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Ian Dodds

Consulting Alliance partners:

Accra, Den Hague, New York, Frankfurt, Kuala

Lumpurwww.iandoddsconsulting.

com

‘Inclusion is now recognised as mainstream to

business success and here’s how to make it

happen’

Copyright Ian Dodds Consulting Ltd, All Rights Reserved

What we’ll discuss

■ How do Diversity and Inclusion contribute to success?

■ Leveraging the Power of Inclusion to deliver high performance

■ Some successful case studies

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How do Diversity & Inclusion contribute to success?

The big performance benefits from managing diversity happen when an inclusive

environment is created

D i v e r s i t yEvery way in

which anymixture of people has

bothsimilarities 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 and customers

I n c l u s i o n

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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)

Organisational

Level

Function

Division

Sector

Location

Career Motivations

SecondaryLocation

Marital/Parental Status

Hobbies

Religion

EducationalBackground

Language/Accent

Social status

Appearance

Nationality

Primary

Race

Ethnicity

Physical & Mental Ability

SexualOrientation

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 giveexplanations

How we processinformation

How we makeconclusions

PROBLEM SOLVING

Diversity has many elements and these impact on how we interact with others, solve

problems and make decicions

7Managing RiskManaging Risk High PerformanceHigh Performance

Equal Opportunities

ManagingDiversity & Inclusion

ValuingDifferences

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 minorityethnic people

Individual adapts

Legal responsibility

Result

ChangeRequired

Motivation

Managing RiskManaging Risk

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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)

(Prof Scott E Page)

Diverse teams consistently outperform homogeneous teams in solving problems

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.

Diversity trumps ability theorem:

Leveraging the Power of Inclusion to deliver high performance

Leveraging the Power of Inclusion successfully takes long-term strategic effort, involving 5

stages

Diagnostic to find out

what is helping and hindering inclusion

for different diversity groups

Set up a D&I

Steering Group to

formulate a Diversity & Inclusion strategy

Implement the

Diversity & Inclusion strategy

1. Senior managers role model inclusive behaviour

2. Ensure managem

ent processes & systems

are inclusive

1. Communicate

Diversity &

Inclusion success stories

2. Keep up to date on

Diversity &

Inclusion best

practices

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.Our online Power of Inclusion diagnostic survey tool.2.Affinity focus groups, using our highly effective template based on behavioural change methodology.3.Key employee interviews, using our highly effective template based on behavioural change methodology.

It is the emotional impact of stories and quotes which generate the will to act by senior management

In Stage 2 a an Inclusion Steering Group is established

Set up an Inclusion Steering Group to formulate a Diversity &

Inclusion strategy

The Inclusion Steering Group needs to:

1.Acquaint itself with the findings of the diagnostic.2.Educate itself on D&I Best Practices.3.Guide any Task Groups it sets up, e.g. on flexible working.4.Formulate the D&I strategy and underpin it with behavioural change methodology.

Stage 2

Mobilise

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 senior managers.3.Provide unconscious bias training for senior 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.5.Develop eLearning programme offerings on relevant aspects of diversity and inclusion.

Stage 3

RealiseImplement the Diversity & Inclusion strategy

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 business strategy, values or inclusion.2.Introduce leadership behaviour pulse survey feedback.3.Provide behavioural coaching for the leaders.4.Train interactive effectiveness coaches, using our unique 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

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Between 80% and 90% of behaviour in an organisation is influenced by what leaders do

and say

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(Adapted from

Ed Schein)

What the leader attends to, measures, rewards and controls Leader reaction to critical incidents Leader behavioural role modeling

Most influential

(Professor Ed Schein)

‘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

The interactive behaviours that power inclusion

and great teams

‘Seeking’ Seeking information

Seeking suggestions

Checking

understanding

Developing suggestions

Acknowledging

- Content

- Feelings Bring-in

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

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 finding out by listening to stories from women and Minority Ethnics that it needs to address unconscious bias

■ Inclusion Steering Group formulates 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.

“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

Questions?