Inclusive Leadership For Dummies E-Book

Shirley Davis

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 567

Veröffentlichungsjahr: 2024

Beschreibung

Strategies for creating a welcoming, equitable, and high-performing work environment

Inclusive Leadership For Dummies helps leaders successfully navigate the nuances of a diverse workforce and create a culture where ALL talent can thrive. Toss out the one-size-fits-all leadership approaches, because the workforce is not a monolith—it’s a rich and beautiful tapestry made up of people from all backgrounds, cultures, skills, and experiences. This book enables you to develop the knowledge and competencies needed to lead diverse teams successfully. It also provides tips, tools, and techniques, for how to proactively respond to external pressures and disruptions like the changing workforce, marketplace, and the political and economic climate for how to foster and ensuring that all employees are included, valued, they feel safe, and they can do their best work.

• Discover the concept of inclusive leadership and learn what inclusive leaders do
• Evolve your own thinking and behaviors to promote inclusivity and a welcoming atmosphere
• Minimize your blind spots in meetings and interactions and overcome any blunders or pitfalls
• Gain inspiration from case studies of effective inclusive leaders

For emerging, mid-level, and senior leaders who want to foster greater trust, psychological safety, and a high performing work environment that leverages (or celebrates) all attributes of diversity Inclusive Leadership For Dummies is the resource for you.

Leseprobe

Inclusive Leadership For Dummies®

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Table of Contents

Cover

Title Page

Copyright

Introduction

About This Book

Foolish Assumptions

Icons Used in This Book

Beyond the Book

Where to Go from Here

Part 1: Getting Started with Inclusive Leadership

Chapter 1: Establishing the Basics of Leadership and Inclusion

Knowing Why Inclusive Leadership is Important

Summarizing Key Workforce Shifts

Understanding Inclusive Terminology

Looking at Leadership Models and Frameworks

Chapter 2: Revealing What the New Generation of Talent Needs at Work

Understanding the Workforce Demographics of the Future

Addressing the Needs of the Changing Workforce

Honing the Competencies and Key Traits of an Inclusive Leader

Tackling the Challenges of Leading a More Diverse Workforce

Recognizing the Benefits that Top Talent of the Future Brings

Chapter 3: Making the Business Case for More Inclusive Leaders

Accessing a Larger Talent Pool

Enhancing Financial Performance and Company Reputation

Boosting Employee Engagement, Productivity, and Retention

Driving Innovation and Creativity

Growing Customer Loyalty and Expanding New Markets

Digging into Examples of Inclusive Leadership in Action

Chapter 4: How Inclusive Are You? Assessing Your Effectiveness as a Leader

Understanding Why Assessing Yourself is Important

Identifying Your Passion and Ability to be an Inclusive Leader

Assessing Your Unique Leadership Skills and Talents

Identifying Your Leadership Style

Building Your Personal Brand and Reputation

Diagnosing Your Level of Inclusiveness

Part 2: Developing the Skills to Lead Yourself

Chapter 5: Getting Clear on Your Purpose, Vision, and Values

Knowing the Importance of Your Purpose

Asking the Right Questions to Uncover Your “Why”

