value proposition for inclusive leadership

Download Value Proposition for Inclusive Leadership

Post on 21-Dec-2014

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A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.

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  • 1. The Value Proposition for Inclusive Leadership

2. What is Inclusion, Why does it Matter?

  • Inclusion enables performance and growth.
  • Inclusion is about managing how personal, cultural and organizational differences (Diversity) impact organisations.
  • Differences can create both advantages and barriers.
  • Therefore, in pursuing Inclusion we:
    • Rigorously assess the real or potential impact of differences (diversity) on the performance of particular businesses or people.
    • Intentionally seek, use and sustain those differences which can help us achieve our mission.
    • Assess and remove any barriers to performance and opportunity that differences create.
  • Inclusive leaders think strategically about differences.They act to optimise their impact, creating opportunitiesfor the business and the people they lead.
  • Freddie Alves

3. Do differencesreallyimpact Performance and Growth? Lets think about Capability and Opportunity 4. The right Vision is limited by the Capability to Deliver itWhat we can do What we cant do

  • Understand and capture every important new growth market
  • Continue to increase operational efficiency
  • Integrate new acquisitions, retaining top talent
  • Gain community support for new investments

FOR EXAMPLE CAN WE 5. The best Talent is limited bythe Opportunity to Contribute

  • Feel treated in ways which they find respectful and motivating
  • Have their ideas for improvement taken seriously
  • Have a chance to give input before decisions are made
  • Get growth opportunities in line with their results

FOR EXAMPLE DOES EVERYONE What we can do What we cant do 6. Differences can Create or Constrain our Capabilities Depending on whether we are Using Differences to Enhance Performance Allowing Differences to Limit Performance B O U N D A R Y What we can do What we cant do 7. So much for the Concept... How aboutspecific examples? 8. DifferenceshurtingPerformance Using Differences to Enhance Performance Allowing Differences to Limit Performance

  • Diverse teams where conflict prevents them from meeting expectations
  • Stereotypes preventing the recognition of the complete pool of future leaders
  • Not recognizing the opportunities created by diverse customer needs
  • One size fits all work practices leading to attrition of top talent
  • Cultural insensitivity creates inability to operate successfully in new locations
  • An insular view preventing us capitalizing on ideas from the outside
  • Barriers to learning and improvement across functions and geographies
  • Failure to optimize acquisitions and retain key people
  • Strategic planning inaccurate, lacking diversity of experience

What we can do What we cant do EXAMPLES B O U N D A R Y 9. Differences helping Performance Using Differences to Enhance Performance Allowing Differences to Limit Performance Using cultural knowledge to preferentially capture new customer segments Leveraging knowledge of role preferences to improve team performance Using inputs from all levels to create better operational solutions Seeking challenging peer reviews to validate our concepts and perspectives Using global focus groups to validate new business concepts and language Supporting differing work arrangements to encourage sustained performanceUnderstanding host community norms, helping effective partnerships Improving decision making by tapping different approaches of team membersMaintaining diverse external connections to generate a broad world viewWhat we can do What we cant do EXAMPLES B O U N D A R Y 10. Inclusive Leaderscan move the boundaryUsing Differences to Enhance Performance Allowing Differences to Limit Performance B O U N D A R Y 11. And the impact they have... Allowing Differences to Limit Performance Using Differences to Enhance Performance What we can do What wecant do Is to create greater capability togrow and perform. B O U N D A R Y 12. How can a Leader Drive Progress in this area?

  • By treating this as a strategic business issue.
  • By recognizing that some aspects of this issue will be unfamiliar and that learning will be required.
  • By investing in a credible assessment of theopportunities and challenges specific to their unit.
  • By using familiar management tools to highlight whats important and thenacting .
  • By holding people accountable for change and also investing to build their capabilities
  • By recognizing that many issues are addressed through changing behaviors, not processes and policies. Role model behavior is key.

13. Using Differences relevant to Task to build Capability

  • In almost every business situation, having a team with members who are different from one anotherin particular wayswill make it more likely that the mission can be accomplished.
  • The differences most relevant to the mission are a unique aspect of the kind of team a leader is accountable for.
  • The differences most relevant to an R&D unit will almost certainly be different from those for a call center, a manufacturing site or an IS support function.
  • Having identified the differences most needed, the leader needs a strategy to source, use and sustain them within their unit.

14. What could a leader work on with their team?

  • Review teams mission and success factors
  • Identify differences linked to success
  • Map the impact on performance and the task relevance of specific differences.
  • Highlight opportunities and challenges around diversity and inclusion.
  • Make changes, including those involving behaviours.

1 2 3 4 15. Lets Look at an Example

  • Imagine a hypothetical R&D team assessing this issue.
  • What might the process look like?
  • Remember - This is purely hypothetical and simplified. Its theapproachthat counts,NOT the specific factors or relationships used.

16. Define the units Mission * Creative ideas, Different Perspectives, Experimental Techniques1 and Success Factors To create a new family of materialsthat complement the productsin other growth platforms. Understanding ofexisting products Leveraging External Ideas Optimized Team Processes Team Motivation and Commitment Multiple Approaches to delivering a Solution* 17. Relate Success Factors TeamRole Preferences External Connections Thinkingstyle Product Knowledge Nationality Job Family Experimental Methods Used Complete List H L HHigh relevance/impact L H H H M M - - H H L - - L - - L M - L - L M M M - - - L L - H - MModerate relevance/impact LLow relevance/impact -No relevance/impact 2 To Team Differences Understanding ofexisting products Leveraging External Ideas Optimized Team Processes Team Motivation and Commitment Multiple Approaches to delivering a Solution* 18. Map out Impact on PerformancePositive Neutral Negative Low Relevance to Task High Relevance to Task Impact on Performance 3 and Task Relevance 19. Accurate assessment of the current impact of differences

  • Many teams may find this the most challenging part of the process.
  • A form of cultural audit is required to assess the impact of differences. Depending on the approach, this can provide a tremendous opportunity to create dialogue among leaders and employees. Skilled help may be needed at this point.
  • A unit or site Diversity team could play a key role in the audit.
  • Data / Perspective sources could include:
    • Employee survey data and follow up focus groups
    • 360 feedback data
    • Employee networks and employee representatives
    • Customer and peer feedback
    • Team building and performance improvement workshops
    • Unit leadership team, function / job family networks

20. What might this team want the map to look like? Positive Neutral Negative Low Relevance to Task High Relevance to Task Impact on Performance Atworst,those differences thought to have low taskrelevance should have aneutral impact on performance.Those differences thought tohave high task relevanceshould be managed in a waythat they have a positive impact on performance.3 Gender Physical Ability WorkPreferences Race Language Age Nationality Job family Education Thinking style Academic Focus Experimental Methods Used Product Knowledge External Connections Past Experience Team Role Preferences 21. But..what might the teamsee as the real situation? 3 Positive Neutral Negative Low Relevance to Task High Relevance to Task Impact on Performance Thinking style Product Knowledge Age Nationality Job family Team Role Preferences Education Gender Physical Ability WorkPreferences Academic Focus Experimental Methods Used Race Language Past Experience External Connections 22. Highlighting opportunities and challenges around Differences Positive Neutral Negative Low Relevance to Task High Relevance to Task Thinking style Team Role Preferences Impact on Performance Age Nationality Job family Age Nationality Job family Thinking style Team Role Preferences Product Kno

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