions within an organization. Basically, coaches primarily focus on skill development and performance improvement, sponsors leverage their influence to advance the careers of their protégés, and mentors provide guidance and support in a broader, often long-term context. While there can be some overlap in these roles, understanding the distinctions between them is crucial for individuals seeking different forms of support and development in their personal and professional lives.

Assignment – Develop Your List

Write down at least two names of people for each one – coach, mentor, sponsor; if you don’t have any names leave it blank.

Coach Mentor Sponsor

Assignment

● Using ChatGPT, draft and email to request a meeting with a potential mentor, sponsor or coach; be specific to your needs based on what you have learned about yourself in this program.

Group discussion

• Which one was the easiest and which one was the hardest to come up with and why?

Capstone Project

The final presentation in our CA Black Women’s Leadership Development Program is a pivotal moment for you to reflect upon and share your unique leadership styles. This presentation provides a platform for you to articulate your personal philosophy and approach to leadership as it relates to everything you have learned throughout the course. Through compelling narratives and real-world examples, you should reveal the strengths and qualities that make you an exceptional leader, showcasing your resilience, vision, and ability to inspire positive change in your communities and organizations.

This is a celebration of the diversity within our class, with each of you contributing to a rich tapestry of leadership experiences and perspectives. This part of the journey will not only foster selfawareness and confidence but also empower you to take your leadership skills to the next level and continue to make a profound impact as trailblazers in your respective fields. It's a testament to the strength, determination, and the remarkable potential of you as Black Women leaders.

Below is the rubric that we will use to assess your presentation on your leadership style. It includes specific criteria that evaluate the content, delivery, and overall effectiveness of the presentation. The rubric covers essential aspects of the presentation, allowing for a comprehensive assessment of your ability to effectively communicate your leadership style.

Presentation on Your Leadership Style Rubric

Criteria Excellent (5) Good (4) Satisfactory (3) Needs Improvement (2) Inadequate (1)

Content Demonstrates a deep understanding of their leadership style, providing clear and relevant examples.

Organization Presents the information in a wellstructured manner, with a clear introduction, main points, and conclusion.

Delivery Demonstrates excellent vocal delivery, eye contact, and body language. Engages the audience effectively.

Visual Aids (if applicable) Utilizes welldesigned, relevant visual aids that enhance the presentation.

Shows a good understanding of their leadership style, with mostly relevant examples.

Presents some understanding of their leadership style but with limited or less relevant examples.

Demonstrates a basic understanding of their leadership style but lacks clear and relevant examples.

Fails to demonstrate an understanding of their leadership style.

Organizes the content with a clear introduction, main points, and conclusion but may need some improvement in flow.

Presents the information in a somewhat organized manner but lacks clarity in structure. The presentation lacks a clear structure, making it difficult to follow. The presentation is disorganized and incoherent.

Maintains good vocal delivery, eye contact, and body language, keeping the audience's attention. Shows satisfactory vocal delivery, eye contact, and body language but may need improvement in engaging the audience.

Uses visual aids that are mostly relevant and complement the content. Includes some visual aids but may not be entirely relevant or effectively used.

Demonstrates poor vocal delivery, limited eye contact, and unengaging body language. Has extremely poor vocal delivery, no eye contact, and inappropriate body language.

Includes visual aids that are not very relevant and distract from Uses visual aids that are not relevant and hinder the

Time Management Stays within the allotted time, effectively balancing the presentation's length with content.

Q&A and Interaction Handles questions with confidence, providing insightful responses, and actively engages the audience.

Overall Impact The presentation is highly engaging, informative, and leaves a lasting impact on the audience.

Manages time well, with minor deviations from the allotted time.

Exceeds or falls short of the allotted time by a noticeable margin.

the presentation. understanding of the topic.

Overruns significantly or concludes the presentation too quickly. Unable to adhere to the allotted time, making it challenging to follow.

Responds to questions with confidence and engagement but may need improvement in depth of response.

Responds to questions with some hesitation and limited depth in responses.

Struggles to answer questions effectively and engages minimally with the audience. Fails to handle questions appropriately or engage with the audience.

The presentation is engaging and informative, leaving a positive impact on the audience. The presentation is somewhat engaging and informative but may not leave a significant impact. The presentation lacks engagement and impact on the audience. The presentation is uninteresting and fails to make an impact.