Getting Grounded on Your Personal Vision Statement

Establishing and Living Your Personal Values

Chapter 6: Minimizing Your Own Biases and Microaggressions

Defining Unconscious Bias

Figuring Out Microaggressions

Understanding Intent versus Impact

Identifying the Effects of Bias in the Workplace

Interrupting Biased Behaviors

Chapter 7: Leading with Authenticity and Transparency

Defining Authenticity and Transparency and Seeing How They Relate

Understanding Why Some Leaders Shy Away from Authenticity and Transparency

Analyzing Your Effectiveness as an Authentic and Transparent Leader

Mastering Authentic and Transparent Leadership

Chapter 8: Demonstrating Empathy and Emotional Intelligence

Understanding Empathy and its Role in Leadership

Digging into the Three Types of Workplace Empathy

Figuring Out the Four Domains of Emotional Intelligence

Discovering Your Level of Empathy and Emotional Intelligence

Realizing the Need for Greater Empathy and Emotional Intelligence

Applying Empathy and Emotional Intelligence in the Workplace

Chapter 9: Developing Cross-Cultural Competence and Cultural Intelligence

Defining Culture

Knowing the Difference between Cultural Competence and Cultural Intelligence

Discovering Why these Competencies Matter to Leaders

Mapping the Two Mindsets of Intercultural Competence

Exploring the Five Orientations of Cultural Competence

Becoming a Culturally Competent and Culturally Intelligent Leader

Part 3: Leading Others

Chapter 10: Assembling and Leading Diverse and Hybrid Teams

Sourcing Diverse Talent

Acclimating New Hires to the Team

Leading Your Team Through Five Stages of Development

Maximizing the Benefits of a Diverse Team

Fostering an Environment of Trust and Belonging

Leading Across Differences and Distances

Avoiding Common Pitfalls when Leading a Diverse Team

Chapter 11: Establishing Trust and Psychological Safety

Defining Trust and Psychological Safety

Outlining the Four Stages of Psychological Safety

Realizing the Benefits of a Trusting and Psychologically Safe Workplace

Identifying the Factors that Drive and Undermine Psychological Safety

Creating Psychological Safety

Measuring Psychological Safety

Recognizing Best Practice Companies

Chapter 12: Coaching and Giving Feedback

Acknowledging the Impact of Not Providing Coaching and Feedback

Understanding the Difference between Coaching and Feedback

Customizing Your Coaching Approach using Situational Leadership

Avoiding Common Feedback Pitfalls

Giving Great Feedback

Chapter 13: Communicating Inclusively

Recognizing the Benefits of Inclusive Communication

Understanding the Impact of Non-Inclusive Language

Working With Human Resources to Promote Inclusive Language

Practicing Inclusive Communication

Chapter 14: Dealing with Conflict

Addressing the Reasons We Avoid Conflict

Normalizing Conflict as a Tool for Higher Performance

Identifying the Topics We Tend to Avoid

Seeing the Benefits of Engaging in Uncomfortable Conversations

Interpreting Two Models for Managing Conflict

Applying Best Practices to Real-World Scenarios

Part 4: Cultivating a Culture of Inclusion and High Performance

Chapter 15: Assessing the Employee Experience

Defining the Employee Experience

Evaluating the Current State of Your Company Culture

Checking Out the Culture Spectrum

Applying Strategies to Address Gaps in the Employee Experience

Demonstrating Accountability as a Leader

Chapter 16: Tracking and Measuring Inclusion Initiatives

Bridging the Accountability Gap

Recognizing the Importance of Measuring Inclusion Initiatives

Looking at Ways to Measure Inclusion Initiatives

Avoiding Common Pitfalls When Measuring Inclusion Initiatives

Chapter 17: Advocating for Inclusion

Differentiating Between Advocacy and Activism

Understanding Why Advocacy Is Needed

Defining the Role of an Ally

Identifying Multiple Methods of Advocating

Chapter 18: Applying an Equity Lens and Inclusive Mindset in Decision Making

Differentiating Equity from Equality

Understanding Why an Equity Lens Matters

Asking the Right Questions When Applying an Equity Lens

Developing Competencies for Applying an Equity Lens

Part 5: The Part of Tens

Chapter 19: Ten Mistakes to Avoid if You Want to Be an Inclusive Leader

Lacking Vision and Goals

Treating Everyone the Same

Showing Favoritism

Acting Inflexibly

Being a Know-It-All

Overlooking Recognition or Reward

Failing to Provide Feedback to All

Overlooking Microaggressions

Ignoring Psychological Safety

Failing to Develop Cultural Competence

Chapter 20: Ten Things That Inclusive Leaders Must Navigate

Leading through Global Socio-Political and Economic Unrest

Enhancing The Employee Experience

Attracting and Retaining Top Diverse Talent

Supporting Mental Health and Emotional Well-Being

Upskilling to Meet the Needs of the New Generation of Talent

Transforming Workplace Culture to be More Inclusive

Working with Artificial Intelligence and Automation

Managing Remote and Flexible Work

Leading Change in Tumultuous Times

Saying the Wrong Thing

Chapter 21: Ten Practices that Inclusive Organizations Have in Common

Maintaining a Positive Employer Brand and Reputation

Embedding Inclusion into Strategic Priorities

Assessing Employee Experience

Leading Change with Agility and Resilience

Educating and Developing Leaders at All Levels Consistently

Removing Organizational Barriers to Equity and Inclusion

Fostering Trust, Psychological Safety, and Well-Being

Assembling and Leading Diverse Teams for Maximum Performance

Tracking, Measuring, and Holding Each Other Accountable

Recognizing and Rewarding Top Performance

Index

About the Author

Connect with Dummies

End User License Agreement

List of Tables

Chapter 6

TABLE 6-1 Fast Brain versus Slow Brain

TABLE 6-2 Intent versus impact

Chapter 13

TABLE 13-1 Avoiding gendered descriptors

List of Illustrations

Chapter 1

FIGURE 1-1: The diversity iceberg.

Chapter 5

FIGURE 5-1: What values motivate you the most?

Chapter 9

FIGURE 9-1: The Intercultural Development Continuum.

Chapter 10

FIGURE 10-1: Tuckman’s five stages of team development.

FIGURE 10-2: Diversity and team performance. Based on research by J.J. DiStefan...

Chapter 14

FIGURE 14-1: The Thomas–Kilman conflict modes.

FIGURE 14-2: Intercultural Conflict Styles.

Chapter 15

FIGURE 15-1: The Culture Spectrum™.

Chapter 18

FIGURE 18-1: Equality versus equity.

Guide

Cover

Table of Contents

Title Page

Copyright

Begin Reading

Index

About the Author

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Inclusive Leadership For Dummies®

Published by: John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030-5774, www.wiley.com

Copyright © 2024 by John Wiley & Sons, Inc., Hoboken, New Jersey

Published simultaneously in Canada

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Introduction

“If you are a leader and no one is following you, you’re just taking a walk.”

This is one of my favorite quotes to live by and one that I coach leaders all over the world. The reality is, at the core of effective leadership is the expectation that you meet the needs of a new generation of talent that brings different ways of working, thinking, believing, and behaving; that you demonstrate the kind of skills and competencies that engender followers; that you grow others into effective leaders; and cultivate the kind of work environment that brings out the best in others and drives high performance. Today, effective leadership begins and ends with inclusive leadership. And successful organizations recognize that in order to attract and retain top talent, enhance the employee experience, drive innovation and creativity, and meet the changing needs of their customers, they must have inclusive leaders who are knowledgeable and skilled at working across differences.

I have been preparing to write this book all of my personal and professional life because of the experiences I’ve had, the challenges I’ve overcome, and the expertise and knowledge that I have acquired. Writing this book is a labor of love because it is my life’s work of more than three decades as a corporate executive, certified HR and leadership consultant, a global workforce expert, a Toastmasters International Golden Gavel recipient, and an inductee into the Inclusion Hall of Fame. And on a personal note, I am a woman of color, a single mom, a person of faith (licensed and ordained minister), a big sister to three brothers, a daddy’s girl, a movie buff, a dog mom, an HGTV junkie, and a world traveler. This intersectionality of my life has produced a myriad of life lessons that have shaped and formed me into the person I am today and how I see and experience the world. Although it wasn’t an easy road, it led me to my destiny of writing this book. I share my experiences throughout this book because, as I discover with live audiences around the world, it is still the experience of many others who may be members of the same communities that I am part of and who may share some of my same diverse characteristics and attributes. This is important because storytelling has become an important bedrock of inclusive leadership as a way to demonstrate greater trust, increase psychological safety, and build deeper and more meaningful relationships — all of which are lacking today.

