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The Key to Inclusive Leadership
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.
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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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Key Ideas
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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Key Ideas
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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Key Ideas
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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