OUR VIEWS

Wanda Wallace

Diversity in the Workplace – Are We Plastering Over the Wrong Problem? (Changeboard)

As an advisor to companies and executives struggling with how to make corporate management more accepting of and accessible to women...

Wanda Wallace

Win the war for talent by focusing on women (CIPD Asia)

Despite the economic, religious, cultural and linguistic differences throughout Asia, there is one constant...

Wanda Wallace

What to do When You Don’t Trust Your Team (Harvard Business Review)

Do you trust the people on your team? It’s an uncomfortable question to ask, because as good leaders, we work hard to create a supportive...

Wanda Wallace

How to Manage People Who Are Smarter than You, (Harvard Business Review, quotes Dr. Wanda Wallace)

The best managers hire smart people to work for them. But what if your direct reports are smarter than you?

Wanda Wallace

Leading People When They Know More than You Do (Harvard Business Review)

If you’re a manager in a knowledge-driven industry, chances are you’re an expert in the area you manage.

Wanda Wallace

Escaping the Expertise Trap (Corporate America)*

Ben has always been a high performer with fabulous ratings and who has a reputation for knowing his area extremely well.

Wanda Wallace

Making Feedback Work in an Everyone Gets a Trophy World (Talent Quarterly)

In today’s increasingly interconnected and collaborative world, managers must be able to balance give and take...

Wanda Wallace

Changing The Narrative on Why Women Aren’t Reaching the Top (Talent Quarterly)

Everyone is talking about the challenges that women face in reaching the top of the corporate world. This is an important discussion...

Wanda Wallace

Developing and Broadening Specialists (crf Research)

When specialists become leaders, they often find themselves thrust into a new role that requires leading in a totally different manner.

Wanda Wallace

Diversity & Business Performance (CRF)

Diversity is a naturally complex area of role conflicts, deeplyrooted assumptions and paradoxes. For example, we show how organisations...