About This Book

Inclusive Leadership For Dummies helps leaders successfully navigate the nuances and complexities of a changing, global, and more diverse workforce and create a culture where all talent can thrive. It provides you with the knowledge, tools, and strategies to ensure that all employees are treated fairly, and feel included, valued, safe, and can do their best work. It contains answers to the many questions that leaders ask and the plethora of concerns and misnomers that exist, and it demystifies inclusion to make it practical, understandable, and implementable. There is something here for all levels of leader. It speaks directly to people leaders, senior and executive leaders, and middle managers. It also speaks to emerging and aspiring leaders and to seasoned long-term leaders.

However, this book is not designed to be a blanket prescription for implementing strategies and tips. Every organization is at (and in) a different place, working at a different pace, and has varying degrees of resources, complexities, and levels of commitment. Therefore, this isn’t a one-size-fits-all reference guide. Use it to find information, ideas, and guidance for where you are and to help you get to where you want to go on your inclusion journey. Use it to evolve your own thinking and behaviors, and get comfortable with disruption, difference, and change, so toss out the one-size-fits-all leadership approaches, because the workforce is not a monolith — it’s a rich and beautiful tapestry made up of people from all backgrounds, cultures, skills, and experiences.

I cover topics relevant for CEOs, executives, board members, and general staff, such as the business case for inclusive leadership, assembling and leading diverse and hybrid teams, demonstrating empathy, authenticity, and transparency, dealing with conflict, communicating inclusively, and much more. To help you navigate the content, I’ve divided this book into five parts:

Part 1

: Getting Started with Inclusive Leadership.

In this part I lay the groundwork with the basics of what effective and inclusive leadership looks like and why it is a relevant business need.

Part 2

: Developing the Skills to Lead Yourself.

This part focuses on you, the leader within. It’s a jumping off place for how to be effective in leading others by first knowing how to lead yourself.

Part 3

: Leading Others.

After doing the internal work in

Part 2

, this part helps you to hone the skills necessary to lead others effectively.

Part 4

: Cultivating a Culture of Inclusion and High Performance.

This part brings in the accountability factor. It details ways to measure your progress and success in the area of inclusion and equity, and how to continue to influence positive change.

Part 5

: The Part of Tens.

This part highlights additional lessons, strategies, and food for thought in your role as an inclusive leader.

Foolish Assumptions

You know what they say about making assumptions, but while it might be a common idiom, in this case allow me to make a few in an effort to best serve your needs. While writing this book I assumed the following:

You chose this book because you recognize that today’s talent and the future generation expects to work for an inclusive leader.

You may not have been through any significant training on this topic and are curious about what it means and how to be more inclusive.

You are an emerging or aspiring leader, or have recently taken on a new role as a leader, or are a seasoned leader, and understand the importance of upskilling and reskilling so that you remain relevant, competitive, and effective.

You have some reservations and maybe even a little resistance as to why this topic is so important, and you want clarity and some practical insights.

Icons Used in This Book

Throughout this book, icons in the margins highlight certain types of valuable information that call for your attention. Here are the icons you’ll encounter and a brief description of each:

This icon alerts you to helpful hints that may save you time, effort, stress, embarrassment, and money while implementing inclusion initiatives and developing into an inclusive leader.

This icon marks information that’s especially important to know. To siphon off the most important information from each chapter if you’re in a hurry, just read through these icons and skim the rest of the text for useful tidbits.

This icon marks information of a more technical or data-driven nature that is essential crunchy reading for those who like to dig a little deeper and discover the details behind the headlines. Other readers may simply prefer the headlines!

Watch out! This icon marks important information that may save you headaches, time, and money, and helps you hurdle those obstacles that appear where you least expect to find them.

Beyond the Book

In this book I provide a plethora of ideas on inclusion and leadership that gives you a solid foundation from which to lead. But there’s more. You can access additional resources and tools online at Dummies.com. Check out this book’s online Cheat Sheet. Just go to www.dummies.com and search for “Inclusive Leadership For Dummies Cheat Sheet.”

If you, your team, or other leaders in your organization need additional resources, education, training, or any consulting services on the topics discussed in this book, be sure to reach out to me at www.drshirleydavis.com. I also encourage you to get a copy of my book Diversity, Equity, & Inclusion For Dummies (John Wiley & Sons, Inc., 2022) so that you have a companion book with even more tips, tools, and strategies. Additionally, I’ve developed a LinkedIn learning course to complement this book: Inclusive Leadership. There you will see and hear me share more of my strategies and tips for being a more inclusive leader.

Where to Go from Here

If you are new to the topic of inclusion, I recommend that you start at Chapter 1 to understand the basic terms leaders need to know and Chapter 3 to help you understand the business case behind inclusive leadership. This book is not linear, so feel free to access it like a workbook or reference guide, perusing the Table of Contents for a list of all the great topics covered and selecting the ones that best meet your needs now.

The world continues to change and situations arise that require leaders to have the knowledge and insight to act appropriately and immediately — and this book provides both. You may need to know how to use inclusive language to avoid making others feel minimized, insulted, or disregarded. If so, jump to Chapter 13. If you a working on establishing a more psychologically safe work environment, go to Chapter 11. If you want to assess your own level of effectiveness as an inclusive leader, Chapter 4 will help you. And if you have some consternation about coaching and giving feedback to someone who is different from you, Chapter 12 gives great tips for how to do so. These are just a few examples, but my point is that this book encompasses all you need to know about leading more inclusively.

