how to build and measure a culture of inclusion? develop inclusive leaders
TRANSCRIPT
How to Build and Measure a Culture of Inclusion?
Develop Inclusive Leaders
©2015, Linkage. All Rights Reserved Worldwide.
Exclusion
• Humans are social animals
• Exclusion is threatening. Normal defenses:
– Withdrawal
– Domineering behavior
– Alliances
• These defenses are understandable BUT negative
• Academic researchers find that ostracism is seen as acceptable but more damaging than harassment
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Harassment Exclusion
Active Passive –neglecting to take action
Engages the target Disengages / isolates the target
Negative social attention and treatment Lack of social attention and treatment
Not socially acceptable More socially acceptable
Less common More common
Obvious Subtle
Hard to deny intent Can be due to oversight
Can develop rules against (anti-bullying) Difficult to develop rules against
Increases social engagement Decreases work commitment
Slight relationship to turnover Stronger relationship turnover
Requires bravado Requires no courage
Harassment vs Exclusion
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©2015, Linkage. All Rights Reserved Worldwide.
Exclusion Inclusion
Passive –neglecting to take action Active: It’s all about action
Disengages / isolates the target Engages / Brings in the “target”
Lack of social attention and treatment Increase in social attention and treatment
More socially acceptable May not be socially acceptable
More common Not common
Subtle Obvious and subtle
Can be due to oversight Takes foresight
Difficult to develop rules against Difficult to execute
Decreases work commitment Increases work commitment
Stronger relationship turnover Stronger relationship and engagement
Requires no courage Requires courage
What Is Inclusion?
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Inclusion: Definition
Dictionary• The action or state of including
or of being included within a group or structure
• Include: comprise or contain as part of a whole
In Organizations• All employees feel welcome
accepted, and valued especially under-represented groups
• Employees are recognized for their uniqueness as well as their commitment and energy for the organization
• As a result, employees are more apt to engage and deliver results
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At work, Inclusion is related to full engagement and discretionary effort
©2015, Linkage. All Rights Reserved Worldwide.
How to Get Inclusion
• We talk about “inclusive organizations”
• But, how do you get there?
– Culture
• How do you change culture?
– Leadership
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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)
©2015, Linkage. All Rights Reserved Worldwide.
• What does it feel like to be included or excluded?
• Have you ever worked for a leader who made you feel included? What did he or she do that was inclusive?
Questions Worth Asking
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These simple questions became the basis of an in-depth study with Fortune 1000 diversity officers
©2015, Linkage. All Rights Reserved Worldwide.
Describing an Inclusive Leader
1. Results Focused: expects everyone to contribute their unique talent
2. Open: transparent and articulate about self, direct with others and receptive to others’ ideas
3. Security Builder: establishes an environment where individuals can express themselves and are treated respectfully, even if different
4. Equips Others: elevates others, supportive of others’ development and needs
©2015, Linkage. All Rights Reserved Worldwide.
Inclusive Leadership: Competencies, Behaviors and Outcomes
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Core: Results FocusedExpects everyone to contribute their unique talent
Leads Self: OpenTransparent and articulate about self, direct with others and receptive to others and ideas
Leads Culture: Establish SecurityEstablishes an environment where individuals can express themselves and are treated respectfully, even if different
Leads Relationships Equips OthersElevates others, supportive of others’ development and needs
©2015, Linkage. All Rights Reserved Worldwide.
So How Do We Develop Inclusive Leadership?
Ways to Change Humans and Organizations
• Some believe change thinking with insights, and behavior will follow
• Others believe deliberately change the behavior, and thinking will follow
• Both are right
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Outside InInside Out
The steps to become an inclusive leader can start on the inside with insights or on the outside by changing behavior, practices and habits
Inside OutOutside In
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Detailed Assessment Provides Insights and Motivation for Inclusive Leadership
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Validated Questions and Behaviors• We understand the behaviors of inclusive leaders
• By assessing individuals against these and providing feedback, we will guide them to demonstrate inclusive leadership and build an inclusive culture
• Most leaders want to be inclusive—and by contrasting their self-perceptions with others’, targeted improvement is stimulated and motivation for development is inspired
A challenge remains. This continues to be a blind spot for many. Assessments can help, but coaching and insights are needed.
©2015, Linkage. All Rights Reserved Worldwide.
Mindset for Being Results Focused
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Employees Feel Unique
Employees Feel Part
Balance your focus on followers’ contribution to shared results and their unique capabilities
“We need
people like you!”
“We all need to focus on
winning/ results”
“Can you see me? Can you hear me? Does anything I say mean anything to you?” – Oprah Winfrey
Focus on Results
©2015, Linkage. All Rights Reserved Worldwide.
Habits and Practices for Being Open
• Personal disclosure/ vulnerability
• Fluency in describing own cultural script/comfort with own diversity and that of others
• Storytelling
• Practice at candidly discussing differences
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Mindset for Building Security: Micro-Affirmations
• Micro-inequities: seemingly small events that are often hard to prove yet somehow diminish or exclude someone
• Micro-affirmations: subtle or apparently small acknowledgments of a person’s value and accomplishments
– “Small acts, both public and private, often unconscious but very effective which occur wherever people wish to help others to succeed. Tiny acts of opening doors of opportunity.” (Dr. Mary Rowe)
Micro-affirmations empower others to take on more, step up and contribute more
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Habits and Practice for Building Security
• Encourage everyone to “speak up”
• Establish an expectation that everyone should be respected
• Safety and risk taking in exposure
• Deliberate articulation and development of culture
• Focus on micro-affirmation
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Mindset for Equipping Others
TW0 MINDSETSCAROL S. DWECK, Ph.D.
Fixed MindsetIntelligence is static
Growth MindsetIntelligence can be developed
As a result, they reach ever-higher levels of achievement.All this gives them a greater sense of free will.
Leads to a desire to look
smart and therefore a
tendency to…
Leads to a desire to learn
and therefore a tendency to…
Graphic by Nigel Holmes – Adapted by Linkage
embracechallenges
persist in the face of
setbacks
see effort as the path to
masterylearn from criticism
find lessons and inspiration in the success of others
CHALLENGES OBSTACLES EFFORT CRITICISMSUCCESS OF
OTHERS
avoid challenges
give up easily
see efforts as fruitless or
worse
ignore useful negative feedback
feel threatened by the success
of others
As a result, they may plateau early and achieve less than their full potential. All this confirms a deterministic view of the world.
©2015, Linkage. All Rights Reserved Worldwide.
Habits and Practice for Equipping Others
• Share decisions and plans
• Coaching skills/new models of development
• Networking skills and strategies for leveraging
• Focus on growth, not fixed capabilities
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©2015, Linkage. All Rights Reserved Worldwide.
About Linkage
Linkage works with leaders and leadership teams worldwide to build organizations that produce superior results. For over 25 years, we have delivered on this promise by strategically aligning leadership, talent, and culture within organizations globally. We do this by providing strategic consulting on leadership development and talent management topics and through our learning institutes, skill-building workshops, tailored assessment services, and executive coaching.
Linkage is headquartered in Burlington, Massachusetts, with operations in Atlanta, New York, San Francisco, and St. Louis, and outside the U.S. in Athens, Bangalore, Brussels, Bucharest, Buenos Aires, Hamilton, Hong Kong, Istanbul, Johannesburg, Kuala Lumpur, Kuwait City, Mexico City, Sao Paulo, Seoul, Shanghai, Singapore, and Sydney.
Linkage200 Wheeler Road
Burlington, MA 01803781.402.5555
www.linkageinc.com [email protected]
@LinkageInc
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