Inclusive Leadership For Dummies

Introduction 1 About This Book 2 Foolish Assumptions 3 Icons Used in This Book 3 Beyond the Book 4 Where to Go from Here 4 Part 1: Getting Started with Inclusive Leadership 7 Chapter 1: Establishing the Basics of Leadership and Inclusion 9 Knowing Why Inclusive Leadership is Important 10 Summarizing Key Workforce Shifts 13 Understanding Inclusive Terminology 15 Belonging 15 BIPOC 15 Diversity 16 Equity and Equality 17 Implicit bias 18 Inclusion 18 Intersectionality 18 Microaggressions 19 Neurodiversity 19 Phobias and -isms 19 Looking at Leadership Models and Frameworks 20 Chapter 2: Revealing What the New Generation of Talent Needs at Work 25 Understanding the Workforce Demographics of the Future 26 Addressing the Needs of the Changing Workforce 29 Honing the Competencies and Key Traits of an Inclusive Leader 33 Tackling the Challenges of Leading a More Diverse Workforce 35 Unconscious bias 35 Communication barriers 36 Cultural differences impeding teamwork 36 Retaining diverse talent 37 Developing inclusive leaders from within 37 Recognizing the Benefits that Top Talent of the Future Brings 38 Chapter 3: Making the Business Case for More Inclusive Leaders 41 Accessing a Larger Talent Pool 42 Enhancing Financial Performance and Company Reputation 44 Boosting Employee Engagement, Productivity, and Retention 45 Driving Innovation and Creativity 47 Growing Customer Loyalty and Expanding New Markets 49 Digging into Examples of Inclusive Leadership in Action 50 Biases and lack of visible diversity 50 Microaggressions and a hostile work environment 51 Chapter 4: How Inclusive Are You? Assessing Your Effectiveness as a Leader 53 Understanding Why Assessing Yourself is Important 54 Identifying Your Passion and Ability to be an Inclusive Leader 57 Assessing Your Unique Leadership Skills and Talents 58 Identifying Your Leadership Style 59 Selfless leadership style 59 Transformational leadership style 60 Transactional leadership style 60 “Laissez Faire” leadership style 61 Democratic leadership style 61 Situational leadership style 62 Building Your Personal Brand and Reputation 62 Why building a strong personal brand matters 63 Why your reputation as a leader matters 63 Strengthening your personal leadership brand 64 Diagnosing Your Level of Inclusiveness 66 Part 2: Developing the Skills to Lead Yourself 67 Chapter 5: Getting Clear on Your Purpose, Vision, and Values 69 Knowing the Importance of Your Purpose 70 Asking the Right Questions to Uncover Your “Why” 71 Getting Grounded on Your Personal Vision Statement 74 Establishing and Living Your Personal Values 75 Chapter 6: Minimizing Your Own Biases and Microaggressions 79 Defining Unconscious Bias 80 Figuring Out Microaggressions 82 Understanding Intent versus Impact 84 Identifying the Effects of Bias in the Workplace 86 Sourcing and selecting new talent 87 Onboarding and orienting new talent 88 Developing, promoting, and engaging talent 89 Communicating with talent 90 Retaining top talent 90 Interrupting Biased Behaviors 91 Step 1: Recognize when a bias has occurred 92 Step 2: Validate or invalidate your bias 93 Step 3: Chart your path forward 94 Chapter 7: Leading with Authenticity and Transparency 97 Defining Authenticity and Transparency and Seeing How They Relate 98 Authenticity 98 Transparency 99 Understanding Why Some Leaders Shy Away from Authenticity and Transparency 100 Analyzing Your Effectiveness as an Authentic and Transparent Leader 100 Mastering Authentic and Transparent Leadership 105 Chapter 8: Demonstrating Empathy and Emotional Intelligence 109 Understanding Empathy and its Role in Leadership 110 Digging into the Three Types of Workplace Empathy 112 Cognitive empathy 112 Emotional empathy 113 Compassionate empathy 114 Being an empathetic leader 114 Figuring Out the Four