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Tag: Morale

  • Protester found not guilty of assault despite top Border Patrol official’s testimony

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    U.S. Border Patrol Sector Chief Gregory Bovino — the brash agent who led a phalanx of military personnel into MacArthur Park this summer — was called as a witness Wednesday in a federal misdemeanor assault case against a protester, who allegedly struck a federal agent.

    Bovino, one of the faces of President Trump’s immigration crackdown that began in Los Angeles and is now underway in Chicago, took the stand to testify that he witnessed an assault committed by Brayan Ramos-Brito in Paramount on June 7.

    But a jury acquitted the defendant early Wednesday afternoon after a little over an hour of deliberations. The not guilty verdict came shortly after Bovino was questioned by the defense about previous comments he made referring to undocumented immigrants as “scum.”

    During the two-day trial a number of videos were displayed showing a Border Patrol agent shove Ramos-Brito, but none clearly illustrated his alleged attack on the agent.

    Outfitted in his green Border Patrol uniform, Bovino was the lone Border Patrol agent to testify that he witnessed Ramos-Brito drag his arm back and strike an agent with an open palm in the chest.

    Ramos-Brito and his attorneys declined to comment after the verdict, but were seen celebrating the acquittal in the downtown federal courthouse. A spokesman for the U.S. Attorney’s Office declined to comment.

    The case could prove to be an ominous bellwether for embattled U.S. Atty. Bill Essayli, who has struggled to win indictments against those charged with committing crimes while protesting the president’s aggressive immigration crackdown in Southern California.

    Prosecutors originally brought felony charges against Ramos-Brito, which were reduced to misdemeanors. Charges against a man arrested alongside him were dismissed earlier this year.

    The incident that ended in Ramos-Brito’s arrest occurred during a skirmish between federal law enforcement agents and locals frustrated by Trump’s immigration policies.

    On a cross-examination, federal public defender Cuauhtemoc Ortega questioned Bovino about being the subject of a misconduct investigation a few years ago and receiving a reprimand for referring to undocumented immigrants as “scum, filth and trash.”

    Bovino denied referring to undocumented immigrants that way and said he was referring to “a specific criminal illegal alien” — a Honduran national who he said had raped a child and reentered the United States and had been caught at or near the Baton Rouge Border Patrol station.

    “I said that about a specific individual, not about undocumented peoples, that’s not correct,” he said.

    Ortega pushed back, reading from the reprimand, which Bovino signed, stating that he was describing “illegal aliens.”

    “They did not say one illegal alien,” Ortega said. “They said you describing illegal aliens, and or criminals, as scum, trash and filth is misconduct. Isn’t that correct?”

    “The report states that,” Bovino said.

    Ortega said that Bovino was warned if he committed any instance of misconduct again, “you could be fired.”

    Since June, more than 40 people have been charged with a range of federal offenses, including assaulting officers and interfering with immigration enforcement, at either downtown protests or the scene of immigration raids throughout the region this summer, the U.S. attorney’s office in L.A. said this week.

    Ramos-Brito’s case was the first to go to trial.

    In closing arguments, Ortega accused the Border Patrol agent at the center of the case of lying and Bovino of “trying to cover up for him.” He cited Bovino’s past reprimand as evidence that he harbors bias.

    But prosecutors pushed back on that, with Asst. U.S. Atty. Patrick Kibbe arguing that the defense “wants you to believe that there’s some grand conspiracy against the defendant Mr. Ramos Britos. These officers don’t know him.”

    Kibbe acknowledged that Bovino’s prior statements were unprofessional.

    “Does it have anything to do with what he saw on June 7? No,” Kibbe said. “This is not about immigration enforcement… it’s about whether the defendant struck Agent Morales.”

    The case centers around a protest outside the Paramount Business Center, across the street from Home Depot.

    Already tensions were high, with federal officials raiding a retail and distribution warehouse in downtown L.A. in early June, arresting dozens of workers and a top union official.

    At the Paramount complex, which houses Homeland Security Investigation offices, protesters began arriving around 10 a.m on June 7. Among them was Ramos-Brito.

