We Are The Worl: A Journey Beyond Diversity to Cultural Competence (WOC 2014)

October 23–25, 2014

WE ARE THE WORLD:

A [Leadership] Journey Beyond Diversity to [Inclusion] Cultural Competence

2

Learning Objective• Increase cultural (inclusion) competence and

strategies– Define cultural competence (inclusion) and diversity– List and assess cultural (inclusion) challenges that

take place in your (own mind) workplace – Apply culturally sensitive (inclusive) collaboration

and negotiation techniques– Identify specific personal and organizational

strategies to improve (inclusive) cross cultural exchanges

We Are the World: A Leadership Journey Beyond DIversity to Inclusion Competence

3 We Are the World: A Leadership Journey Beyond DIversity to Inclusion Competence

The Real Agenda• Thinking about Inclusion• Examining Inclusion• The Behaviors and Competencies of

Inclusive Leaders• Assessing Inclusive Leadership• Developing Inclusive Leadership


Inclusion• We definitely know when it is lacking

– Poor engagement, negative culture– Turnover, or intention to turn over– Poor, and uneven results

• We know the outcomes of inclusion– A positive culture, feelings and engagement– Business results, especially in diverse markets

• But, do we really know what it is? Inclusion is an outcome/noun, not a behavior – The act of including – The state of being included

Wisdom begins in wonder.―Socrates


What Is Inclusion/Inclusive?

5

Great and timely guidance, but many organizations still struggle with inclusion.

Preconditions for this new paradigm

1. Leaders must understand and value that the diverse workforce has different perspectives and approaches to work

2. Leaders must recognize the learning and challenges that the expression of differing perspectives presents

3. The culture must create high standards of performance for everyone

4. The culture must encourage openness

5. The organization culture must stimulate personal development

6. The culture must make workers feel valued

7. The organization must have a clear vision

8. The organization must have an egalitarian non bureaucratic structure

In 1996 David Thomas and Robin Ely articulated a new paradigm of diversity:

• Connect diversity and work perspectives (results)

• Internalize differences between employees (normalize the environment)

• Enable the organization to learn and grow from the (new) perspective


Low Inclusion High Inclusion

High Diversity

• Moderate business results

• Negative and uncomfortable culture

• Excellent business results

• Positive culture

Low Diversity

• Poor business results

• Negative and uncomfortable culture

• Adequate business results

• Undefined culture

Why Inclusion?

6

Inclusion

Wo

rkfo

rce

Div

ersi

ty

The world, markets and workforces have become more diverse. Representation is not enough. Engagement of the full workforce, in all of its diversity, is critical.


• We talk about “inclusive organizations”

• But, how do you get there? – Culture

• How do you change culture?– Leadership

• How do you change leadership– Lead!

How to Get Inclusion

7

Leadership and culture are fundamentally intertwined. Leaders are the main architects of culture. After cultures are formed, they influence what kind of leadership is possible. When culture becomes dysfunctional leadership must do something to speed up culture change. (Edgar Schein 2010)

Leadership and culture are fundamentally intertwined.

Leaders are the main architects of culture. After cultures are formed,

they influence what kind of leadership is possible. When

culture becomes dysfunctional leadership must do something to speed up culture change. (Edgar

Schein 2010)


Inclusive Leadership Exercise

Focus group and interviews

Inclusive leaders

• Encourage individuals to feel welcome and accepted.

• To engage and deliver results

• Are generally thought to develop an inclusive culture, especially for underrepresented groups

Ask and Answer

• Have you known or worked with an inclusive leader?

• What did they do that was inclusive?

8

Working Definition


Inclusive Leadership: Competencies, Behaviors and Outcomes

9

Feel welcome and accepted; engage and deliver results

Leadership Competencies and Behaviors

Inclusive organizations yield business results, especially in diverse markets and workforces

Business Results

All Employees

An Inclusive CultureEspecially for underrepresented groups

Leverages Diverse Talent


Competencies Are Defined by Behaviors

Competency

Courageous: Tactfully acknowledges and discusses differences, such as strengths and weaknesses, performance, style, and motivators as well as differences such as race, gender, and background

1. Takes on difficult conversations about behaviors that are preventing organizational success

2. Demonstrates composure when discussing sensitive issues such as employees’ performance or differences (e.g., cultural, racial, sexual orientation, demographic, etc.)