It is not my expectation that after reading this book you will be an expert on inclusive leadership — that takes years of practice, learning, and achieving success. However, I do hope that I answer many of your questions and clear up confusion about inclusion and leadership. It is my desire that you are better positioned to treat all talent as unique and valued members of your team and to show a measurable impact of how being a more inclusive leader has made the lives of those you work with and lead more welcoming, trusting, and enriching. In fact, I hope that you can earn the title that too few leaders have, and that is “Best boss ever.” It is one that I hold with the highest regard and work hard every day with my team to maintain. I hope you will too.

Part 1

Getting Started with Inclusive Leadership

IN THIS PART …

Discover the basics of what effective and inclusive leadership looks like, how it is changing, and why it is a relevant business need.

Uncover the changing needs, expectations, and ways of working, thinking, and communicating with the new generation of talent today and in the future. Identify the skills and competencies that they look for in a leader.

Explore the many benefits that inclusive leadership offers and discover ways that you can drive greater worker performance, engagement, creativity, and retention.

Assess your strengths and areas for improvement in demonstrating inclusiveness as a leader. Identify ways that you can further develop into the kind of leader we all want to work for.

Chapter 1

Establishing the Basics of Leadership and Inclusion

IN THIS CHAPTER

Discovering why you should become an inclusive leader

Looking at the changing demands of today’s workforce

Breaking down the terminology associated with inclusiveness

Checking out common leadership models and frameworks

I’m so glad that you’re holding a copy of this book! It means that you are serious and curious about learning the nuts and bolts of leading more inclusively. It means you realize that as the workforce becomes more global, diverse, hyper-connected, and work gets done in different ways and from different locations, the need for more inclusive leadership is imperative.

You may have heard that we have a leadership gap, an accountability gap, and an inclusion gap. Most organizations are still reporting that they are making slow progress in their culture transformation efforts; a few report that they are making steady progress; and far fewer are making substantial progress. The main reasons are because transformation is hard, especially if your organization is rigid, hierarchical, risk-averse, and predominantly homogeneous. The other reasons are because of a lack of training and education, and the pace of change. Leaders say that they can’t keep up and have not invested in their skill building at the same pace that change is happening. It can feel like a vicious cycle or like Groundhog Day but it cannot continue if organizations want to remain competitive, want to become great places to work, and want to achieve sustainable success.

Now more than ever, inclusive leadership must become the new normal. It must become a leadership responsibility and a performance expectation that is as common as managing projects and serving customers. From the boardroom to the C-Suite (the group of high-level executives within a company, typically having titles that begin with “Chief”), to the front lines, leaders must shift their mindsets, and adopt new skillsets in order to meet the demands of the global changing marketplace, workplace, and the communities in which they do business.

This chapter introduces you to the fundamentals of leadership and inclusion, and acts as a stepping off point for what you’ll discover in other chapters. It explains why these are critical in driving high performance for the changing workforce, and it acts as the basis from which to develop and demonstrate the skills and competencies that top talent are demanding.

Knowing Why Inclusive Leadership is Important

I work with organizational leaders all around the world and, over the past few years, my firm has conducted hundreds of organizational audits, staff focus groups, listening sessions, and training programs to assess the employee experience and the state of the workplace culture. What we have found to be the most common denominator among those thousands of workers is a lack of inclusive leadership. Organizations today are dealing with some significant workplace issues — everything from the inability to attract top diverse talent, to working amid a hybrid work environment, to low employee engagement, to decreased trust, to high turnover.

From Price Waterhouse’s 2023 Global CEO Survey that is published each year (https://www.pwc.com/us/en/library/ceo-survey.html), to Bain & Company’s recent report on The Fabric of Belonging: How to Weave an Inclusive Culture (https://www.bain.com/insights/the-fabric-of-belonging-how-to-weave-an-inclusive-culture/), to numerous research studies from the Society for Human Resource Management (www.shrm.org), there are common workplace and people issues that all organizations are dealing with and the top two solutions to most of them are the need for more inclusive leaders and the need to transform workplace culture to be more welcoming, respectful, and equitable. Other common inclusion issues, thankfully covered in this book, include:

Attracting and increasing the pipeline of diverse talent (see

Chapter 12

).

Assessing the employee experience (see

Chapter 15

).

Dealing with flexible work and connecting with a remote and hybrid workforce (see

Chapter 10

).

Tracking the rise of artificial intelligence (AI) and automation’s impact on future skill gaps (see

Chapters 2

and

20

).

Responding to social, economic, geopolitical and social justice issues at work (see

Chapter 20

).

Embracing mental health, and ensuring emotional well-being (see

Chapter 20

).

Acting as an ally, advocate, and sponsor (see

Chapter 17

).

Fostering a psychologically safe workplace (see

Chapter 11

).

Upskilling and reskilling for the future of work (see

Chapters 2

and

20

).

Having tough and uncomfortable conversations (see

Chapters 13

and

14

).

These are not in any particular order but I encourage you to consider which of them are you dealing with as a leader, and which of them is your organization facing. Keep these at the top of mind and jot down tips and strategies as I address them.

Also recognize that if these issues are not dealt with, they will compromise your chances of attracting top talent and keeping what you currently have. Today’s top talent has options about where and how they work and the type of leader that they want to work for. And they are revealing their expectations and experiences in talent management research studies published by global consulting firms, in the hundreds of staff surveys and focus groups my firm has conducted as well as on worker platforms such as Glassdoor.com and Google reviews, and in online chat rooms on social media.

