profile-photo

Stacy Blake-Beard

Add to wishlist

Book Stacy Blake-Beard

Stacy Blake-Beard is a renowned scholar, consultant, speaker, mentor, and coach. Stacy has been affiliated with several academic institutions including Harvard University’s Graduate School of Education and Simmons College’s Graduate School of Business. At Harvard, she was a faculty in the Graduate School of Education, sharing her knowledge on organizational behavior and the mentoring of relationships across different social identities. At Simmons, Stacy was the Deloitte Ellen Gabriel Chair of Women and Leadership, where she taught on the topics of organizational leadership and mentoring as a leadership strength. Stacy’s work with academic institutions has taken her as far as India, where she was a member of the visiting faculty at both the Indian School of Business in Hyderabad and the Vedica Scholars Programme for Women in Delhi.

 

Stacy’s areas of expertise are centered on the challenges and opportunities associated with inclusive leadership. She works with leaders to reinforce the importance and benefits of expanding dimensions of diversity. She is particularly interested in the issues women face as they develop mentoring relationships, as well as the dynamics of formal mentoring programs in both corporate and educational settings. Having worked overseas, Stacy also researches and practices in international contexts, drawing from her global experiences to inform her work.

 

Stacy continues to explore new avenues for sharing her knowledge beyond the academic world. Most recently, she’s collaborated with Tuck Executive Education and ExecOnline Partners, where her expertise on the topic of Managing Visibility has been adapted for the online program platform. She was also a speaker in the multicultural mentoring series sponsored by the International Mentoring Association and the Voice & Influence video series sponsored by The Clayman Institute for Gender Research at Stanford University.

 

Stacy’s research on gender, diversity, and mentoring has appeared in a wide range of publications, including the Journal of Career Development, the Academy of Management Executive, the Psychology of Women Quarterly, the Journal of Management Development, the Journal of Business Ethics, the Human Resource Management Journal and The Diversity Factor. Stacy is also a coeditor of both the Handbook of Research on Promoting Women’s Careers and Mentoring Diverse Leaders: Creating Change for People, Processes and Paradigms.

 

Stacy has been the recipient of numerous grants and fellowships, including awards from the National Science Foundation, the Ford Foundation, and the Robert Toigo Foundation. She is a past recipient of the Fulbright Award, which she received for her project “Systems of Sustenance and Support: Exploring the Impact of Mentoring on the Career Experiences of Indian Women” in partnership with the Center for Leadership, Innovation and Change at the Indian School of Business in Hyderabad.

 

Stacy sits on the advisory boards of several organizations, including MentorNet, Teen Voices, the Harvard Project on Tenure, the Harvard Medical School Center for the Study of Diversity in Science, the Boston Museum of Fine Arts, and the Boston Women of Color Group. She has also served as a representative for the Board of Governors for the Academy of Management.

 

Stacy has conducted seminars and consulted on a wide range of topics, including:

 

  • Diversity, equity, inclusion, justice, and belonging (DEIJB) as a leadership strength
  • Mentoring relationships as critical competencies in managing DEIJB
  • Building and implementing effective formal mentoring programs
  • Bystander awareness as diversity intervention tactics (a two-part series)
  • The integration of gender and leadership
  • Identifying and addressing unconscious biases
  • Managing visibility with direction and courage
  • Strategic networking as a path to opportunity
  • Custom-designed curriculums and training   

 

 

Stacy’s diverse list of clients includes Infosys, Dell EMC, American Tower, MetLife, Hewlett Packard, Jobs for the Future, The Partnership, Inc., IBM, Cisco, The Robert Toigo Foundation, Bank of America, Chase Bank, PricewaterhouseCoopers, Swissôtel, PepsiCo, Goldman Sachs, Intel, Linkage, Inc., AstraZeneca, Eli Lilly and Company, Boston Chamber of Commerce, Police Executive Research Forum (PERF), The Conference Board, Massachusetts General Hospital, Brigham and Women’s Hospital, Cambridge Hospital, Boston University, Connecticut College, the University of Connecticut, University of Michigan, University of Texas, University of Pennsylvania, Northeastern University, University of California, Harvard University, Boston Public School District, The PhD Project, International Mentoring Association, The Compact for Faculty Diversity, and Working Mother Media.

 

Stacy holds an MA and a PhD in organizational psychology from the University of Michigan and a BS in psychology from the University of Maryland at College Park.

