Dr. William A. Guillory is one of the most dynamic transformational speakers, and conference and seminar facilitators of our time.
Dr Guillory speaks about subjects that are at the forefront of our thinking, such as Creating Culturally Compatible Living and Working Environments; The New Leadership for the 21st Century—The FuturePerfect Organization; The Age of Human Potential—Creating Human Capital; Diversity–The Unifying Force of the 21st Century; Maximizing Your Personal Performance through a Success State of Mind; and other related topics involving personal and organizational transformation.
Dr. Guillory is an authority on diversity, leadership, high performance, creativity and innovation, and quantum-thinking. Dr. Guillory has an in-depth understanding of the process of organizational transformation in response to rapid, unpredictable change. His global travels and presentations have provided knowledge of how to create culturally compatible living and working environments. Bill’s published books include Realizations; It’s All An Illusion; Destined to Succeed; The Roadmap to Diversity, Inclusion, and High Performance; The Guides; Empowerment for High-Performing Organizations; The Business of Diversity; Living Without Fear; and The Living Organization?Spirituality in the Workplace. His most recent publications include The FuturePerfect Organization—Driven by Quantum Leadership; TickTock… Who Broke the Clock—Solving the Work-Life Balance Equation; Animal Kingdom—A Diversity Fable; and How to Become a Total Failure—The Ten Rules of Highly Unsuccessful People (a tongue-in-cheek book about success).
Prior to founding the consulting firm Innovations International Inc., Dr. Guillory was a physical chemist of international renown. He has lived, studied, and lectured in England, France, Germany, Japan, Switzerland, Poland, Mexico, Puerto Rico, and China. He has authored over 100 publications and several books on the application of lasers in chemistry and was Chair of the Department of Chemistry at the University of Utah. Dr. Guillory received his B.S. from Dillard University in New Orleans, his Ph.D. from the University of California at Berkeley, and was a National Science Foundation Postdoctoral Fellow at the Sorbonne in Paris. His distinguished awards and appointments include an Alfred P. Sloan Fellowship, an Alexander von Humboldt appointment at the University of Frankfurt, a Ralph Metcalf Chair at Marquette University, and the Chancellor’s Distinguished Lectureship at the University of California at Berkeley.
Dr. Guillory has presented over 4,000 seminars for leadership groups in the United States, Canada, Mexico, South America, China, Hong Kong, Singapore, Japan, the United Kingdom, France, Saudi Arabia, Germany, Belgium, and Switzerland. He has facilitated seminars for more than 300 organizations, including NASA, The EPA, Amgen, the Navy, AEC of Saudi Arabia, The National Institute for Science and Technology, Merck & Co., Eli Lilly, Amoco, the American College of Health Care Executives, Lockheed Martin, Northrop Grumman, Qualcomm, Sandia National Laboratories, EDS, Texas Instruments, Diagnostic Laboratories of Hawaii, Procter & Gamble, Dow Chemical, The Department of Health and Human Services, The Department of Agriculture, Los Alamos National.
Some years ago, I wrote a paper that suggested that population demographics coupled with changing attitudes would ultimately force the business world to deal with the subject of diversity—with its myriad of definitions. That situation has apparently come to pass, both in terms of the emerging U.S. and global workforce, but also in terms of global business expansion; particularly, into China and India. Read more
A decided shift is occurring in how we dominantly facilitate formal learning. I use the term formal to distinguish it from everyday experiential learning through human interaction. By learning, I mean the process of transforming information into knowledge. This process occurs by how we interact with and engage concepts which are not presently part of our working reality. Read more
Diversity of Thought is one of the most powerful creative, innovative, and transforming areas of diversity, inclusion, and high performance. Mastering the five integrated skills discussed in this paper ensures an individual’s ability to be successful in a diverse, multicultural world. Read more
The progression of business paradigms, shown below, clearly illustrates that we are transitioning from the Age of Human Potential to the Age of Oneness.
The Age of Human Potential is characterized by Performance and Talent Management—the Quest for Talent. As shown in the diagram, power in that paradigm is based upon the acquisition and retention of human capital. Read more
In 1989 Innovations designed a three-part model for characterizing the
global dimensions of culture—including its impact on how organizations
and businesses function. The three-part model consists of the fundamental level of culture, high/low context; the more visibly practiced level of societal culture; polychronic/monochronic orientation; and the translation of these levels into how
organizations function; Eurocentric/Non-Eurocentric orientation. Read more
Workplace spirituality provides a holistic umbrella that compatibly embraces the totality of work-related activities which are sourced from one's inner self. Whether these activities are initiatives involving diversity, performance management, employee-engagement, work-life integration, or creativity, innovation, and imagination, there is a spiritual dimension to their application in the workplace. Read more
Framing the Challenge I begin this paper with a declaration: "It is not possible to create inclusion (or an inclusive culture) without the experience of cultural transformation." Cultural transformation is the process of irreversibly changing the mind-set (culture) of an organization and correspondingly, its policies, processes, and behaviors that results in a more equitable mode of operation. When applied to an individual, I refer to this process as personal transformation. Read more
During the first decade of the 21st century (2000-2010) considerable efforts have been devoted to creating cultural inclusion, particularly by organizations that have been serious about the necessity for diversity. The concept of inclusion came about during the 1990s when it was apparent that the efforts in diversity were not affecting the culture or diversity-related objectives in any irreversible way. Read more
Talent management is an initiative designed to source, attract, recruit, develop, advance, and retain highly competent employees. It’s also designed to target their development to leadership and management functions critical to the organization’s continuing success. Therefore, talent management is inextricably coupled the organization’s strategic objectives. Read more
The most compelling question about diversity a law firm must consider is whether the firm as whole believes diversity is crucial to its short- and long-term business success. Diversity permeates every aspect of the firm’s operation, from lawyers and staff to clients. So the question is not whether diversity is important, the question is, “Is there a sense of urgency regarding its aggressive implementation?” Read more
The most recent battle cry in diversity is “inclusion” or “creating an inclusive culture.” In reality, creating inclusion goes beyond a good business case for diversity and changing people’s behavior. Most of all, it involves a significant shift (or transformation) in the individual and collective mind-sets of the work force. Read more
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