Unfortunately, feedback reveals that inclusive leaders seem to be elusive beasts in the workplace safari. According to research by Korn Ferry, only 5 percent of leaders worldwide demonstrate inclusive characteristics. According to Bain & Company’s research, fewer than 30 percent of employees feel fully included — a finding that holds across industries, geographies, and demographic groups, including members of racial, gender, or sexual orientation majorities. In that same study it found that inclusive organizations have an easier time attracting talent across demographics: Approximately 65 percent of people across identity groups view an inclusive environment as “very important” when considering new roles.

Moreover, respondents in more inclusive organizations are much more likely to feel free to innovate and to feel comfortable challenging the status quo —and the gains in creative thinking are much higher as inclusion increases in an organization, compared with the gains from increasing diversity alone. This is a compelling business case for why we all need to focus on this topic right now, and you’ll find out more in Chapter 3. I mentioned at the start of this chapter that we have a leadership and inclusion gap — these studies affirm that notion.

I get it. Becoming an inclusive leader isn’t as easy as it sounds. Inclusive leadership is much more than having a title, giving a hug, and being nice. It requires a paradigm shift, an openness to different ways of doing things, leaning into some discomfort, and demonstrating courage to embrace the unfamiliar. Many leaders have neither the basic foundational knowledge about inclusive leadership, nor an idea of what workers expect in their leaders today.

Becoming an inclusive leader means leaning into some discomfort and demonstrating courage to embrace the unknown and the unfamiliar. It requires intentionality. It demands an openness to different ways of thinking and doing things. It also means adopting new skillsets and broadening your knowledge base. So while we all have a lot to learn, with commitment and dedication and using this book as your resource, you can get there.

LEADING LIKE AN EAGLE

I believe that we can learn a lot about inclusive leadership from eagles. I believe that there are important parallels between the features, attributes, and characteristics of eagles and the qualities of effective and inclusive leaders. Consider the following parallels:

Having great vision. One of the most striking features of eagles is that they have exceptional vision. An eagle's eyesight is four to eight times stronger than that of an average human. They can focus on things more than three miles away and are rarely distracted, which is a demonstration of their visionary capabilities. Similarly, inclusive leaders are visionary leaders who communicate a compelling picture of the future that inspires their team and promotes commitment to their goals. Inclusive leaders will see the vision through to completion and will not lose focus even in times of change. I talk a lot more about this in Chapter 5.Navigating stormy turbulence. Eagles fly higher than all other birds due to their superior strength, and they love to fly during storms. They are known for their remarkable ability to not only endure but thrive in stormy weather. The inclination of eagles to soar through storms can be attributed to several factors. First, they use the winds gathered by a storm to fly even higher while most other birds are taking shelter and waiting for fairer skies. Second, their mastery of flying in storms is attributed to their strong wings and agile maneuvering capabilities. And third, the choice of eagles to fly in storms may also be linked to their predatory instincts. Storms can disorient prey and make hunting more accessible for eagles. Relative to inclusive leaders, they are not afraid of turbulence, uncertainty, or the storms of life because instead of battling them, they take them in stride and move forward. In the realm of inclusive leadership, storms or challenging situations represent diversity, adversity, and varying perspectives within a team or organization. Inclusive leaders harness the strength derived from diverse viewpoints, enabling their teams to rise above challenges with collective resilience. They are also able to navigate their team through these disruptive times and to seize opportunities that others might overlook. For more on these traits, check out Part 2.Exhibiting fearlessness. The eagle is renowned for its unconquerable spirit, demonstrating a steadfast determination to persevere, irrespective of the strength or size of its prey. Eagles are tremendously territorial. If another bird gets too close, the eagle fights ferociously. Even when faced with the most daunting challenges, they relentlessly protect their territory. Similarly, inclusive leaders must choose their battles, but when the fight matters, they can model themselves on an eagle’s tenacity. For me, this is always important when it comes to values. My beliefs in inclusion and the inherent dignity of every human being on my team and among the clients I serve are unshakeable. See Chapter 14 on dealing with conflict and Chapter 5 for getting clear on your purpose, vision, and values.Being attentive and nurturing. Eagles have well-deserved reputations for ferocity but are in fact very attentive parents to their eaglets — in fact, they are among the gentlest birds in the animal kingdom when related to their young. When teaching an eaglet to fly, an eagle will first model the way, only encouraging their young to glide on the wind when they’re ready. When ready for flight, the parent eagle hovers just below, ready to catch them if necessary. Inclusive leaders who face all their challenges with strength and audacity can learn a lot from eagles in this regard. They should pay attention to their staff, encourage them to grow, let them fly on their own, but never force them to do something that would compromise their health or safety. I cover more on this topic in Chapters 7 and 12.

There are several more attributes that I could include but I think you get the point and can understand why eagles have long been admired for their ability to develop and train, their exceptional vision, and their mastery of flight, and their caring nature. These abilities make them extraordinary leaders in the avian world and if we can learn and develop some of these same skills, we too can be extraordinary leaders in our organizations.

Summarizing Key Workforce Shifts

Workforce predictions for 2030 and beyond are quite informative. Major global consulting firms have conducted extensive research on the future of work and how it will impact workers and leaders. The research findings provide insight into how dramatically different things will be and what new skills, habits, and behaviors people need to adopt in order to remain relevant, competitive, and sustainable.

The workforce is becoming increasingly more diverse with an aging population, multiple generations in the workforce at the same time with the younger generation making up over half of the working population, and more women attending and graduating college yet nowhere near parity in pay or representation in senior leadership roles or heads of corporations. Racial diversity is growing in many nations. According to a recent survey conducted by Pew Research Center (https://www.pewresearch.org/global/2019/04/22/how-people-around-the-world-view-diversity-in-their-countries), approximately 69 percent of people surveyed across 27 nations said their respective nations have grown more diverse over the last 20 years. Close to half of survey respondents say that they favor a more racially diverse nation.

