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The Key to Inclusive Leadership
Feeling included in organizations
What leaders say and will contribute up to 70 % to whether an individual will feeling included.
The more people feel included, the more they speak up, go the extra mile, and collaborate.
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Key Ideas
Feeling included in organizations
What leaders say and will contribute up to 70 % to whether an individual will feeling included.
The more people feel included, the more they speak up, go the extra mile, and collaborate.
Traits inclusive-leaders share
- They articulate an authentic commitment to diversity, challenge the status quo, hold others accountable, and make diversity and inclusion a personal priority.
- They are modest about capabilities, admit mistakes, and create the space for others to contribute.
- They show awareness of personal blind spots, as well as flaws in the system.
- They demonstrate an open mindset and deep curiosity about others.
- They are attentive to others’ cultures and adapt as required.
- They empower others and focus on team cohesion.
The most important trait
If a leader wants to know what is the most important trait, commitment is the most critical.
For those working around a leader, the single most important trait is a leader's visible awareness of bias - a leader that constantly challenges their own bias and encourage others to note their pre-conceived leanings. Raters also care about humility and empathy.
Humility
Humble leaders will acknowledge their vulnerability to bias and ask for feedback on their blind spots and habits.
Research shows that awareness of bias combined with high levels of humility can increase raters' feelings of inclusion up to 25%.
Empathy
Raters want their leaders to understand their viewpoint and experience with empathy, not just as a dry intellectual exercise.
When a leader shows empathy, it makes the leader more approachable, trustworthy and shows their eagerness to work with and support peers, colleagues and superiors.
Putting the traits to work
Put the traits into practice is to establish a diverse personal advisory board (PAD) - a group of peers who have regular contact with the leader and whom the leader trusts to have straight conversations. These trusted advisers can give leaders feedback on interpersonal behaviors that support or prevent inclusion.
Leaders could share their learning journey about recognizing and addressing biases. The leader can share what they have learned that week about diversity and inclusion.
Leaders could allow themselves in uncomfortable or new situations that expose them to diverse stakeholders. It will expand their thinking and point out pre-conceived ideas.
SIMILAR ARTICLES & IDEAS:
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Diversity & Inclusion
There is a significant relationship between competitive profit gains and diversity.
Companies with gender, ethnic and racial diversity are at least 15 percent more likely to experience...
5 Lessons for Managing D&I
- Recognize the Shift in Global Understanding of D&I. Diverse thinkers come from a variety of different backgrounds.
- Build an Inclusive Environment. All people are encouraged to draw upon their unique experiences, perspectives and backgrounds to advance business goals.
- Use Multiple Practices and Measures. Have solutions in place to monitor and retain a talented and diverse workforce.
- Ensure Leaders Model Diversity and Inclusion. It sets the tone for the rest of the organization to follow suit.
Recognize the Connection Between Innovation and D&I. Diversity and inclusion increase innovation and reduce business risk.
Cognitive Diversity
The concept of cognitive diversity focuses on diversity of thinking and is composed of four dimensions:
- Perspectives. People represent situations in different ways
- Interpretations. Through diverse interpretations, teams can discover multiple resolutions.
- Heuristics. People resolve issues in different ways.
- Predictive models. Some analyze, and others look for a story. Both are useful for discovering workplace solutions.
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Diversity in workplaces
Diversity in the workplace brings the skills, perspectives, and experiences organizations require to be successful and productive.
These advantages of having a diverse workforce are oversh...
The 6 Cs of Inclusive Leadership
Inclusive managers show an openness to different ways of doing things, embracing the unknown, uncomfortable and unfamiliar.
The 6 Cs of being an inclusive manager are:
- Commitment
- Courage
- Cognizance of Bias
- Curiosity
- Cultural intelligence
- Collaboration
Commitment
A high level of commitment from a manager inspires and empowers the team to reach provide their full output.
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Humble Leaders
Research shows that humble leaders improve the performance of a company, creating more collaborative environments. They are balanced, appreciative and open to new ideas and feedback. They kn...
Charismatic Leaders
Charismatic professionals execute a certain magnetism and presence that automatically lead others to endorse them as leaders.
They have high levels of energy, unconventional behaviour and seem to be doing heroic deeds. We seem to be hardwired to seek and endorse over-glorified 'Superhero' like leaders.
Narcissist Leaders
Charismatic leaders can also be narcissists in some cases, having self-serving and grandiose intentions, taking advantage of their followers and abusing their power.
Even though they are generally perceived as arrogant, their bold vision and fearless attitude make them radiate an image of effective leaders, making them a high-risk, high-reward proposition.
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Allowing Ideas To Safely Flourish
Take a moment to consider if your employees and team members are coming to you with new ideas and innovations.
To create a sense of security where employees will feel safe to share their i...
Increased Diversity
Companies with increased growth are 72% more likely to have high diversity in their organization.
