Inclusive Leadership: Building Skills to Lead in the 21 st Century

Transcription

1 Inclusive Leadership: Building Skills to Lead in the 21 st Century If your computer does not have speakers, please dial in at: Access Code: CPS HR Webinar Series

2 Introduction Steven Jones, Ph.D. CEO, JONES San Diego, CA Industrial/ Organizational Psychology Aisha Taylor, Ph.D. Senior HR Consultant, CPS HR Consulting Portland, OR Industrial/ Organizational Psychology

3 Overview Inclusive Leadership Cultural Competency Levels of Leadership Global Cultural Context Inclusive Communication Skills Let s Practice!

4 Inclusive Leadership Workplaces are increasingly diverse Inclusive Leadership is key to leveraging diversity Leads to excellence in performance, increased creativity, and organizational success Creates competitive advantage Cultural Competency is essential for leadership today Enables employees to create inclusive, higher performing work environments

5 14 Coke discovered Diversity drives Innovation

6 What do you see?

7 32 What is Cultural Competency? Focus on Skill Development Work for Social Justice & Equity as Tools to Counter Oppression Focus on My Cultures Focus on Learning about the Cultures of Others Application of knowledge, awareness, and skills leading to effective interactions across differences Outcomes: These interactions consistently result in respectful, inclusive, and equitable relationships, treatment, and systems (Jones, 2010)

8 Levels of Inclusive Leadership Institutional Systems Cultural Power History Maps of Meaning Individual I Group Organizational We Better Dynamics Intent vs. Impact JONES 2010

9 Culture is the collective programming of the mind which distinguishes the members of one category of people from another ~Hofstede 1984

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11 24 Global Cultural Context

12 Inclusive Communication Skills 1. Listen to understand, instead of listening to respond 2. Manage both intent and impact 3. Put your stake in the ground; be open and willing to move it 4. Accept working through conflict to its resolution as a catalyst for learning

13 Scenario Frank has been a manager of a government agency for 8 years. He is personally responsible for many deliverables and he manages a team. Frank needs to assign a project manager for a new, high priority client. His options are Mary or Tyler. Tyler is one of Frank s go to guys, and he consistently delivers high quality services. They communicate well. Both are from the Midwest, and Frank has confidence in Tyler s work ethic. Mary holds several conversations with Frank, in addition to constantly sending him updates throughout a project. Mary asks for feedback on the direction she is taking. Frank takes extra care when providing Mary feedback to avoid misunderstandings. Although Frank is usually pleased with her finished product, he doesn t have the same confidence in her that he has in Tyler. Frank recently overheard Mary saying she was ready to start her family, which caused him concern, given this will be a multi year project. Frank gives the project to Tyler and chuckles to himself that he has grandchildren older than Mary.

14 Let s Practice Apply cultural competency tools to unpack the dynamics that occurred during Frank s decision Levels of Inclusive Leadership

15 Applying Cultural Competency Tools Inclusive Communication Skills Which skills would you use in talking with Frank? Global Cultural Context Identify two aspects of Frank s culture below the water line that you think are influencing his staffing decisions.

16 Two Different Views of Reality ONE-UP See individual acts Blind to group ness Privilege/advantage is invisible ONE-DOWN See patterns of behavior Well aware of group ness Disadvantage is well known

17 Predictable Patterns of Behavior 17

18 Contact Information JONES CPS HR Consulting