The workforce is also becoming increasingly more digital. Automation and artificial intelligence (AI) are replacing human tasks. This move changes the skills people need to succeed in the workplace. Price Waterhouse’s Workforce of the Future report (https://www.pwc.com/gx/en/services/workforce/publications/workforce-of-the-future.html) indicates the following:

Thirty Seven percent of workers are concerned that automation puts their jobs at risk.

Seventy Four percent of workers are ready to learn new skills or retrain.

Sixty percent of workers think long-term employment won’t be an option for the future.

Seventy Three percent of workers think technology can’t replace the human brain.

A few more notable predictions about the future workforce of 2030 and beyond include:

Our world is rapidly growing older. According to the United Nations Department of Economic and Social Affairs, people aged 65 or older is projected to reach 1.5 billion by 2050.

Artificial intelligence may replace jobs humans once held and create jobs that didn’t exist before.

Employers may recruit global, contract-based workers instead of employing full-time workers. Traditional offices and corporate headquarters may go by the wayside.

Traditional retirement will peter out as workers continue working as long they can.

Workers will demand more comprehensive benefits and “best place to work” environments, which may lead to job hopping.

Understanding Inclusive Terminology

Even as I write this book, things are changing so rapidly that it’s time to update a few things that I wrote my previous first book, Diversity, Equity, & Inclusion for Dummies (John Wiley & Sons, Inc., 2022). I continue to be amazed at how much I still need to learn even after over 30 years, as new terminology, strategies, and resources are introduced.

The important thing to remember is that it is a marathon and not a sprint. Everyone is on their journey; they just happen to be at different mile markers along the way. An important place to start on this journey is understanding the common terminology associated with inclusion so that you have a working knowledge and can at least hold a conversation about it. I only focus on key definitions as there are many and I could write another book on terminology alone!

Belonging

Belonging is a fundamental human need — the desire to feel a sense of security, safety, and acceptance as a member of certain groups. Belonging is what allows employees to feel like they can be their authentic selves without fear of punishment or without having to cover up and be someone they’re not. Workers report that when they feel belonging, they can be more productive.

If this definition sounds a lot like the ones I introduce for diversity and inclusion, keep in mind one of the mantras that Diversity, Equity, and Inclusion (DEI) professionals use to distinguish the three:

Diversity is having a seat at the table; inclusion is having a voice; and belonging is having that voice be heard.

BIPOC

The term BIPOC gained a lot of traction and visibility over social media following national protests for social justice and equity. The term describes any group of people native to a specific region — people who lived in a given region before colonists or settlers arrived. It’s used to acknowledge that not all people of color face equal levels of injustice. BIPOC stands for Black and Indigenous People of Color and is pronounced “by-poc.” Here’s a breakdown:

Black

can refer to dark-skinned peoples of Africa, Oceania, and Australia or their descendants — without regard for the lightness or darkness of skin tone — who were enslaved by white people.

Indigenous

refers to ethnic groups native to the Americas who were killed en masse by white people.

People of color

is a term primarily used in the United States and Canada to describe any person who is not white.

Diversity

Simply put, diversity is the collection of unique attributes, traits, and characteristics that make up individuals. They include values, beliefs, experiences, backgrounds, preferences, religion, behaviors, race, gender, abilities, socioeconomic status, physical appearance, age, and so on. Some of these traits are visible, and many others are invisible.

For decades, I’ve been defining diversity as being comparable to an iceberg (see Figure 1-1). Scientists say that 90 percent of what makes up an iceberg is invisible or below the waterline, and only 10 percent is above it. Think about diversity. People can only see about 10 percent of visible traits that make you diverse. The rest is invisible (beneath the surface). Sometimes you can see the diversity, and sometimes you can’t.

Courtesy of Dr. Shirley Davis.

FIGURE 1-1: The diversity iceberg.

You can have diversity and not have inclusion. Diversity just is. Diversity is the human aspect, and everyone is diverse. But inclusion is the environment and the atmosphere people experience and work in. And that’s where the work continues. Recruiting and hiring top diverse talent isn’t enough; you must create an inclusive work environment where those people feel valued, respected, and treated fairly and have equal opportunity to succeed. To discover more about what diverse talent needs, check out Chapter 2.

Think about DEI as a continuum with inclusion as the final phase toward sustainability and business outcomes. In the workplace, diversity without inclusion fails to attract and retain diverse talent and doesn’t encourage diverse employees to bring their full selves to work, thereby failing to motivate their participation and do their best work.

In short, diversity is easier to measure because humans in all varieties merely exist; however, inclusion is a practice. Diversity can and has been legislated in various policies throughout various locations and organizations. Inclusion often results from a commitment to practicing this type of behavior.

Diversity also has different meanings within various cultural contexts. For example, the U.S. perspective of diversity suggests all the various ways you can see or describe people. But in some European countries, diversity leans more toward gender differences. In Middle Eastern countries, diversity often speaks to religious beliefs.

Equity and Equality

Although the terms equity and equality may sound similar, implementing one versus the other can lead to dramatically different outcomes for marginalized or underrepresented people. Here’s how I define them. Equality is defined as each person or group of people being given the same resources or opportunities. On the other hand, equity recognizes that each person has different circumstances and allocates each the exact resources and opportunities they need to reach an equal outcome. You can find out more on how to apply an equity lens in Chapter 18.

Equity is the process, and equality is the outcome. In other words, equity is essential to achieving true equality. And a diverse organization isn’t automatically an inclusive one, and an inclusive organization isn’t automatically an equitable one.

Recognizing DEI as separate and complex, though related, concepts is an important step for leaders to achieve a diverse, equitable, and inclusive workplace culture. Leaders need to understand that diversifying a workforce doesn’t automatically result in new hires feeling welcome, which suggests that inclusion should be a goal that organizations assign resources to. And their focus on equity needs to be based on the knowledge that not all employees or potential employees have access to the same resources and that they should structure strategies and resources accordingly.