    Several videos played in court Tuesday showed Ramos-Brito and another man cursing at Border Patrol agents and stepping inches from their faces with balled fists. At one point, Ramos-Brito approached multiple Border Patrol agents who appeared to be Latino and said “you’re a f—ing disgrace if you’re Mexican.”

    Kibbe said that while many protesters were “passionately” demonstrating, Ramos-Brito crossed a line by striking U.S. Border Patrol Agent Jonathan Morales.

    “There’s a constitutional right to protest peacefully. It is a crime to hit a federal officer,” Kibbe said.

    Federal public defender M. Bo Griffith, however, said Ramos-Brito was the victim of an assault, not the other way around.

    Both social media and body-worn camera footage played in court clearly show Morales shove Ramos-Brito first, sending him flying backward into the busy intersection of Alondra Blvd. While footage shows Ramos-Brito marching back toward the agent with his fists balled, no angle clearly captures the alleged assault.

    Aside from Morales, three other agents took the stand Tuesday, but none said they saw Ramos-Brito hit Morales. None of the agents who testified were outfitted with body-worn cameras that day, according to Border Patrol Asst. Chief Jorge Rivera-Navarro, who serves as chief of staff for “Operation At Large” in Los Angeles.

    Some of the Border Patrol agents swarming L.A. in recent months come from stations that don’t normally wear body-worn cameras, according to Navarro. He testified that he has since issued an order that led to cameras being distributed to agents working in L.A.

    The clash that led to the assault charge started when Ramos-Brito stepped to U.S. Border Patrol Agent Eduardo Mejorado, who said he repeatedly asked Ramos-Brito to move to the sidewalk as the protest was blocking traffic. Video shows Mejorado place his hand on Ramos-Brito’s shoulder twice, and the defendant swatting it away.

    At that point, Morales, a 24-year veteran of the Border Patrol, said he thought he needed to step in and de-escalate the situation between his fellow agent and Ramos-Brito. He did so by shoving Ramos-Brito backward into the intersection, according to video played in court. Morales said Ramos-Brito then charged at him while cursing and threw a punch at the upper part of his chest and throat.

    On cross-examination, Griffith confronted Morales and Mejorado with inconsistencies between descriptions of the event they previously gave to a Homeland Security Investigations officer and their testimony in court. It was not the first time such a discrepancy affected the case.

    Federal prosecutors previously dropped charges against Jose Mojica, the other protester who was arrested alongside Ramos-Brito, after video footage called into question the testimony of an immigration enforcement agent.

    According to an investigation summary of Mojica’s arrest previously reviewed by The Times, Mejorado claimed a man was screaming in his face that he was going to “shoot him,” then punched him at the Paramount protest. The officer said he and other agents started chasing the man, but were “stopped by two other males,” later identified as Mojica and Ramos-Brito.

    Video played in court Tuesday and previously reported by The Times shows that sequence of events did not happen. Ramos-Brito and Mojica were arrested in a dogpile of agents after Ramos-Brito allegedly struck Mojica. There was no chase.

    Questioned about Mojica’s case in July, a Homeland Security spokesperson said they were unable to comment on cases “under active litigation.”

    Defense attorneys said Ramos-Brito sustained multiple contusions on his face, neck and back and had cuts and scrapes on his body from being dragged across the pavement later.

    According to his attorneys, Ramos-Brito’s only prior interaction with law enforcement was for driving without a license.

    On Tuesday morning, U.S. District Judge Stephen V. Wilson had to remove 21 potential jurors from the pool, several of whom said they could not be impartial due to their views on immigration policy.

    Many of the potential jurors said they were first or second generation immigrants from the Philippines, Colombia, Bulgaria, Jamaica and Canada.

    “I believe that immigrants are part of this country and I’m kind of partial with the defendant,” said one man, a landscaper from Lancaster.

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    Brittny Mejia, James Queally

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  • Unbelievable facts

    Unbelievable facts

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    The 9/11 rescue dogs, after repeatedly finding only bodies, appeared to lose motivation, so workers…

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  • How to Create Effective Recognition Programs for Startup Founders | Entrepreneur

    How to Create Effective Recognition Programs for Startup Founders | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    In the bustling world of startups, the concept of “sweat equity” often buzzes in the background, unrecognized yet vital. Founders pour their time, expertise and relentless energy into building their ventures from the ground up. While financial investments are typically acknowledged and rewarded, the non-financial contributions — or sweat equity — of these entrepreneurs are just as crucial for success but often go unnoticed.