Overall Score 25-30 (Excellent) 20-24 (Good) 15-19 (Satisfactory) 10-14 (Needs Improvement) 5-9 (Inadequate)

Comments: (Provide specific feedback and suggestions for improvement)

Class Conclusion

● Reflection

o What did you learn today?

o How are you going to apply it to your professional life?

Report Out

● 3 or 4 Report Outs

End of Class

Homework

• Develop your final presentation outline

• Read Chapter 7-8 in I’m Not Yelling

Journal

● What have you put into practice already based on what you have learned?

Video

● Ursela Burns - Becoming

Reflection:

● Write in your journal on what grit means to you

● 3 or 4 of you share what you wrote

Learning Objective: Understanding Emotional Intelligence in Black Women's Leadership

• Emotional intelligence (EI) refers to the ability to recognize, understand, manage, and effectively use one's own emotions and those of others.

• It involves a set of skills and competencies that enable individuals to navigate social complexities, build and maintain healthy relationships, and make informed decisions based on emotional awareness.

• There are generally four components or domains of emotional intelligence:

o Self-awareness: This involves recognizing and understanding your own emotions, including their impact on your thoughts and behavior. Self-aware individuals are in tune with their strengths and weaknesses, and they have a realistic understanding of how others perceive them.

o Self-management: This component involves effectively managing and regulating one's own emotions. People with strong self-management skills can stay calm under pressure, adapt to changing circumstances, and bounce back from setbacks.

o Social awareness: This involves perceiving and understanding the emotions of others. It includes empathy, which is the ability to recognize and understand the feelings of others. Socially aware individuals are attuned to the emotional cues of those around them, allowing for better communication and relationship-building.

o Relationship management: This component focuses on using emotional intelligence to navigate social interactions successfully. It involves effective communication, conflict resolution, and the ability to build and maintain positive relationships. People with strong relationship management skills can influence and inspire others, work well in teams, and handle conflicts in a constructive manner.

• Developing emotional intelligence can lead to improved interpersonal relationships, enhanced communication, and better overall well-being. It is considered a valuable skill in both personal and professional settings, as it contributes to effective leadership, teamwork, and conflict resolution.

Emotional Intelligence Worksheet

The Pause, Perceive, Pivot Model

Emotional Intelligence (EI) is the ability to recognize, understand, and manage our own emotions while also navigating the emotions of others. For Black women, building EI is essential to thrive at work, particularly when dealing with bias, microaggressions, and high-pressure environments.

Step 1: Reflection — Name Your Triggers

Think of a recent situation at work where you felt dismissed, underestimated, or frustrated.

1. What happened?

2. What emotions did I feel? (circle or add your own):

Frustrated

Disappointed

Dismissed

Embarrassed

Angry

Hopeful

3. How did I respond in the moment?

4. What was the outcome?

Step 2: Learn the Model

• Pause – Stop, breathe, and name the emotion. “I feel frustrated right now.”

• Perceive – Ask: What else could be driving this behavior? “Maybe they’re stressed, unaware, or biased.”

• Pivot – Choose a response aligned with your values and goals. “I’d like to finish my thought, then I’m curious to hear yours.”

Step 3: Practice

Scenario A: Idea Ignored

You share an idea in a meeting. No one responds. A few minutes later, someone else repeats it and gets the credit.

• Pause: What emotion do you feel? _______________________

• Perceive: What could be behind the behavior? _______________________

• Pivot: Write a response you could use:

Scenario B: Backhanded Compliment

Your manager says: “You’re very articulate,” in a tone that feels diminishing.

• Pause: Emotion: _______________________

• Perceive: Possible driver: _______________________

• Pivot: Response:

Scenario C: Last-Minute Requests

A teammate sends you urgent requests late in the day, disrupting your schedule.

• Pause: Emotion: _______________________

• Perceive: Possible driver: _______________________

• Pivot: Response:

Step

4: My Commitments

1. One trigger I will watch for: _______________________

2. One pivot response I will practice this week: _______________________

3. One way I will use empathy to reframe situations: _______________________

Key Takeaways

• Emotional intelligence is not about hiding feelings it’s about using them as data.

• The Pause, Perceive, Pivot model creates space to respond with clarity and power.

• Practicing this skill allows you to protect your peace and advance your professional goals..

Group Work:

• Each group discusses their answers, sharing personal insights and observations.

• Groups share their key takeaways and what they've learned about their EI strengths and areas for growth.

Assignment: Real-Life Scenarios:

● Real-life leadership scenarios that Black Women leaders might face, such as managing a diverse team, addressing racial bias, or handling a difficult conversation.