Domains of Emotional Intelligence 115 Self-awareness 116 Self-control 117 Social awareness 118 Relationship management 119 Discovering Your Level of Empathy and Emotional Intelligence 120 Realizing the Need for Greater Empathy and Emotional Intelligence 124 Applying Empathy and Emotional Intelligence in the Workplace 127 Chapter 9: Developing Cross-Cultural Competence and Cultural Intelligence 129 Defining Culture 130 Knowing the Difference between Cultural Competence and Cultural Intelligence 132 Discovering Why these Competencies Matter to Leaders 135 Mapping the Two Mindsets of Intercultural Competence 136 Monocultural mindset 136 Intercultural mindset 136 Exploring the Five Orientations of Cultural Competence 137 Denial 138 Polarization 139 Minimization 140 Acceptance 141 Adaptation 142 Becoming a Culturally Competent and Culturally Intelligent Leader 143 Part 3: Leading Others 145 Chapter 10: Assembling and Leading Diverse and Hybrid Teams 147 Sourcing Diverse Talent 148 Acclimating New Hires to the Team 150 Leading Your Team Through Five Stages of Development 151 Forming 151 Storming 152 Norming 153 Performing 154 Adjourning 155 Figuring out what stage your team is at 156 Maximizing the Benefits of a Diverse Team 157 Creativity and problem solving 158 Collaboration 158 Increased business performance 158 Engagement and retention 159 Fostering an Environment of Trust and Belonging 159 Leading Across Differences and Distances 160 Avoiding Common Pitfalls when Leading a Diverse Team 164 Chapter 11: Establishing Trust and Psychological Safety 167 Defining Trust and Psychological Safety 168 Outlining the Four Stages of Psychological Safety 169 Inclusion Safety 170 Learner Safety 171 Contributor Safety 172 Challenger Safety 173 Realizing the Benefits of a Trusting and Psychologically Safe Workplace 175 Identifying the Factors that Drive and Undermine Psychological Safety 176 Factors that undermine trust and psychological safety 176 Factors that cultivate trust and psychological safety 178 Creating Psychological Safety 179 Increasing Inclusion Safety 179 Increasing Learner Safety 180 Increasing Contributor Safety 180 Increasing Challenger Safety 180 Measuring Psychological Safety 181 Recognizing Best Practice Companies 182 Pixar: “Fail Early and Often” 182 Eileen Fisher: “Leadership is About Listening” 183 Barry-Wehmiller: “What We Do Matters” 183 X Development Llc: “shoot for the Moon” 184 Chapter 12: Coaching and Giving Feedback 185 Acknowledging the Impact of Not Providing Coaching and Feedback 186 Understanding the Difference between Coaching and Feedback 187 Customizing Your Coaching Approach using Situational Leadership 189 Telling 190 Selling 190 Participating 191 Delegating 191 Avoiding Common Feedback Pitfalls 191 Being unprepared 192 Failing to establish trust 192 Ignoring cultural context 192 Treating everyone the same way 193 Avoiding reciprocal feedback 193 Giving Great Feedback 194 Before the conversation 194 During the conversation 194 After the conversation 196 Chapter 13: Communicating Inclusively 199 Recognizing the Benefits of Inclusive Communication 200 Understanding the Impact of Non-Inclusive Language 200 Working With Human Resources to Promote Inclusive Language 204 Practicing Inclusive Communication 205 Chapter 14: Dealing with Conflict 207 Addressing the Reasons We Avoid Conflict 207 Normalizing Conflict as a Tool for Higher Performance 208 Identifying the Topics We Tend to Avoid 209 Seeing the Benefits of Engaging in Uncomfortable Conversations 212 Interpreting Two Models for Managing Conflict 213 Thomas–Kilman conflict modes 213 Intercultural Conflict Styles 216 Applying Best Practices to Real-World Scenarios 219 Do you need to engage? 220 What is the source of the conflict? Where do you stand? 220 How will you engage? 220 What is the preferred outcome? 