    The recent surge in tech layoffs and its impact on the startup ecosystem is a testament to sweat equity. In 2024, the tech industry has experienced a significant wave of layoffs, with 60,000 job cuts across 254 companies, including major players like Tesla, Amazon and Google. This development highlights the precarious nature of tech and startup employment, underscoring the importance of acknowledging and valuing the non-financial investments that founders make in their startups.

    Additionally, Microsoft’s recent initiatives, such as the Startups Founders Hub, demonstrate a growing recognition of the challenges founders face and the support they require. This program provides up to $150,000 in Azure credits to help founders develop their startups without heavy initial investments, emphasizing the value of supporting the non-financial contributions that drive innovation.

    Related: How Startups Can Boost Team Morale and Drive Success Through Recognition

    Understanding (and recognizing) sweat equity

    Sweat equity is not just about the number of hours logged; it encompasses all the non-financial investments founders make in their startups. This includes the late nights, the strategic decisions made in the wee hours of the morning, the continuous learning and adapting, and the personal sacrifices. According to a study by the Kauffman Foundation, over 80% of startups are bootstrapped, which means founders are both chief executives and chief investors of their time and skills.

    Recognizing the immense value of sweat equity is a strategic move. A survey conducted by Gallup and Workhuman found that companies with high employee recognition levels are 20 times more likely to be engaged as employees who receive poor recognition. When founders feel valued for their non-financial contributions, it boosts their morale and loyalty, directly influencing their enthusiasm and commitment to the venture. Recognizing these efforts fosters an environment where the intrinsic rewards of entrepreneurship are celebrated alongside the financial gains.

    Creating a recognition program for founders should not be a one-size-fits-all approach. It should be as unique as the startup itself, reflecting its culture and growth stage. For instance, a tech company might recognize breakthrough innovations with annual corporate awards, while a social enterprise might highlight efforts toward social impact. Buffer, a social media management tool well-known for its transparency, extends this value into recognizing its founders by openly sharing the challenges and successes in their monthly blogs, which not only recognizes the founders’ efforts but also engages the community in their journey.

    Related: From Launch to Succession: Tips for Building a Thriving Business

    How to pump up your recognition efforts

    By integrating a few detailed action steps and leveraging insights from successful companies, you can create a robust recognition program that acknowledges the hard work of founders while driving your startup toward greater success and cohesion. Consider the following:

    1. Assess current recognition practices:

    Before crafting a new recognition program, conduct a thorough assessment of existing practices within your startup. According to a Gallup study, only one in three workers in the U.S. strongly agree that they received recognition or praise for doing good work in the past seven days. This highlights a significant gap in recognition at many organizations. Start by surveying founders and key stakeholders to understand what is currently working and what isn’t. This initial feedback will serve as a baseline for developing a more impactful recognition strategy.

    2. Develop personalized programs aligned with values:

    Personalization is key in recognition programs. A study by Deloitte found that organizations with high-performing recognition practices are 12 times more likely to have strong business outcomes. Take inspiration from companies like Zappos, which tailors recognition strategies to match its corporate values and unique culture. For instance, Zappos offers “Co-Worker Bonus Programs” where employees can award each other monetary bonuses for going above and beyond. Aligning the program with your startup’s values ensures it resonates well with the founders and reinforces the behaviors that are critical to your startup’s success.

    3. Foster peer recognition and celebrate achievements:

    Peer recognition can significantly enhance workplace morale and productivity. A report from SHRM/Globoforce found that peer-to-peer recognition is 35.7% more likely to have a positive impact on financial results than manager-only recognition. Encourage a culture where founders and team members frequently acknowledge each other’s efforts. This can be facilitated through platforms like Bonusly, where employees can give each other micro-bonuses that add up to meaningful rewards. Celebrating achievements, big and small, ensures ongoing motivation and engagement.