● Analyze how emotional intelligence skills can be applied in these scenarios.

● Discuss insights and potential strategies.

1. Managing a Diverse Team with Empathy: Scenario: Your team comprises individuals from diverse backgrounds, and conflicts arise due to cultural misunderstandings. Emotions are high, and productivity is at risk.

Leadership Approach: Leverage emotional intelligence by empathizing with team members' perspectives. Initiate team-building activities that celebrate diversity, encourage open communication, and address conflicts through active listening and understanding.

2. Addressing Racial Bias with Self-awareness: Scenario: You notice subtle racial bias within your organization, impacting team dynamics and individual well-being. Addressing this issue requires navigating sensitive conversations.

Leadership Approach: Demonstrate self-awareness by acknowledging your own biases and fostering a culture where others feel safe doing the same. Approach the issue with empathy, engage in open dialogue, and work collaboratively to implement initiatives that promote diversity and inclusion.

3. Handling a Difficult Conversation with Empathetic Communication: Scenario: A team member makes an inappropriate comment that could be perceived as racially insensitive. Addressing the issue directly is necessary, but emotions are running high.

Leadership Approach: Use emotional intelligence to manage the conversation. Stay calm, express your feelings without accusation, and encourage the other person to share their perspective. Focus on mutual understanding and collaborate on solutions to prevent such incidents in the future.

4. Navigating Stereotypes with Relationship Management: Scenario: Stereotypes about assertiveness or leadership style based on gender or race may affect how you are perceived as a leader. This can impact team dynamics and collaboration.

Leadership Approach: Employ relationship management skills by building strong connections with team members. Communicate your leadership style transparently, actively seek feedback, and emphasize collaboration. Foster an inclusive environment that values diverse leadership approaches.

5. Building a Supportive Network with Relationship Skills: Scenario: As a minority leader, building a supportive network is crucial for professional growth. Emotional intelligence is essential in establishing and maintaining these connections.

Leadership Approach: Develop strong relationship skills by actively listening, showing genuine interest in others, and offering support to colleagues. Seek mentorship and be a mentor to others, creating a network that provides emotional support and professional guidance.

6. Balancing Assertiveness with Self-regulation: Scenario: Balancing assertiveness without conforming to stereotypes can be challenging. It's essential to express yourself confidently without being perceived negatively.

Leadership Approach: Utilize self-regulation skills by remaining composed in challenging situations. Clearly articulate your ideas with confidence, actively seek feedback, and adapt your communication style as needed. Demonstrate that assertiveness can coexist with collaboration.

Assignment: Role Play:

● Divide into partners.

● Role-play one of the following scenarios that require the application of emotional intelligence skills.

● 1st Scenario – In a meeting with one of your staff members who has a performance issue expressed that your tone was aggressive when you were trying to express your concerns about their work product

● 2nd Scenario – A colleague asked you to help with their project but when it was time to present to leadership, they shared that they didn’t want you to because you are too dominating.

● Each pair takes a turn practicing the scenarios while the others observe.

● Debrief by discussing what you observed and sharing feedback.

Emotional Intelligence Conclusion

● Share some of the key points that you learned about emotional intelligence.

Managing a Diverse Team as a Black Woman Leader

Managing a diverse team as a Black woman leader requires a nuanced approach rooted in empathy, cultural competence, and a commitment to inclusivity. Recognizing the unique perspectives that each team member brings to the table, while fostering a sense of unity and shared purpose, is essential for cultivating a high-performing and harmonious work environment.

● Embracing Diversity:

o Embrace the richness of diversity within the team, acknowledging the varied experiences, backgrounds, and perspectives that contribute to a tapestry of ideas.

o As a Black woman leader, your own experiences can serve as a source of inspiration, creating an environment where everyone feels valued and heard.

o However, diversity can include a lot of different groups. In addition, it can be beyond cultural.

o What are some examples?

● Cultural Competence:

o Cultivate cultural competence by actively seeking to understand and respect the cultural nuances present in your team.

o This involves acknowledging different communication styles, work preferences, and approaches to problem-solving. By demonstrating a genuine interest in the diverse backgrounds of your team members, you foster an inclusive atmosphere that promotes collaboration.

o In California, we are the cultural hub of everything. In the workplace, you will find different cultural norms that you will have to learn, understand and respect.

o It is not a Black and White world anymore.

