Category: Culture

Inclusion and Belonging at All Three Levels, Part 3: The Role of Trauma

In this part three exploring Kadabra’s Inclusion and Belonging Model, we’ll discuss the role of trauma in the model and in culture in general. You can read part one here and part two here.

“Trauma decontextualized in a person looks like personality.
Trauma decontextualized in a family looks like family traits.
Trauma in a people looks like culture [bodies of culture].”
~Resmaa Menakem, My Grandmother’s Hands

The reason we call our inclusion and belong model a trauma-informed model is because we recognize that trauma exists not only in individual leaders and team members, but in the culture of the organization itself.

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Inclusion and Belonging at All Three Levels

PART 2: Be-Do-Know

This blog is the second of a series of articles on inclusion and belonging and our BRAVE Cultures™ model.

In part one of this series, we outlined Kadabra’s Inclusion and Belonging Model. It operates at the personal, interpersonal, and institutional levels. You can work through it one at a time, or simultaneously.

In addition to these three levels, each level uses three lenses:

  1. Who do you want to BE, as both a person and a leader,
  2. What do you want to DO to effect change, and
  3. What do you need to KNOW or learn in order to manage the changes needed
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Cultural Competence vs. Cultural Humility

Organizations are generally more culturally aware today than they were even a year ago. Or, at least, more leaders are aware that they need to be more culturally aware. Cultural competence and cultural humility are terms which have started to come up regularly in our professional conversations. Are we moving in the right direction?

What do we mean when we talk about cultural competence vs cultural humility? What are the differences between them and why do they matter for successful leadership? Finally, how can we put them into practice so that they benefit our leaders, team members and organizations?

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Four Top Skills Leaders Need Now

Leaders must possess myriad skills to get where they are and to be successful. And the list of skills necessary to lead may be different depending on who you ask. 

Leaders who are already pivoting their companies to thrive during crisis likely possess at least two of these skills already. However, all four of these skills are infinite skills.

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