    4. Continuously evaluate and adapt recognition efforts:

    Effective recognition programs require ongoing evaluation to stay relevant and impactful. Regularly gather feedback through surveys, focus groups and one-on-one interviews to understand the effectiveness of your recognition efforts. Companies like Salesforce exemplify this approach through their “V2MOM” (Vision, Values, Methods, Obstacles, and Measures) process, which involves continuous feedback and goal alignment across the company. This method ensures that all team members, including founders, are aligned and can contribute to the evolution of recognition efforts. By maintaining a dynamic feedback loop, you can make data-driven adjustments to the program, ensuring it evolves with your startup’s needs and continues to motivate and inspire your team.

    Related: The Psychological Impact of Recognition on Employee Motivation and Engagement — 3 Key Insights for Leaders

    By using such a dynamic and inclusive approach, startups can ensure their recognition programs remain effective and responsive to the needs of their founders and team members.

    Developing a founders’ recognition program is about nurturing a culture that values each drop of sweat that goes into a startup. Such a culture accelerates growth and cements a foundation of loyalty and mutual respect that can endure the challenges typical of the startup world. As startups continue to evolve, the recognition of every contribution, financial or otherwise, will remain a cornerstone of sustainable success.

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    Mike Szczesny

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  • NBA legend Kareem Abdul-Jabbar to undergo surgery after breaking hip at L.A. concert

    NBA legend Kareem Abdul-Jabbar to undergo surgery after breaking hip at L.A. concert

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    Lakers basketball legend Kareem Abdul-Jabbar was scheduled to undergo hip surgery Saturday after falling down at a concert in Los Angeles, according to a spokesperson.

    Abdul-Jabbar, 76, was treated Friday night by Los Angeles Fire Department paramedics and transported to a local hospital, his business partner and spokesperson Deborah Morales said in a statement provided to The Times.

    “Last night while attending a concert, Kareem had an accidental fall and broke his hip,” Morales said.

    “We are all deeply appreciative of all the support for Kareem, especially from the Los Angeles Fire Department who assisted Kareem on site and the amazing medical team and doctors at UCLA Hospital who are taking great care of Kareem now,” Morales added.

    The Lakers superstar and six-time NBA most valuable player has added to his stellar basketball career as a writer, activist and humanitarian who has spoken on a number of social justice causes. He is the author of more than a dozen books and was awarded the Presidential Medal of Freedom in 2016 by former President Obama.

    Abdul-Jabbar writes about sports, politics and culture on his Substack newsletter and has written a number of opinion pieces in other publications, including The Times.

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    Robert J. Lopez

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  • Your Company’s Biggest Threat Is Already Infiltrating Your Team | Entrepreneur

    Your Company’s Biggest Threat Is Already Infiltrating Your Team | Entrepreneur

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    Opinions expressed by Entrepreneur contributors are their own.

    Most leaders spend their time focused on the external challenges their companies face. And, from rapid advances in technology to financial uncertainty, geopolitical instability and competition, there are plenty. But what if the greatest threat to the future of your company is already inside the building?

    Companies need an engaged workforce to stay competitive in a complex and continually changing environment. But the countless hours I’ve spent coaching and consulting with executives, and my own experience as founder and chief executive of a fast-growing company, has made it clear that companies across industries are dealing with low morale and, consequently, low employee engagement.

    The latest polling shows that just over 30% of employees are engaged. That low engagement is contributing to high turnover. Last year, the voluntary quit rate was 25% higher than it had been before the pandemic, and 40% of workers are considering leaving their job this year. And turnover is contagious — one study showed 92% said they’d be less likely to stay in their job after a close colleague quits. That kind of cascade can hollow out your company quickly.

    How can you, as a leader, improve morale, inspire your workforce and increase engagement at your organization? Here are four tips.

    Related: 6 Entrepreneurs Share Secrets for Boosting Office Morale

    1. Measure twice

    First, you can’t fix something you don’t know is broken. The way we work now has made it harder than ever to sense when something is. It was easier to perceive when engagement and morale were low when we were all in the office. It hung over the office like a fog. But when you only see your peers and employees on a computer screen, it can be hard to tell when something is wrong. That’s why every company should be measuring morale and engagement at regular intervals.