3. Applies performance standards in a direct and candid manner.

4. Speaks up to encourage inclusiveness (e.g., confronting behaviors and stereotypes)

5. Tactfully acknowledges how others are different from self

10


Inclusive Leadership: Competencies, Behaviors and Outcomes

11



Inclusive Leadership: Leading Self

Competency

1. Courageous: Tactfully acknowledges and discusses differences, such as strengths and weaknesses, performance, style, and motivators as well as differences such as race, gender, and background

2. Authentic and Open: Appropriately shares own identity through effective storytelling. Acknowledges own fallibilities and expresses learning challenges and triumphs to make self more approachable to others

3. Values Perspectives: Recognizes that all individuals have unique and valuable contributions. Strives to deeply understand others and create an environment that values diverse perspectives



Inclusive Leadership: Leading Relationships

Competency

Communicates Adaptively: Optimizes communication with others by listening intently and varying style to the other party. Uses a mixture of different mediums and channels as a means of being fully understood by individuals with varying communicative preferences based on their unique background

Builds and Connects Relationships: Actively fosters personal and work relationships across all organizational levels to connect with others of varying backgrounds and further expand network

Facilitates Development: Encourages and supports others’ career and performance by coaching, explaining cultural traditions as well as providing opportunities for exposure and development



Inclusive Leadership: Leading CultureCompetency

Allows for Differences: Recognizes how others are different and how this can reflect in working style. Appropriately allows and adapts to these differences

Shares Authority, Power, and Credit: Empowers others to autonomously pursue their goals. Appropriately allocates individual praise and recognition following the completion of a collaborative organizational assignment. Enables others to contribute to decisions regardless of their level in organizational hierarchy

Builds a Climate of Trust and Respect: Develops mutually trusting relationships by following through on commitments, as well as by authentically and consistently interacting with others. Establishes a culture of civility where individuals are free to self-disclose without concern of reprisal, judgment, or gossip



Inclusive Leadership: At the Core Is a Focus on Results

Focuses on Results: Establishes a shared focus on results and the common good, as opposed to the personal style or methods for achieving the results

Leverages Diverse Talent: Executes goals, strategy, and operations by fully leveraging the organization’s talent. Intentionally includes everyone because of—and not “in spite of”—differences in style or background



Ways to Change Humans and Organizations

• Some believe changing how you thinking through insights will change behavior

• Others believe deliberately changing behavior will result in a change in thinking

• Both are right

Inside Out

Outside In

16

Worked to Understand the leadership behaviors that matter, and then make these clear and develop skills and insights about how to demonstrate the behaviors.

Outside In

Insight

Inside Out

Insight

ChangeBehavior


Developing Inclusive Leadership: Leads SelfBrainstorm Exercise

1. Personal Disclosure / Vulnerability

2. Understand own cultural script / comfort with own diversity and that of others

3. Understanding unconscious privilege

4. Personal branding

5. Leading from the center / mindfulness

17


Developing Inclusive Leadership: Leads Relationships

Brainstorm

1. Coaching skills / new models of development

2. Leverage networking & collaboration skills and strategies

18


Developing Inclusive Leadership: Leads CultureBrainstorm

1. Safety and risk taking in exposure

2. Practice Micro-affirmation

3. Eliminate Micro-Inequities

4. Deliberate articulation and development of culture

19


Inclusive Leadership Development Strategy

CapacityCapability

Time

Rethink Leadership Assessment Instruments

LegendAWIL – Advancing Women In LeadershipAGL- Advancing Global Leaders ILA – Inclusive Leadership Academy BDLB – Building a Diverse leadership Bench (program)ILCS – Inclusive Leadership Consulting ServicesGILA – Global Inclusive Leadership AcademyBCCE – Building Collaboration, Commitment & Engagement (all employee cultural adopton)

GILA

BDLB

Global Inclusive Leadership Assessment

AWIL(I)

ILCS

ILA

BCCE

ILCS

BDLB ILCS

GILA

Incorporate Inclusive Leadership In All Development, All Systems

Now

AGL(I)

Before its too late


QUESTIONS?And now you know!

Presentations & Public Speaking

We Are The Worl: A Journey Beyond Diversity to Cultural Competence (WOC 2014)