221 What barriers currently exist? 221 What are the implications globally or among multiple stakeholders? 222 Part 4: Cultivating a Culture of Inclusion and High Performance 223 Chapter 15: Assessing the Employee Experience 225 Defining the Employee Experience 226 Evaluating the Current State of Your Company Culture 228 Checking Out the Culture Spectrum 230 Exploring the Red Zone 230 Stepping into the Green Zone 233 Applying Strategies to Address Gaps in the Employee Experience 235 Demonstrating Accountability as a Leader 236 Consistency matters 238 Taking ownership matters 238 Sound decision making matters 239 Providing feedback matters 240 Communicating effectively matters 241 Chapter 16: Tracking and Measuring Inclusion Initiatives 243 Bridging the Accountability Gap 244 Recognizing the Importance of Measuring Inclusion Initiatives 245 Looking at Ways to Measure Inclusion Initiatives 246 Recruitment and selection 246 Development, advancement, and retention 247 Employee engagement and job satisfaction 249 Compensation and benefits 250 Employer brand 251 Supply chain and procurement 253 Avoiding Common Pitfalls When Measuring Inclusion Initiatives 254 Chapter 17: Advocating for Inclusion 257 Differentiating Between Advocacy and Activism 257 Understanding Why Advocacy Is Needed 259 Defining the Role of an Ally 261 Identifying Multiple Methods of Advocating 262 Launching and leading Employee Resource Groups 262 Championing Diversity, Equity, and Inclusion education 264 Mentoring and sponsoring diverse talent 265 Seeking and leveraging diverse perspectives and solutions 267 Demonstrating courage in difficult and unpopular situations 268 Chapter 18: Applying an Equity Lens and Inclusive Mindset in Decision Making 271 Differentiating Equity from Equality 272 Understanding Why an Equity Lens Matters 274 Asking the Right Questions When Applying an Equity Lens 276 In leading people 277 In everyday decision making 278 In recruiting 279 In onboarding and orienting new talent 280 In education and training 281 In development and advancement 281 In organizational communications 282 In community and customer relations 283 In marketing and branding 284 Developing Competencies for Applying an Equity Lens 284 Part 5: the Part of Tens 289 Chapter 19: Ten Mistakes to Avoid if You Want to Be an Inclusive Leader 291 Lacking Vision and Goals 292 Treating Everyone the Same 292 Showing Favoritism 293 Acting Inflexibly 294 Being a Know-It-All 294 Overlooking Recognition or Reward 295 Failing to Provide Feedback to All 295 Overlooking Microaggressions 296 Ignoring Psychological Safety 296 Failing to Develop Cultural Competence 297 Chapter 20: Ten Things That Inclusive Leaders Must Navigate 299 Leading through Global Socio-Political and Economic Unrest 299 Enhancing The Employee Experience 300 Attracting and Retaining Top Diverse Talent 301 Supporting Mental Health and Emotional Well-Being 301 Upskilling to Meet the Needs of the New Generation of Talent 302 Transforming Workplace Culture to be More Inclusive 302 Working with Artificial Intelligence and Automation 303 Managing Remote and Flexible Work 303 Leading Change in Tumultuous Times 304 Saying the Wrong Thing 305 Chapter 21: Ten Practices that Inclusive Organizations Have in Common 307 Maintaining a Positive Employer Brand and Reputation 308 Embedding Inclusion into Strategic Priorities 308 Assessing Employee Experience 309 Leading Change with Agility and Resilience 309 Educating and Developing Leaders at All Levels Consistently 310 Removing Organizational Barriers to Equity and Inclusion 310 Fostering Trust, Psychological Safety, and Well-Being 311 Assembling and Leading Diverse Teams for Maximum Performance 311 Tracking, Measuring, and Holding Each Other Accountable 312 Recognizing and Rewarding Top Performance 312 Index 313