1. 0 Ian Dodds Consulting Alliance partners: Accra, Den Hague, New York, Frankfurt, Kuala Lumpur www.iandoddsconsulting.com Inclusive Leadership and Behavioural Change Copyright Ian Dodds Consulting Ltd, All Rights Reserved

2. What we’ll discuss ■ How do Diversity and Inclusion contribute to success? ■ Leading Inclusively ■ Delivering Behavioural Change for Successful Inclusion

3. 2 How do Diversity & Inclusion contribute to success?

4. The big performance benefits from managing diversity happen when an inclusive environment is created D i v e r s i t y Every way in which any mixture of people has both similarities and differences ■ It is about a culture where each person: −Feels respected & valued −Feels their ideas & opinions are heard −Can perform to their full potential ■ It involves sustained and long-term strategic effort ■ It’s happening when diversity of thought is embraced in finding the best ways to serve clients, customers and service users I n c l u s i o n

5. 4 Organisations with great leaders and great managers capitalise on what’s similar and different about people: Great leaders – find out what is similar and capitalise on it to rally people to create a better future for their organisation. Great managers – find out what is different about people and turn each person’s talents into performance both for now and for the future. (Adapted from Marcus Buckingham)

6. Organisational Level Function Division Sector Location Career Motivations Secondary Location Marital/Parental Status Hobbies Religion Educational Background Language/Accent Social status Appearance Nationality Primary Race Ethnicity Physical & Mental Ability Sexual Orientation Gender Age Personality/ Values/Beliefs How we communicate How we see ourselves – (group or individual) What we focus on: task vs. relationship INTERACTING How we see time How much we try to control How we organise power DECISION MAKING How we give explanations How we process information How we make conclusions PROBLEM SOLVING Diversity has many elements and these impact on how we interact with others, solve problems and make decicions

7. 6 Managing Risk High Performance Equal Opportunities Managing Diversity & Inclusion Valuing Differences Focus Race, Gender, Disability All the ways we are different Creating an inclusive work environment Managing Diversity and Inclusion Involves Culture Change to deliver the big performance benefits Responsive services/ Better problem solving/ Performance gains Culture embraces difference Meeting stakeholders’ needs Mutual respect Mutual accommodation Social and moral responsibility More women and minority ethnic people Individual adapts Legal responsibility Result Change Required Motivation Managing Risk

8. 7 1. Reduced recruitment costs and a greater talent pool 2. Raised employee motivation and productivity 3. Enhanced Employer Brand 4. New ideas and better products and services for customers and service users 5. Great teamwork through enhanced interactive effectiveness When an organisation is inclusive it gains significant performance benefits: ( Source: Harnessing Workforce Diversity, Create – survey of 400 organisations investing in D&I) ( Source: Prof Sandy Pentland, HBR, Apr 2012)

9. (Prof Scott E Page) Diversity trumps ability theorem : There are 2 conditions: 1.The problem has to be complex. 2.Team members have to listen to each other and explore differing ideas and points of view. Diverse teams consistently outperform homogeneous teams in solving complex problems

10. Leading Inclusively

11. Leadership is like beauty, it is hard to define, but you know it when you see it. 10 ■ Having a managerial position gives you the authority to accomplish certain tasks and objectives in the organisation ■ This power does not make you a leader but it simply makes you the boss. ■ When a person is deciding about respecting someone as a leader, they do not think about their attributes, rather, they observe how the person is behaving.

12. 11 An inclusive leader does the following: Hears people’s concerns, ideas & opinions Appreciates each person’s culture Empowers people to deliver a vision of future success Ensures effort is put into finding out what people’s talents are Ensures people’s talents are developed for performance now and for the future Engaging behaviours Developmental behaviours

13. Inclusive leadership enhances the motivation, morale, and performance of each persons by: 12 ■ Connecting each person's sense of identity to the collective identity of the organisation; ■ Being a role model for each person that inspires them and influences their behaviour; ■ Empowering each person to take greater ownership for their work; ■ Understanding the strengths and weaknesses of each person, so the leader can align each person with tasks that enhance their performance.

14. Leadership behaviour is key to embedding inclusion Criteria for recruitment, promotion, retirement and exit Formal and informal socialisation Recurring systems and procedures Organisation design and structure Design of physical space Stories and myths about key people and events Formal statements, charters, creeds, codes of ethics Between 80% and 90% of behaviour in an organisation is influenced by what leaders do and say (Adapted from Ed Schein)  What the leader attends to, measures, rewards & controls  Leader reaction to critical incidents  Leader role modeling, coaching Most influential (Professor Ed Schein)

15. Unlock behaviour, Unleash profitability Antecedents Articulate pinpointed behaviours Communicate Coach Pinpointed Behaviours practised Consequences (+/-ive) Feedback Praise Reward (Adapted from Braksick) (The ABC Process) The 10% - 20% - 40% opportunity! (Prof S Glowinkowski)

