Edition No 108. Radical Sabbatical?
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DEAR WOMEN WHO DO
Say it with me… RADICAL SABBATICAL. This is a ?concept being championed by Daisy Auger-Domínguez who recently left her senior role to take time for reflection. And she's not alone, more and more executive women are taking months or over a year off to reframe what they want, need and are interested in doing as they step into a new chapter. And, of everyone we've talked to who has taken one, not a single person has said they regret it.?
Are you in need of a sabbatical? Read on to find out how Daisy has planned for hers, learn about inclusion with Ruchika Tulshyan and get inside the head of a CFO with Corley Hughes.
WIE SUITE WOMAN?
Ruchika Tulshyan on Inclusion in the Work Place and Finding Balance
Ruchika Tulshyan is the best-selling author of Inclusion on Purpose: An Intersectional Approach to Creating a Culture of Belonging at Work (MIT Press).
SO, WHY ARE, TO QUOTE YOU, “PEOPLE SO BAD AT DEI”?”
This sounds counter-intuitive, but it’s because people have good intentions and over-index on them. They assume that because they believe in equality and fairness in theory, they’re automatically going to be equal and fair in every interaction. Instead, what drives change is owning up to the fact that we’re “bad at DEI” and need to be intentionally practicing––in every moment––actions to be more inclusive. It’s a very active way of being and living vs. passively believing it in theory.
MOVE THE NEEDLE
Early Lessons from My Radical Sabbatical?
Daisy Auger-Domínguez shapes organizational transformations on the leading edge of culture.
WHY I PRESSED PAUSE
My decision to embark on a radical sabbatical was influenced by months-long conversations with my executive coach,?Rha Goddess, about the challenges of leading people during difficult times. The world is tired and?practicing self-care while managing others?undergoing their own turbulence adds an entirely new level of depletion to the equation.
I've spent the last two decades driving transformational change in some of the world's most admired companies. These past three plus years, I?held the role of Chief People Officer at Vice Media. Guiding global teams through what felt like an eternal health crisis, providing emotional support to peers, teammates, and colleagues, lending an ear to their troubles, and offering empathy and understanding, all while tackling a gazillion new work challenges spanning the personal and operational without a guidebook—led me down a path of prolonged burnout, unlike anything I'd ever encountered in my career.
领英推荐
And though my decision was deeply personal, it was also evidence-based.?
MASTERCLASS MOMENTS
Corley Hughes on How to Think Like a CFO
As Chief Financial Officer for SonderMind, Corley Hughes leads the finance, operations, and people functions with a builder’s mentality, strengthening the business delivering high-quality mental and behavioral health care while creating a career-defining place to work.
I think one of the things that is often overlooked in working with the CFO, and why they may ask a lot of questions, is at the end of the day, they feel responsible for targets they put out. So if you say the company is going to generate $100 million, and it generates $80 million, you feel like you're failing as a CFO. Similarly, it generates $120 million, you feel like you're failing as a CFO. So really developing that clear financial plan, and then meeting those targets is incredibly important.?
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