    At my company, we combine a regular rapid survey with a more robust measure that we deploy less frequently. Sending these surveys and synthesizing the data they return requires an investment of time and effort, two resources that are always in short supply. But the investment returns huge value by enabling us to understand the overall health of the organization, to see what we are doing well and figure out what we can do better.

    2. Co-create your values

    Amid stress and uncertainty, employees benefit from a clear understanding of the vision and values of the organization. They also benefit from a vision and values that align with their own — studies show employees whose personal values align with the values of their organization are more likely to be engaged and less likely to quit — which is why there is a tremendous benefit to creating vision and values collaboratively.

    Imagine starting with a blank canvas, then be thoughtful and purposeful about the future you want to create. By listening to the needs of your people and paying close attention to context, you can identify a set of values that energize your team. You may try things that fail, but the messiness of intentional experimentation is mitigated by clear and open dialogue, your willingness to learn and your ability to adapt.

    Related: Leading With Transparency in Times of Uncertainty

    3. Connect with people

    As leaders, we ask our employees to spend the majority of their waking hours at work. In return, we have to make sure we show them that their time at work matters. A Gartner study showed that 82% of employees say it’s important for their organization to see them as a person, not just an employee. However, just 45% of employees believe their organization actually sees them this way. That’s probably because just 27% of organizations “guide supervisors to have conversations with their teams about why their work matters.”

    Combatting this disconnect starts with you and your executive team. There is something powerful about a leader checking in with their team. The most successful leaders I have coached set aside time to check in with each of their teams on a human level, offer gratitude for their work, ask them about the challenges they’re experiencing at work and at home and ask them how they can help.

    4. Double down on community

    Loneliness has long been a problem in the workplace. But, since the beginning of the pandemic, the problem has become even more pronounced. And that’s a big problem. Loneliness reduces our ability to perform tasks, limits creativity and reduces reasoning and decision-making. Socially isolated team members are less likely to collaborate with others, and research shows that their colleagues are likely to perceive them as unapproachable and uncommitted to the organization.

    It’s hard for your team to feel like they’re in this together when most of them have never been in the same room. More than 30% of the U.S. workforce has changed jobs since the pandemic necessitated a mass movement to remote and hybrid work. At some of our enterprise clients, there are entire teams of individuals who have never met one another in person.

    While I recognize the expense of bringing people together, the value of in-person interaction is impossible to overstate. Studies show that in-person interactions trigger the release of oxytocin and build trust and psychological safety between individuals. Google’s two-year study of its teams showed that psychological safety was the single most important factor impacting performance. Individuals on teams with higher psychological safety were more engaged and less likely to leave the company.

    Related: Why Everything You Know About Employee Engagement Is Wrong

    More than a feeling

    Improving engagement at your company won’t be easy — 36% is the highest portion of the U.S. workforce that has been engaged at work in the past 20 years. However, your effort will be rewarded. Engaged employees are not only less likely to turnover, but they also deliver higher sales, more satisfied customers, greater productivity and higher profits than their less engaged colleagues.

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    Jonathan Kirschner

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  • How To Lead With Validation and Become A Better Leader

    How To Lead With Validation and Become A Better Leader

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    Opinions expressed by Entrepreneur contributors are their own.

    On the final episode of her TV show, Oprah declared: “I’ve talked to nearly 30,000 people on this show, and all 30,000 had one thing in common. They all wanted validation.”

    All humans share this innate need and intense desire. When we look at Abraham Maslow’s hierarchy of needs, three out of five components are related to validation: safety, love and belonging and esteem.

    Related: 5 Rock-Solid Leadership Strategies That Drive Success

    But, what is validation really?

    Validation is allowing and acknowledging someone’s unique emotional experience, thoughts, values, dreams, beliefs, concerns and contributions.

    Allowing: This happens through practicing silence and providing space for full expression.

    Acknowledging: This means expressing that you recognize that what was shared is accurate, valid and important.

    Validation is the feedback that sends the clear message: “You are seen, safe and supported.”

    Related: Your Employees Are Probably Feeling Triggered at Work

    Why does validation matter?

    Validation helps build stronger relationships because it helps people feel valued. Validation is essential to create a deep connection with another human being and is a necessary skill for leaders.