16. ‘Telling’ Objectives and why important Giving information Making content suggestions Making process suggestions Summarising Disclosing  Information known only to you  Something about self Summarising outcomes and follow-up Interactive Effectiveness powers ‘Great’ teams ‘Seeking’ Seeking information Seeking suggestions Checking understanding Developing suggestions Acknowledging  Content  Feelings Bring-in Practising all of these behaviours is critical for leading a great team

17. 16 Inclusive leadership Vision of future success for all stakeholders Strategic priorities’ clarity Whole systems delivery Leadership message & behavioural example Dispersed leadership & Engaged & empowered workforce Organisational success Leading inclusively

18. Delivering Behavioural Change for Successful Inclusion

19. Delivering behavioural change for successful inclusion takes long-term strategic leadership, involving 5 stages Stage 1 Unfreeze Stage 2 Mobilise Stage 3 Realise Stage 4 Embed Stage 5 Sustain Diagnostic to find out what is helping and hindering inclusion for different diversity groups Set up a Change Steering Group to formulate a vision of success through inclusion & a strategy to deliver it 1.Implement the Inclusion strategy 2.Cascade via dispersed leadership 1.Senior managers role model inclusive behaviour 2.Ensure management processes & systems are inclusive 1.Communicate change success stories & how inclusion has contributed to them 2.Keep up to date on Diversity & Inclusion best practices

20. In Stage 1 a diagnostic needs to be conducted Diagnostic to find out what is helping and hindering inclusion for different diversity groups Stage 1 Unfreeze We do this via: 1.Affinity focus groups are asked what helps and hinders inclusion for them. 2.Key employee interviews again to find out what helps and hinders inclusion for them. It is the emotional impact of stories and quotes which generate the will to act by senior management

21. In Stage 2 an Inclusion Steering Group is established Set up an Inclusion Steering Group to formulate a Vision & a Diversity & Inclusion strategy to deliver it The Inclusion Steering Group needs to: 1.Acquaint itself with the findings of the diagnostic. 2.Educate itself on D&I Best Practices. 3.Formulate a vision of success through inclusion. 4.Guide any Task Groups it sets up, e.g. on flexible working. 4.Generate a D&I strategy to deliver the vision and underpin it with behavioural change methodology. Stage 2 Mobilise

22. In Stage 3 the Diversity and Inclusion Strategy is rolled out The Inclusion Steering Group needs to: 1.Lead, monitor and measure the implementation of the D&I strategy. 2.Provide inclusion and diversity management training for managers. 3.Provide unconscious bias training for managers, including knowing how it plays out in relation to gender, cross-cultural and generational differences. 4.Provide development activities, e.g. ─ Mentoring Circles, to develop high potentials from all diverse backgrounds ─ eLearning programme offerings on relevant aspects of diversity and inclusion. Stage 3 Realise Implement the Diversity & Inclusion strategy

23. In Stage 4 leadership role modelling is critical and talent management processes need to be proofed The Inclusion Steering Group needs to: 1.Offer a workshop for leaders to ‘pinpoint’ the behaviours they need to role model to drive their D&I strategy. 2.Introduce a means of leaders receiving feedback on their practice of the behaviours. 3.Provide behavioural coaching for the leaders. 4.Train interactive effectiveness coaches, using the interactive behaviours tool. 5.Proof all talent management processes and systems to ensure that they are inclusive and free of unconscious bias. Stage 4 Embed 1.Senior managers role model inclusive behaviour 2.Develop great, inclusive teams 3.Ensure management processes & systems are inclusive

24. In Stage 5 reinforcing best practice is important The Inclusion Steering Group needs to: 1.Identify and collect inclusion success stories. 2.Train internal Inclusion Champions. 3.Develop a means to keep up to date on diversity and inclusion best practices. Stage 5 Sustain 1.Communicate Diversity & Inclusion success stories 2.Develop Inclusion Champions 3.Keep up to date on Diversity & Inclusion best practices

25. Cisco Systems EMEA: innovation is the key driver ■ Innovation is seen to be critical and US experience indicates that a inclusion is an innovation driver ■ Business case made by the CEO responding emotionally to stories of exclusion from women and Minority Ethnics ■ Inclusion Steering Group formulates the Vision and the D&I strategy ■ Behavioural training for senior management ■ Task group on flexible working ■ Internal Inclusion Ambassadors help to drive the transformation ■ Website engages employees by providing opportunities to feature D&I successes 1.More people from underrepresented groups, recruited, promoted & retained. 2.Levels of inclusion being rated highly by external benchmarking agencies. 3.Increased innovation measured by Cisco’s innovation portal.

26. “I don’t think I have ever been in an office with a stronger sense of purpose, contentment, candour, coherence or vigour” Quote from a UK newspaper by a fly-on-the wall business reporter demonstrating the Power of Inclusion in an HMRC Office

27. Questions ?