● Open Communication:

o Foster open communication channels that encourage team members to express their thoughts and concerns freely.

o Actively listen to their perspectives, valuing the unique insights they bring.

o This promotes a culture of transparency, trust, and psychological safety, where everyone feels empowered to contribute without fear of judgment.

o As Black Women, we show up with our own way of communicating.

o However, we are also the minority in the room most times.

o We will have to master active listening to ensure we assess the information that is being shared, especially as a leader.

● Conflict Resolution with Sensitivity:

o In a diverse team, conflicts may arise due to cultural misunderstandings or varying viewpoints.

o Approach conflict resolution with sensitivity and emotional intelligence.

o Acknowledge the emotions involved, listen to all sides, and work towards solutions that honor diverse perspectives.

o This not only resolves immediate issues but strengthens the team by demonstrating the value placed on each individual.

● Providing Equal Opportunities:

o Ensure that opportunities for professional growth and development are distributed equitably.

o As a Black woman leader, championing diversity also involves advocating for inclusivity in promotions, assignments, and recognition.

o Creating a level playing field fosters a sense of fairness and reinforces the idea that everyone has the potential to contribute significantly to the team's success.

● Leading by Example:

o Lead by example, showcasing the qualities you value in an inclusive and diverse work environment. Demonstrate resilience, adaptability, and a commitment to continuous learning.

o Your leadership style can inspire others, reinforcing the notion that diversity is an asset that contributes to the team's overall success.

o However, throw away the superwoman cape! Our emotional health is just as important as everyone else’s.

● Celebrating Achievements:

o Acknowledge and celebrate the achievements of individuals from all backgrounds within the team.

o By highlighting the accomplishments of team members, you reinforce the idea that success knows no boundaries and is the result of collective effort.

o Managing a diverse team as a Black woman leader is an opportunity to leverage the power of differences to drive innovation and excellence.

o By fostering a culture of inclusivity, understanding, and respect, you contribute not only to the professional growth of your team but also to the broader conversation on diversity and leadership in the workplace.

Assignment: Read through the following scenario and capture what she did right and what are things that she could have done differently.

Scenario: Leading a Diverse Team Through a New Project

Amelia, a highly skilled Black woman leader, has been appointed as the project manager for a groundbreaking initiative in a global tech company. The project aims to develop an innovative software solution that requires expertise from various departments, each contributing a unique set of skills and perspectives. Amelia's team consists of individuals from different ethnicities, genders, and professional backgrounds. There was a junior Black Woman who wanted to participate on the project, but Amelia thought there was too much at risk to have a junior staff on the project. When

she met with the junior staff and told her that she wouldn’t be able to take her on board officially, but she could attend the meetings to observe and learn.

As the project kicks off, Amelia recognizes the importance of leveraging the diversity within her team to ensure a well-rounded and creative approach to problem-solving. She takes deliberate steps to create an inclusive environment that encourages collaboration and values the contributions of each team member.

Amelia starts the project by organizing a team-building session that incorporates cultural awareness activities. This sets the tone for open communication and establishes a foundation of respect for diverse perspectives. One of the team members jokingly stated that they had never had a woman over a project they worked on. Amelia recognized that the team member was exhibiting passive aggressive behavior. She pulled a team member aside after the meeting and asked them if they could talk about what they thought would make the project successful. She actively listened to the team members and asked them if they could help ensure the project would be successful.

Understanding that effective communication is critical, Amelia establishes regular team meetings where everyone has an opportunity to voice their thoughts and concerns. She implements a communication strategy that accommodates different working styles and preferences. At one meeting, another woman on the team was interrupting her colleagues on the team. It was frustrating for everyone because they could not get a word in. Amelia decided to address her by saying excuse me for letting the middle of my sentence interrupt the beginning of yours. The woman was taken aback while the team laughed. For the rest of the meeting, the woman stayed quiet.

Midway through the project, a disagreement arises between two team members from different departments. Amelia addresses the issue promptly, facilitating a dialogue that considers each person's perspective. Through active listening and mediation, she helps the team members find common ground and redirects their focus towards the project's shared goals.

Amelia ensures that everyone on the team has an opportunity to showcase their strengths. She rotates leadership responsibilities during team meetings and encourages individuals to lead discussions on topics aligned with their expertise.

As milestones are achieved, Amelia takes the time to celebrate individual and team accomplishments. She highlights the unique contributions of each team member, fostering a sense of pride and camaraderie. This recognition reinforces the idea that diversity is a key driver of success for the project. However, when team members are struggling, she replaces them with someone else to keep the project on track.

