Pamela Fuller | FranklinCovey
Pack your event with inspiration, expertise & lasting change.
Book our thought leader on Unconscious Bias, Pamela Fuller, coauthor of The Leader’s Guide to Unconscious Bias.
Pamela Fuller is FranklinCovey’s thought leader on unconscious bias, lead architect of its organizational solution, and one of the firm’s top global sales leaders. Pamela served as an architect of FranklinCovey’s Unconscious Bias work session and has delivered that session as well as DEI strategy discussions to thousands of leaders across the globe. She is also responsible for helping clients customize and implement learning and organizational-development solutions to meet their strategic objectives across FranklinCovey’s full catalog of learning solutions.
After earning her MBA, Pamela served as a diversity analyst at the U.S. Department of Defense, focusing on human capital planning, diversity training, and statistical workforce analysis. She began her career in non-profit fundraising and advocacy, always connected to inclusion and the voice of marginalized groups.
Pamela currently lives in South Florida with her husband and children, where they spend their free time exploring all manner of superheroes.
Author of The Leader’s Guide to Unconscious Bias
Pamela Fuller is the author of The Leader’s Guide to Unconscious Bias and is FranklinCovey’s thought leader on unconscious bias, lead architect of its organizational solution, and one of the firm’s top global sales leaders. She began her career in nonprofit fundraising and advocacy. After earning her MBA, Pamela served as a diversity analyst at the U.S. Department of Defense.
On Leadership with Scott Miller: #49 Pamela Fuller
How To Face Bias With Courage
„Many leaders fancy themselves great leaders. They think critically about their leadership and what their decisions and priorities mean for their people. Fewer leaders consider themselves inclusive leaders and think critically about building a diverse, equitable and inclusive work environment for their people and without this lens, your leadership can’t be great because someone is being left behind.”PAMELA FULLER
Books by Pamela
The Leader’s Guide to Unconscious Bias: How To Reframe Bias, Cultivate Connection, and Create High-Performing Teams
It’s just a fact: we all have unconscious biases working in the background of our brains. These biases can help us navigate our complex world, but they can also derail our decision making, damage our relationships, and inhibit the performance of our teams.
Using the principle-centered, research-supported tactics in this book, leaders can learn to identify unconscious bias in themselves and others, cultivate connection in their teams, and choose courage to make progress. You’ll move beyond awareness into action across important inflection points like recruiting, engagement, and promotion. Now more than ever, leaders must master these skills to build high-performing teams and compete in a world that demands inclusion.
The Leader’s Guide to Unconscious Bias: How to Reframe Bias, Cultivate Connection, and Create High-Performing Teams
Fuller, who works on leadership issues of bias and inclusion at consulting firm FranklinCovey (of The 7 Habits of Highly Effective People fame), debuts with a useful toolkit for organizations looking to face institutional- and individual-level unconscious bias.
Shift the Impact of Bias by Choosing Courage
Franklin Covey’s approach to addressing the impact of bias, Unconscious Bias: Understanding Bias to Unleash Potential, is encompassed by a three-part model: identify bias, cultivate connection, and choose courage. I think of it as a progressive model driven by introspection. At each stage of the model, there are questions we can ask ourselves to mitigate the potential negative impact of bias.
EQ, IQ, XQ—3 Factors That Lead To Team Performance
Being a first-level leader can sometimes feel like you’re pushing a boulder uphill.
Whether it’s changing the way you think about attaining success, sifting through feedback, or leading your team through a change initiative, frontline managers can become overwhelmed and fall out of step with their team if they are not careful.