    When we validate others, their needs of safety, love, belonging and esteem are met. These are the requirements for self-actualization. When someone feels invalidated, they cannot fulfill their potential — it may even stunt their growth.

    Validation is so much more than rewarding extraordinary work with money, perks or verbal praise. It requires genuine care and an appreciation of the whole person — not just their accomplishments and efforts.

    Even top performers stop growing when they don’t feel validated or feel invalidated. Invalidation is the unspoken barrier to vulnerability, authenticity and belonging.

    Related: The Pursuit of Happiness: Self-Actualization and Maslow’s Mistake

    Validation is the prerequisite for vulnerability

    In recent years, we’ve all heard about the power of vulnerability and the need for authenticity in every aspect of our lives. I believe everyone understands the value of being vulnerable. And most of us want to be vulnerable. For many of us, it’s a deep desire.

    However, many of us are constantly invalidated, making us cautious or even close to attempting to be vulnerable again. We guard ourselves against people who invalidate our experiences.

    For people to be vulnerable and authentic, they need a safe place. They need a safe person.

    Validation is the prerequisite for vulnerability. When someone validates our experience after we’ve shared something vulnerable, we are likely to be vulnerable again with them. However, we become hesitant or resistant to open up when we are invalidated.

    Related: The Benefits of Practicing Vulnerability in the Office

    What is invalidation?

    Many of us think of invalidation as saying something mean to another person when in reality, many of our invalidating responses actually come from a good place.

    Invalidation can happen by denying, dismissing, or diminishing someone’s experience.

    Denying is overt invalidation. When you tell someone that what they perceive as true didn’t happen or is not happening, it is evident that they will feel unseen, unsafe and unsupported. However, dismissing and diminishing is a more covert message often disguised as motivation. I call this “motivational shame.”

    Most leaders have been trained to motivate their teams. But motivation is not enough. Motivation can be detrimental when it invalidates someone, no matter how great your intentions might be. Invalidation happens when someone expresses concern, and you reply: “You’ll be fine” or “You’ve got this!”

    Invalidation looks like someone sharing an experience they consider painful and receiving the reply: “It’s not such a big deal” or “It could be worse.” Many people would go as far as to share those worst cases with them.

    Even sharing solutions like a mantra or positive affirmation can be an invalidating experience because when people share their feelings, they are not necessarily seeking solutions. They are just seeking confirmation that they are not wrong or fundamentally flawed for feeling them.

    Essentially, being invalidated is getting the message that we are not being rational in our feelings and that we shouldn’t feel that way. This leaves us feeling worse and leads us to shut down, affecting our state, health and performance.

    Validation helps create a safe culture where your psychological safety is a possible reality.

    Fostering an inclusive environment

    It’s a great step to encourage your employees to be transparent, but saying phrases like “be your true self” or “bring your whole self to work” is not enough. Authenticity still feels daring and must be validated for that person to remain authentic.

    Without validation, you cannot have a genuinely inclusive environment because inclusion is not a policy.

    We feel included when we can be authentic and don’t have to strive to fit in. When we are validated, we feel that we belong, just as we are.

    Related: 4 Ways to Cultivate Inclusion and Compassion In the Workplace

    How to validate those you lead

    Validating is a critical leadership skill, even in self-leadership. I’m sharing some examples of validation in the workplace to illustrate how simple it can be:

    Experience: “Wow, being a woman of color in this company sounds difficult.”

    Thoughts: “I really appreciate your willingness to share your ideas!”

    Values: “Wow… I can see why that’s important to you.”

    Dreams: “You sound so excited about this new goal, and with your work ethic, I’m sure you can do it!”

    Beliefs: “Can you tell me more about that?”

    Concerns: “I can understand why you feel that way. I’d be worried too!”

    Contribution: “You’ve put so much into this project. I’m so happy for you. What an amazing accomplishment!”

    Validating is an effective way to connect with those you lead because it communicates that you care about them. To make a difference in the people you lead, you must create an environment where they feel valued. I encourage you to think about how you might replace motivation with validation. As you do this, you can genuinely be the impactful leader you want to be.

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    Elayna Fernandez

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