Throughout the project, Amelia promotes a culture of continuous learning. She organizes training sessions to enhance the team's skills and knowledge, ensuring that everyone has equal access to opportunities for professional growth.

Amelia's leadership throughout the project not only results in the successful development of the software solution but also leaves a lasting impact on the team. By embracing diversity, fostering

open communication, and valuing each team member's contributions, she sets a standard for inclusive leadership that inspires collaboration and innovation in future projects.

Group Discussion: How did Amelia handle the situation as a leader?

Learning Objective: Capstone Project

Speech Outline: Unveiling Your Leadership Style

1. Introduction

I. Opening Hook: Share a compelling quote or anecdote about leadership.

II. Introduce the Topic: Your Leadership Style.

III. State the Purpose: What you learned about yourself, your leadership style, etc.

2. Definition of Leadership Style

I. Define Your Leadership Style

II. Importance: How leadership style will shape your professional journey and overall success.

3. Identifying Your Leadership Style

I. Self-Reflection: The starting point for understanding your natural tendencies.

II. Feedback and Assessment Tools: What do people say about your leadership style

III. Recognizing Strengths and Weaknesses: Embracing both to enhance leadership effectiveness.

4. Developing and Adapting Your Leadership Style

I. The Evolution of Leadership: How your leadership style evolved through the program.

II. Learning from Experience: Embracing challenges as opportunities for growth.

III. Flexibility: The importance of adapting your style to different situations and team dynamics.

5. Embracing Your Authentic Leadership

I. Authenticity Defined: Being true to oneself while leading.

II. Balancing Adaptability with Authenticity: How you stay true to your core values while being flexible in your approach.

III. The Power of Authentic Leadership: Building trust and loyalty within teams.

6. Conclusion

I. Recap Key Points: Summarize the importance of understanding, embracing, and adapting your leadership style.

II. Encouragement: Encourage the audience to explore and develop their unique leadership styles.

III. Closing Statement: Leave the audience with a thought-provoking idea or call to action.

7. Q&A Session

I. Invite questions from the audience.

II. Engage in a discussion about leadership styles and experiences.

Conclusion - Ursula Burns On Distinguishing Herself To Become First Black Woman To Run Fortune 500 Company | TIME - YouTube

Homework

● Work on your capstone

● 5 Steps to Become Our Authentic Self Work Plan

Additional Black Women You Should Now

Leadership From the C-Suite: Ursula Burns

Watch Hoda's Full Interview With Rosalind Brewer, The Newest CEO Of Walgreens | TODAY - YouTube

Mellody Hobson on Finding Security in Knowledge - YouTube

T.D. Jakes interviews Mellody Hobson - YouTube

Breaking the Black Ceiling I MPW 2017 - YouTube

Leadership in Challenging Times: A Discussion with Thasunda Brown Duckett, President & CEO, TIAAYouTube

Oprah's 2020 Vision Tour Visionaries: Michelle Obama Interview - YouTube

Cynt Marshall - Dallas Mavericks President

Girl, Get Up! - Enter Your Bad B*tch Era & Find Your Self-Worth | CMO Of Netflix Bozoma Saint John

CA Black Women’s Leadership Development Program Module 3 – Lesson 3 – Motivating Yourself as a Leader I. Welcome II. Reflection – Report Out

III. Journal Session IV. Motivation & Leadership

V. Group Work VI. Break VII. Managing the Stress of Leadership VIII. Lunch

IX. Group Work

X. Report Outs

XI. Capstone

Welcome

Reflection

• How does it feel to be in the last class

• Each person reports out

Journal Session

● Write what motivates you and tools you use to unleash your unique talents

● 3 or 4 of you share what you captured

Lesson Objective: Motivation & Leadership

Leaders are motivated by a variety of factors that drive our passion, commitment, and effectiveness.

1. Vision and Purpose:

• A clear and compelling vision for the future motivates leaders to work towards a meaningful purpose.

• The desire to make a positive impact on the world and contribute to a greater cause fuels motivation.

2. Challenge and Growth:

• Leaders are often motivated by challenging situations that require them to stretch our abilities and continuously grow.

• The pursuit of personal and professional development is a strong motivator for leaders seeking to enhance our skills and knowledge.

3. Impact on Others:

• Leaders are motivated by the opportunity to influence and inspire others positively.

• Making a difference in the lives of team members, stakeholders, and the community contributes to our sense of fulfillment.

4. Achievement and Recognition:

• Leaders are driven by a desire for achievement and success, both personally and for our teams or organizations.

