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Libra Consulting

Driving gender balance. Fueling business success.

Gender balance is about realizing the potential of the full workforce. It’s about diversity of perspective and great ideas. It’s about men and women sharing power and responsibility at work, and at home. It’s about fueling success.

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diagram of gender balance

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Lisa Levey, Founder

Lisa Levey has advised organizations ranging from Fortune 10 corporations to leading non-profits on women’s advancement and professional development. Libra Consulting helps organizations realize the underutilized potential of women by diagnosing the root causes of gender imbalance and addressing both structural barriers and attitudinal challenges.

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Definition of Libra Scales

Key Principles of Gender Balance

  • Gender balance is the economically smart thing to do and the right thing to do.
  • Women and men are stronger together – in organizations, in communities, in families.
  • Gender balance is about men and women. Each must play a role.
  • Gender balance requires challenging fundamental assumptions and making adaptations in attitudes and behaviors, structures and practices.
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Meet Lisa, Our Founder

Lisa Levey has consulted to a marquee list of clients on women’s advancement, diversity and work-life issues for more than 20 years. Her goal has always been to help create work organizations where individuals can thrive – by honoring what is most important to them professionally and personally – and allowing them to unleash their passion and creativity to make their best contributions at work.

Lisa’s deep expertise in work life effectiveness directly influenced the development of our global policy and practices for workplace flexibility. 

Lisa brings a wealth of knowledge and passion to organizations actively working to realize the full potential of women.

Leslie Mays

VP Global Inclusion, Avon

Lisa has been instrumental in the New York City Bar’s diversity efforts since she was first retained by the City Bar in 2008 to lead our diversity benchmarking research.

I would recommend her as an experienced diversity consultant and researcher.

Gabrielle Lyse Brown

Director of Diversity and Inclusion, New York City Bar Association

I had the pleasure of moderating a webinar featuring Lisa … for the Cornell Entrepreneur Network (CEN). One thing that particularly impressed me about Lisa was her preparation.

I highly recommend Lisa as a speaker and presenter.

Heather Allen

Leadership Gifts Officer, Cornell University

The Libra Solution

In “The Libra Solution,” Lisa Levey weaves together:

  • Insights from consulting with companies on work-life integration and women’s development and advancement;
  • The voices of women and men as they succeed and struggle to “balance” work and life; and
  • Her own very personal story of living in a partnership marriage.
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The Secret Sauce for Driving Innovation

Innovation is critical to business success yet does not come about by telling employees, “Be innovative!” or by asking employees, “What’s the new thing? The new product? The new discovery?” Instead innovation is facilitated by creating an environment that allows employees to imagine, to wrestle, to explore and to iterate. It results from providing opportunities to link nascent thoughts and ideas, and to stitch them together with further exploration and experimentation. At a provocative panel discussion The New CEO: Always Learning and Setting the Tone for Innovation on Day One, three women CEOs of bio-technology start-ups in the Boston area shared their thoughts on catalyzing innovative thinking in their organizations. WEST, a professional association aimed at advancing Women in theEnterprise of Science & Technology culminated a year’s focus on Driving a Culture of Innovation by hosting Katrine Bosley of Editas Medicine, Amy Schulman of Arsia Therapeutics and Nancy Simonian of Syros Pharmaceuticals. Key take-aways from the conversation describe strategies that collectively engender the secret sauce for driving innovation. Culture is job #1 for leaders – Culture was described as the single most important component of any failed – or successful – business and the top job of the CEO. The clear message was that culture happens, whether or not leaders focus on it, so it’s critical to put active energy into shaping the desired culture rather than having the default fill in the gaps. Leaders bring people together around a core set of ideas and ask foundational questions such as: What motivates us as an organization? Why are we here? What are our core values? What do we stand... read more

Companies Take Note: There’s Incredible Talent Hiding in Plain Sight

A few years ago at a wildlife center in Alaska, the naturalist told a group of us that the magnificent hawk perched on his arm was in ‘stealth mode’, hiding in plain sight. At a professional breakfast last week, the OnRamp Expo, sponsored by reacHIRE at Boston’s Innovation Center, I witnessed the same phenomena. Let me explain. I watched a group of 19 incredibly talented and credentialed women — who had stepped out of the workforce for some period of time — briefly share their professional stories. I was blown away by their experience, their intellectual firepower and their enthusiasm. Take Marie Dieringer, with deep expertise in strategy and planning at Bain and Boston Consulting Group, with three degrees to her credit including two from Ivy League institutions and whose passion and playfulness were clearly on display in her brief remarks. Or Divya Das with an MBA, an electrical engineering degree from Georgia Tech and years of experience managing key vendor relationships for companies like Bell South. Or Cheryl LaMonica, with extensive financial experience working overseas, a stint at JP Morgan Chase and a degree in economics from the University of Rochester and an MBA. As a corporate consultant, I hear a great deal about the reality of a changing global marketplace, the importance of innovation and perhaps most frequently the shortage of talent. Thus, I am stymied by this paradox whereby an enormous source of talent — professional women seeking to reenter the workforce — are literally hiding in plain sight. These women are driven, smart, capable and incredibly energized about returning to the workforce. Yet, they remain unrecognized through... read more

Using Representation Data to Assess Diversity Progress: Help or Hindrance?

One of the most challenging aspects for those seeking to drive diversity progress in the business world is the slow rate of change. As an organizational consultant working with clients to create more inclusive work cultures and to “move the numbers,” I know how frustrating and discouraging this can feel at times I recently read a report, The Diversity Paradox: Capturing the Value of Difference by Looking Beyond the Numbers that caught my attention. The premise of the Diversity Paradox is that measuring and emphasizing representation data – the percent of a particular group such as women at different levels along the leadership hierarchy – fails to help diversity flourish and prevents companies from capturing the value of differences. Instead, leaders are advised to look beyond the numbers, to develop a holistic strategy, and to emphasize data collected through interviews and focus groups with employees. There is much I agree with in this report: diversity is far broader than demographic characteristics (though salient ones such as race and gender do tend to greatly influence one’s experience and world view), and collecting qualitative information – through interviews and focus groups with employees – provides a critical piece of the puzzle that cannot be captured with representation data alone. I deeply identify with the limitations of representation data. The tag line for a diversity report I wrote in 2014 for the New York City Bar was Numbers Do Not Tell the Whole Story which accurately described the analysis. As an external consultant for the NYC Bar, I led the diversity benchmark research for the 10-year retrospective on the ‘state of diversity’ for a group of signatory firms... read more

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