Implicit bias

Bias is a tendency or inclination that results in judgment without question. Often, biases are unreasoned and based on inaccurate and incomplete information. Everyone has bias. It’s part of the human makeup; you need bias to protect you from danger. Biologically, people are hard-wired to prefer people who look like them, sound like them, and share their interests. But when left unchecked, biases can have a negative impact in every interaction.

Implicit bias (also referred to as unconscious bias) is an unconscious opinion, positive or negative, that you have about a group or person. Implicit biases are the attitudes or stereotypes that are taught and developed early in life, and they strengthen over time, affecting your understanding, actions, and decisions without your knowing it.

With the vast amount of diversity that makes up the global workforce — including more women, people of color, LGBTQ people, veterans, introverts and extroverts, immigrants, people with different abilities/thinking styles/personalities, and people from five generations to name a few — the level of complexity and potential conflicts that can arise from unconscious bias is sure to increase. Leaders make decisions in the workplace every day, from sourcing to promotions to creating business strategy and beyond. Whether they recognize it or not, implicit bias enters into every one of these decisions. To find out more about implicit bias, as well as other types of biases and how you can deal with them, head to Chapter 6.

Inclusion

I describe inclusion as the degree to which an employee perceives that they’re a valued member of the work group and encouraged to fully participate in the organization. At the base level, diversity efforts are concerned with representation of various groups; however, don’t confuse that with creating an inclusive environment. To find out how inclusive you are, take the assessment provided in Chapter 4.

Intersectionality

Intersectionality refers to complex ways in which people hold many marginal group affiliations at the same time. These identities can combine, overlap, or intersect in a person or group, resulting in multiple, interdependent systems of discrimination or oppression (for example, descriptors of my identity include a woman of color, a mom, a movie buff, a corporate executive, a world traveler, a speaker, and a Human Resources professional). Thus, the intersectional experience of one person or group is greater than the sum of the individual forms of discrimination or disadvantage.

Microaggressions

The term microaggression describes when someone says something, does something, or makes a decision that makes you feel minimized, trivialized, invisible, or overlooked. We are all guilty of microaggressions and I provided advice in Chapter 6.

Ever heard these statements: “Wow, you speak English really well,” or “You are very articulate,” or “You must be really good at math or science” (said to someone of Asian descent)? While these statements are often intended as compliments, they are actually microaggressions that stem from our biases. Discover more about microaggressions in Chapter 6.

Neurodiversity

The concept of neurodiversity is newer in the inclusion space but not the medical and social science fields. Neurodiversity is a term that was introduced in 1998 by an autistic sociologist named Judy Singer. It comes from a number of brain studies that reveal that people who think, learn, and process information differently than others have brains that are wired that way. Advocates seek to set the record straight that people who are neurodiverse are not suffering from a disease or dysfunction. Rather, the idea is that people should expand their understanding of what’s “normal” in terms of brain function — that many things that have been considered problems are actually just differences.

Phobias and -isms

In the simplest terms, -isms are forms of oppression and discrimination.

Following are some of the most common -isms:

Ableism:

Discrimination or prejudice against people with disabilities.

Ageism:

Prejudice or discrimination on the grounds of a person’s age.

Antisemitism:

A certain perception of Jews, which may be expressed as hatred, hostility, or prejudice.

Classism:

Prejudice against or in favor of people belonging to a particular social class.

Heterosexism:

Discrimination or prejudice against non-heterosexual people based on the belief that heterosexuality is the only normal and natural expression of sexuality.

Racism:

Prejudice, discrimination, or antagonism directed against a person or people on the basis of their membership in a particular racial or ethnic group, typically one that’s underrepresented or marginalized.

Sexism:

Prejudice, stereotyping, or discrimination — typically against women — on the basis of sex.

A phobia is an unreasonable or excessive fear or hatred of something or someone. While there are many phobias, several are specific to DEI. Examples include:

Homophobia:

Dislike, fear, or hatred of or discomfort with people who are attracted to members of the same sex.

Islamophobia:

Dislike or hatred against anyone practicing or perceived to be a practitioner of Islam because of their religious affiliation.

Transphobia:

Dislike or discrimination against trans people or gender nonconforming people because of their gender identity.

Xenophobia:

Dislike of people from other countries or anyone deemed “foreign” because of their immigrant or visitor status.

Belief in these many -isms and phobias influence our biases in our everyday life, including the workplace. Recognizing and understanding these beliefs is an important step in our inclusion journey so that we become aware of what not to do and what to do more effectively.

Looking at Leadership Models and Frameworks

Leadership was once defined by traditional hierarchies and a command-and-control approach but has been undergoing a profound transformation in response to the dynamic and rapidly evolving nature of today's globalized and diverse landscape.

Effective leadership today cannot be one size fits all. It must be flexible and situational. Getting the best performance out of others requires using different approaches and behaviors to meet the needs of the individual. In other words, it means using a variety of leadership styles — at the right time and in the right way — to inspire and empower others to achieve more.

Some of the best-known and most utilized models and frameworks on leadership are included in this section, plus a few others that have gained more traction in recent years. Chapter 4 goes into more detail about them but it’s important to be aware of the many frameworks and models that leaders use — those that have been vetted, tried, and proven to produce better outcomes. That way you have a path to becoming a more inclusive leader by learning and benchmarking what has worked well for others.

Ken Blanchard, one of the most well-known authorities, speakers, and authors on leadership (having written more than 60 books on the topic), developed the situational leadership model. It is one of the oldest frameworks for leadership styles (he first described it in 1969) but is still relevant today. Some of the most common leadership styles laid out in his model include:

Directing.