• Recognition for our efforts and accomplishments, whether through formal accolades or team success, is a powerful motivator.

5. Innovation and Creativity:

• The opportunity to innovate, create, and solve complex problems energizes leaders.

• Being at the forefront of change and adapting to new ideas and technologies keeps us engaged and motivated.

6. Autonomy and Control:

• Leaders are motivated by the autonomy to make decisions and have control over their work and the direction of our teams or organizations.

• Independence and the ability to shape strategies and initiatives drive our commitment.

7. Relationships and Collaboration:

• Building strong relationships and collaborating with others are key motivators for leaders.

• The sense of camaraderie and the ability to create a positive team culture contribute to their overall motivation.

8. Resilience and Overcoming Challenges:

• Leaders are motivated by the opportunity to demonstrate resilience in the face of challenges.

• Overcoming obstacles and learning from setbacks inspires leaders to persevere and continue striving for success.

9. Passion for the Mission:

• Leaders are motivated by a deep passion for the mission and values of our organization.

• Aligning personal values with the mission of the organization provides a powerful source of motivation.

10. Responsibility and Accountability:

• Leaders are motivated by a sense of responsibility and accountability for the well-being of their teams and the success of our organizations.

• Fulfilling leadership duties and ensuring the trust of stakeholders drive our commitment.

Group Work – What motivates you as a leader?

Report Out

● Each group reports out on commonalities

Learning Objective: Managing the Stress of Leadership

Managing stress is crucial for anyone in a leadership role, and Black women leaders may face unique stressors due to intersectionality overlapping social identities related to race and gender. Here are some strategies that Black women leaders can consider to effectively manage stress:

1. Self-Care Practices:

• Prioritize self-care activities, such as regular exercise, sufficient sleep, and healthy nutrition.

• Engage in activities that bring joy and relaxation, whether it's reading, spending time with loved ones, or pursuing hobbies.

2. Establish Boundaries:

• Clearly define and communicate personal and professional boundaries.

• Learn to say no when necessary and delegate tasks to distribute workload effectively.

3. Cultivate a Support System:

• Build a strong network of friends, family, and colleagues for emotional support.

• Seek mentorship and connections with other Black women leaders who can provide insights and understanding.

4. Mindfulness and Meditation:

• Practice mindfulness techniques, such as meditation or deep breathing exercises, to manage stress and stay present in the moment.

• Consider incorporating mindfulness practices into daily routines to promote a sense of calm.

5. Professional Development:

• Invest in ongoing professional development to enhance skills and confidence.

• Attend workshops or training sessions that focus on leadership and stress management.

6. Advocate for Workplace Support:

• Encourage open communication about workplace stressors and advocate for supportive workplace policies.

• Seek out or develop mentorship programs and support groups within the organization.

7. Cultural Affinity Groups:

• Join or establish affinity groups within the workplace that focus on the experiences and needs of Black women.

• These groups can provide a safe space for sharing experiences and seeking advice.

8. Time Management:

• Prioritize tasks and focus on high-impact activities.

• Use time management techniques, such as the Pomodoro Technique, to balance productivity and breaks effectively.

9. Therapy and Counseling:

• Consider seeking professional therapy or counseling to explore and manage stressors.

• Therapists can provide valuable tools and perspectives for coping with stress and building resilience.

10. Celebrating Achievements:

• Acknowledge and celebrate personal and professional achievements, no matter how small.

• Reflecting on successes can boost confidence and resilience during challenging times.

11. Promote Cultural Competence:

• Advocate for and contribute to creating a culturally competent and inclusive work environment.

• Engage in conversations about diversity, equity, and inclusion to promote understanding and positive change.

It's essential for Black Women leaders to recognize that managing stress is an ongoing process, and different strategies may work for different individuals. Regular self-reflection and adjustment of coping mechanisms are crucial for maintaining mental and emotional well-being. Additionally, seeking professional advice when needed is a sign of strength and proactive self-care.

Group Work – Share self-care experiences within the group; capture best practices to report out to larger group

Group Report Outs

● Each group reports out on commonalities

Learning Objective: Questions about Capstone Project

Presentation Schedule

Date Name Virtual or In Person Time

Dec. 6 10:40a 11:10a 11:40a 12:10p 12:40p 1:10p 1:40p

2:10p 2:40

Dec. 13 10:30a 11:00a 11:30a 12:00p 12:30p 1:00p 1:30p 2:00p

Class Conclusion – Module Conclusion

Homework

● Work on your capstone

● Finish all your assignments

Notes

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