Speaking Topics

Understanding Unconscious Bias And Its Impact

Interpersonal interactions at work and in other organizational contexts are undergirded by unconscious biases—pervasive but unspoken thoughts, feelings, or beliefs that shape our behaviors. Often, we’re not even aware that these unconscious biases are shaping our decisions around how we interact with others. Consciously, we have an illusion of objectivity and fairness in how we deal with those around us. But contrary to our conscious intentions, unconscious bias is widely prevalent, robust, and, unfortunately, a cause of exclusion and prejudice. Most importantly, unconscious bias is costly to both organizations and the individuals in them.

 

Understanding Unconscious Bias and Its Impact provides participants with research, best practices, and tools for identifying unconscious bias. Participants are also given methodologies to uncover and address them. Participants learn about the sources of unconscious bias and discuss what actions to take to minimize the impact of unconscious bias at the individual, group, and organizational levels.

 

The workshop is participatory, using mini-cases, video scenarios, and participant experiences as tools to delve into the impacts of unconscious bias.

 

In this workshop, we will:

 

  • Discuss what is meant by “unconscious bias” and identify the sources of this phenomenon.
  • Explore processes by which unconscious bias occurs.
  • Use a customized vignette as well as video clips and participant experiences to illustrate unconscious bias.
  • Identify action steps at individual, group, and organizational levels to counter unconscious bias.
  • Collaborate as a learning community to distill lessons and next steps that each participant can take away from the workshop

Enhancing Your Strategic Network

No one who “makes it” does so alone. We all need assistance as we strive to meet our goals and achieve our dreams.

 

Enhancing Your Strategic Network presents a framework to manage our strategic networks, and the relationships in them, more effectively. Participants are guided through core networking concepts and dimensions in preparation to analyze their networks. Through network mapping, and by focusing on a specific leadership goal, participants analyze their networks and develop an action to fill identified “network gaps” in a structured, systematic way. After this workshop, participants will have a better understanding of their strengths and developmental opportunities in their networks. Participants will leave the workshop with a plan for moving forward toward their leadership goal—with the help they need.

In this workshop, we will:

 

  • Define networking and identify the importance of using this process strategically.
  • Work through a proven framework to manage networks, and the relationships in them, more effectively.
  • Use network mapping as a tool to identify developmental opportunities or network “gaps”
  • Identify action steps to strengthen existing network ties or build new ones in the service of meeting participant leadership goals.
  • Collaborate as a learning community to distill lessons and next steps that each participant can take away from the workshop.

Managing Visibility

What is visibility? At its most basic level, visibility is the state of being seen and being able to see. Managing Visibility focuses on how we manage our presence— or visibility—within our organizations. Managing our visibility requires us to be in touch not only with how we feel about various aspects of our identity but also how others may perceive us. As we engage with this topic, it’s important to shine a light on the aspects of our identity that empower us as well as areas where we may feel vulnerable.  In this workshop, we will use a range of interactive exercises that provide insight into our internal dialogue and our external experience of being perceived. We’ll engage in discussion about the challenges of being too visible (hyper-visible) or not visible enough (in-visible). We’ll also explore the concept of “tempered visibility”—which involves aspects of both standing out and blending in—and identify actions we can take to temper it.  

 

Throughout the workshop, we will:

 

  • Further define managing visibility and the importance of using this process strategically.
  • Gain insight into the continuum of visibility strategies, from standing out to blending in.
  • Explore tempered visibility as a strategy, drawing on the full continuum.
  • Simulate the internal conversation around managing visibility through an interactive exercise.
  • Delve into unconscious bias as an external factor impacting visibility.
  • Identify action steps to use visibility strategies in the service of meeting participant leadership goals.
  • Collaborate as a learning community to distill lessons and next steps that each participant can take away from the workshop.

Bystander Awareness: Lessons In Civil Courage

 Organizational decisions or behaviors that exclude certain individuals or groups from both opportunities and rewards don’t happen in a vacuum. There are often bystanders who see acts of exclusion happening right in front of them and, for whatever reason, decide to keep their heads down. But exercising the courage to speak up in the face of exclusion or prejudice is key to organizational efforts to foster a culture that embraces inclusion and diversity as a strength.

 

Bystander Awareness: Lessons in Civil Courage takes the understanding of diversity below the surface and provides specific strategies for building more respectful organizations and skills for intervention. Participants are guided through a history of the bystander phenomenon, through a discussion of the Kitty Genovese incident as well as relevant social psychological theories (such as diffusion of responsibility). Using “bystander scenarios,” participants are given an opportunity to practice speaking up and acting in response to hypothetical inequities. Strategies are provided to support participants in being active bystanders for institutional change.