Directing is the basic level of leadership style used nearly for all new employees who need guidance and direction. With this style you tell people what they have to do, how to do it, why it needs to be done, and when it needs to be done.

Coaching.

Coaching is used for those who demonstrate some competence but still need some guidance, consistent check-ins and feedback for improvement. This is the basis of creating strong commitment in the future.

Supporting.

Supporting is used when followers are competent in the job but somewhat inconsistent in their performance and not as committed to the end goal. This style will guide them towards achieving sustained performance.

Delegating.

Delegating is used for the follower who feels fully empowered and demonstrates strong skills and strong commitment. They are able to work and progress on their own. The job of the leader here is to monitor progress and still be part of some decision.

Kurt Lewin, a German–American psychologist made significant contributions to the understanding of group dynamics and leadership. His leadership model (1939) is known for its emphasis on democratic and participative leadership styles. Another model called transformational leadership was popularized by leadership expert James MacGregor Burns (1978). It focuses on setting an uplifting tone at the top and helping team members find meaning in their work. This can be an effective strategy for business leaders seeking to motivate their teams towards reaching a common vision. Leaders who take this approach must keep their ego under control while encouraging followers to become more self-reliant. Also, they seek feedback from followers before making decisions based on what information is received. In 1947, German sociologist Max Weber established the idea of different leadership styles and described what would eventually become known as transactional leadership theory. Bernard Bass (1985) extended the work of Burns by further developing a full range leadership model which classified leadership styles into three types: transformational leadership; transactional leadership; and laissez-faire leadership. Servant leadership (or selfless leadership), popularized by Robert K. Greenleaf (1970), is an approach to management in which leaders prioritize the needs and relationships of their team members before themselves. This is done in an attempt to increase employee engagement and build trust, which in turn increases performance and productivity.

Another and newer model that I use for consulting and training global leaders was developed by Deloitte. It outlines six signature traits of an inclusive leader which I affectionately call the Six Cs:

Commitment

Courage

Cognizance of Bias

Curiosity

Cultural Intelligence

Collaborative

These six traits represent a new way of thinking, leading, and working inside of organizations, and across differences. It requires intention, education, and accountability. Find out more, and assess yourself, in Chapter 2.

A few newer leadership models are also gaining traction:

Adaptive leadership

involves the ability to respond effectively to change and uncertainty. Leaders who practice adaptive leadership are flexible, open to new ideas, and adept at guiding their teams through evolving circumstances. The past decade has seen an acceleration of technological advancements, global crises, and societal shifts, making adaptive leadership increasingly vital as leaders navigate the unpredictable landscape. This involves embracing agility and resilience to steer their organizations through rapid transformations.

Authentic leadership

is characterized by leaders being true to themselves, transparent, and genuine in their interactions. Authentic leaders build trust through honesty and consistency, creating an environment where team members feel comfortable expressing their opinions. More information can be found in

Chapter 7

.

Inspirational leadership

involves motivating and influencing others through a compelling vision or purpose. Inspirational leaders inspire their teams to achieve beyond expectations, fostering a shared sense of purpose and commitment.

Digital leadership

involves the effective use of technology to drive innovation, collaboration, and organizational success. Digital leaders are proficient in leveraging digital tools and data to make informed decisions and adapt to the fast-paced, technology-driven business landscape. Learn more about leading in a digital age in

Chapters 2

and

20

.

Leadership is an ever-evolving skill, so in order to succeed you must be adaptable and open to learning new styles and approaches for bringing out the best performance in others.

MAKING SURE YOU A.C.T.

As you read this book, I encourage you to Assess, Commit, and Take Ownership and Action, or A.C.T. Try this after completing each chapter:

Assess your effectiveness on the skills that workers say they want, on your readiness to respond to the demographic shifts, on your ability to work effectively across differences and to foster a workplace culture of inclusion, belonging and high performance. Consider where you have the biggest knowledge gaps, blind spots (biases), and areas that are your strengths.Commit to a continuous learning process by taking on board the tips discussed in this book. Solicit input from your colleagues, direct reports, and trusted advisors on your growth and acquisition of new skills, competencies, attitudes, and behaviors related to inclusion. Be open to this feedback and commit to making the necessary adjustments.Take ownership and take action. Check regularly to see how you have progressed and get a partner to hold you accountable. Be intentional about asking questions to seek understanding. Be intentional about becoming the best inclusive leader that you can be.

Remember, becoming an inclusive leader takes time, practice, and focus but when you A.C.T., you are taking the necessary steps to increase your effectiveness in business and in your career; you are positioned to help your team members reach peak performance; and you are contributing to your organization’s success.

Chapter 2

Revealing What the New Generation of Talent Needs at Work

IN THIS CHAPTER

Digging into the demographics of the future workforce

Knowing what the changing workforce expects

Sharpening your competencies and traits as an inclusive leader

Confronting leadership challenges in a diverse workforce

Reaping the benefits of employing top future talent

For business leaders worldwide, understanding the shifting dynamics of the workforce is more important than ever. As the new generation of talent brings a unique set of expectations, those who adapt and embrace these changes are poised for greater success. To navigate the new workplace, leaders must deeply understand these demographic changes, what top talent expects, and the challenges and benefits of leading diverse teams. Although leading a multicultural, multi-generational workforce can be challenging, it can also provide immense rewards. This type of workplace brings a wealth of perspectives, creativity, and innovation, fostering a dynamic environment that can drive long-term growth and a brighter future.

In this chapter I detail the most significant workforce demographics that will disrupt and redefine the role of leaders. I outline what the new generation of talent seeks in their employment decisions and I identify the issues as well as the opportunities that leaders should be prepared to respond to with the new workforce.

Understanding the Workforce Demographics of the Future