Use Learning & Development (L&D) training to raise awareness about the current state of diversity and inclusion in your work environment.
Agility Breeds Sustainability
Up to 70% of trainees forget what they learn within 24 hours after training. However, it does not have to be the case for your employees.
An effective leader will implement and integrate an agile training infrastructure into their daily operations that can change quickly to keep up with the pace of innovation.
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Qualities of Charismatic Leader
- They are skilled at articulating a compelling vision that inspires followers.
- They read the environment and sense the needs of followers to tailor a message that will hav...
From positive to negative
5 phases that take place as a leader’s charisma shifts from a positive to a negative quality:
- The first phase is characterized by the subtle sense on the part of followers that the leader does not want to be questioned.
- The second stage: sensing the leader's diminished appetite for being questioned or challenged, followers begin to self-censor, asking fewer questions and no longer playing devil's advocate.
- The third stage: a negative cycle in which compliments and agreement cause leaders to become overconfident. Leaders in this stage create their own sense of reality and become resistant to evidence that they may be incorrect.
- The fourth stage: Since the leader's views and actions are the only ones that matter, followers reduce their willingness to be proactive. They wait for directions and become passive. Decision making slows down.
- The fifth stage is characterized by people continuing to follow and ostensibly do only what is necessary but with a deep diminishment in enthusiasm and spirit.
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The Importance Of Core Leadership Values
Leaders facilitate others to contribute positively in a given context. Their core values inform their approach to leading. By focusing and positively building on what...
Core Leadership Values
1. Respect: being respectable and treating yourself and others, regardless of differences, with dignity, empathy and compassion.
2. Making a Difference: making a positive impact on the world around you.
3. Integrity: being moral, ethical and trustworthy.
4. Authenticity: being consistent, congruent and transparent in values, beliefs and actions while integrating those traits to your pursuit of growth.
5. Courage: acting intentionally for the common good, facing adversity and acting in the service of inclusion and justice.
6. Service: being humble and committing beyond self-interest for a greater cause.
7. Humility: being self-aware and not arrogant while open to different perspectives.
8. Wisdom: a broad understanding of human dynamics and an ability to balance the interests of multiple stakeholders when making decisions; can take a long term perspective in decision-making.
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Same fundamentals
The leadership development industry is thriving. There are many new and exciting ideas with hundreds of books written about leadership every year.
But even though organizations have become ...
Classic leadership practices
The best leaders with the most impact almost always use six classic fundamental practices:
- Uniting people around an exciting, aspirational vision;
- Building a strategy for achieving the vision by making choices about what to do and what not to do;
- Drawing and developing the best possible talent to implement the strategy;
- Relentlessly focusing on results in the context of the strategy;
- Creating ongoing innovation that will help reinvent the vision and strategy;
- Growing yourself so that you can most effectively lead others.
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Authentic leadership
Is a management style in which leaders are genuine, self-aware, and transparent.
An authentic leader is able to inspire loyalty and trust in her employees by consistently display...
Components of Authentic Leadership
- Self-Awareness: be aware of your trengths, weaknesses, and values and displaying them to your team.
- Relational Transparency: remain genuine, straightforward, and honest with your team. Display the behavior you hope to see in your employees.
- Balanced Processing: stick to your values when making decisions, but remain open to discussions and alternatve options.
- Doing the right thing: focus on doing the right thing for the long-term success of the business, not yours.
3 ways to practie self-awareness as a leader
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“The biggest risk is not taking any risk. In a world that is changing really quickly, the only strategy that is gu..."
Mark Zuckerberg, CEO of Facebook
Skills Needed In Digital Leaders
- Work together, complement each other, and function as a team.
- Able to operate on and enable environments that are more dynamic, team-centric, and connected.
- Lead and build teams and partner with the broader ecosystems, keep people connected and engaged, and drive a culture of innovation, learning, and continuous improvement.
- Lead a workforce that includes contractors, the contingent workforce, and crowd talent.
- Understand how different business functions, industries, and technologies come together to form solutions.
- Comfortable and competent with risk-taking.
Demographics And Leadership Destiny
Millennials expect to be developed via opportunities, mentoring, and stretch assignments. However that is hard to come by in top-heavy companies.
Most millennials think their roles provide little development while most companies report they have excellent or adequate programs for Millennials.
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Inspiration alone is not enough
Just as leaders who deliver only performance may do so at a cost that the organization is unwilling to bear, those who focus only on inspiration may find that they motivate the masses but a...
Inspiring leaders
The leaders that inspire are those who use a personal combination of strengths to motivate individuals and teams to take on bold missions and to hold them accountable for results.
And they unlock higher performance through empowerment, not thorough command and control.
Becoming an Inspiring Leader
- You only need centeredness: a state of mindfulness that enables leaders to remain calm under stress, empathize, listen deeply, and remain present.
- Your key strength has to match how your organization creates value.
- You have to behave differently if you want your employees to do so.