 

In this workshop, we will:

 

  • Define bystander awareness and explore the historical background of this psychological process
  • Practice interventions in a safe space so that participants feel ready to utilize them.
  • Think through various scenarios illustrating examples of bystander behavior.
  • Consider cultural differences in appropriate interventions.
  • Learn from other participants’ experiences and expand the possible menu of responses.
  • Identify action steps to take when faced with situations in which bystander behavior may occur.
  • Collaborate as a learning community to distill lessons and the next steps that each participant can take to make upstanding behavior more open, expected, and legitimate.

Stacy Blake-Beard's Experiences

EXPERIENCE DETAILS

*
Virtual In-Person

Experience Details

Virtual In-Person
I'm prepared to move to contract immediately if my offer is accepted.

Payment Terms

+
=
I understand that submitting this firm offer form is a legally binding offer to contract with the talent on the terms above, should the talent accept them within 5 business days of when this form is submitted. I further agree to Engage's standard booking terms & conditions.

Testimonials

“Stacy is an outstanding thought leader and partner for continuous learning. I have worked with her since 2005 to design and deliver unique content for the participants in our programs. She consistently receives resounding applause for her informed, energetic and engaging style of training, her keen ability to be inclusive with the audience, and the action-oriented messages she shares, which can be embraced by each individual to carry forward. I have recommended her enthusiastically to colleagues, other non-profits—both domestic and international—and corporate partners who are seeking the best-in-class professionals for speaking engagements and/or training. Stacy is also collaborative with her clients—threading objectives, expected outcomes and messaging that emphasize the organization’s intent for training with her own dynamic subject matter expertise. She’s creative and encourages “outside the box” thinking and always delivers as promised.”

“In a few words, Stacy is smart, experienced, insightful and approachable. Smart: street and otherwise. Experienced: personally, educationally and professionally. Insightful: in so many ways. Approachable: from moment #1. I hope that she will be part of our work to educate women and men in the industry for a long time to come.”

“Professor Stacy Blake-Beard’s dedication and commitment to our Senior Management Institute for Police has for better than a decade played a key role in the development of over two thousand of policing’s future leaders. Her thoughtful, passionate and sensitive instruction has and continues to prepare officials to achieve greater diversity in the police workplace and to bring about more harmonious police-community relations around the US and beyond our borders. Through her unique talent and ability, Stacy has regularly been able to bring a diverse group to common conclusions and understanding. She is one of the best instructors I have ever worked with and her passion and commitment to teaching our future police leaders is singularly impressive.”

“Dr. Stacy Blake-Beard delivered a powerful interactive live virtual video session on mentorship for a global cohort of emerging leaders at one of the largest social media and communication platforms in the world. From design to deployment, it was a joy to collaborate with Dr. Blake-Beard! (The management design firm People Rocket engaged me to create and pilot a leadership program as part of a critical Inclusion & Diversity initiative aimed at elevating and empowering high-potential women at the company. Having worked at Stanford with Dr. Blake-Beard, a renowned leader in the field, I knew her voice was a perfect fit for this project.) Her session was deeply engaging, highly informative and fun! Everyone learned a lot, yes—but they also shared, questioned and laughed. In “room,” Dr. Blake-Beard’s commitment, thought leadership, expertise and authoritative presence command attention; and her approachable, warm pedagogical style generously invites the learner right up close to the material. She allows participants to relate to and explore the academic research personally. She adeptly uses video technology to enhance her content (with slides and visuals,) and to connect with each participant by name, effortlessly pulling every globally-located person into the conversation. Participants are empowered with frameworks, clear best practices, personal insights and enhanced awareness—and they leave with a real-world call to action! Dr. Blake-Beard’s work inspires specific behavioral changes that have the power to take careers and relationships to the next level. By teaching how to engage in mutually beneficial mentor relationships, @sblakebeard transforms careers. #DrSBBEmpowers”

“It is a privilege to watch Stacy in class—she is magical—and there is no less dramatic way of describing her as a teacher! Stacy’s competence and hold over her areas of expertise is well known. Of course, she is among the best you can find for organisational behaviour and women’s leadership. That she brings “herself” into her teaching, with all her experiences over the years, is what makes the class and coursework come alive. Her level of preparedness and engagement in each class is benchmark—students not only take away valuable learnings, but are inspired even as they have fun! She connects with her students, immediately, and leaves them feeling like the luckiest people on the planet to be taught by her. To gain the respect and love of highly demanding Vedica Scholars is no mean feat—and Stacy “conquered” like few others could. Even in our almost brutal faculty feedback process, Stacy is amongst the most highly-rated faculty. We can’t wait to have her back at Vedica!” Anuradha Das Mathur Founding Dean, The Vedica Scholars Programme for Women

X