Transcript

2014

Engaging White Men As Allies

Chuck Shelton, Greatheart Leader Labs

2014

www.DiversityBestPractices.com Diversity Best Practices Follow @NxtGenDiversity at the #DBPMC + join the game-changing diversity and inclusion conversation!

. Chuck, age 12, in 1966, ‘voluntold’ with Head Start by his very intentional mother, Mary

One thing trust means: consistently showing up in a relationship

2014

www.DiversityBestPractices.com

Rev. Woodie W. White

Invited me to take responsibility for being white, so I would become part of the solution and not part of his problem

2014

www.DiversityBestPractices.com

Chuck @ 29, with staff in a California refugee resettlement program

2014

www.DiversityBestPractices.com

Chuck’s Normativity Map

Male

White

Straight

Upper middle class

American-born

Able-bodied

Married w/ 2.0 children

English-speaking

Highly educated

Christian

Engaging White Men As Allies

Generally True: As white male executives, when learn about our normativity, we are more open to considering our privilege.

2014

www.DiversityBestPractices.com

Lessons from the White Men’s Leadership Study

The Effectiveness Gap – The difference between the way we as as white men our effectiveness on leading through D&I, and the way people who are not men rate our D&I leadership effectiveness

Selected Effectiveness Ratings – ‘Not very effective’ and ‘Moderately effective’ Average e-gap % of Aggregate White Men All Others e-gap

Recognizing and motivating diverse employees 31 61 30

Coaching to improve the performance of diverse employees 38 71 33

Promoting diverse talent on merit 26 62 36

Including diverse voices in decision making 38 78 40

Engaging White Men As Allies

2014

www.DiversityBestPractices.com

The Inside Scoop on White Men as Allies:

The Engagement Scale

for White Men Leading through Diversity & Inclusion

Lagging Learning Leading

Pipeline not diverse Trying to diversify talent Creates a diverse team

Avoids D&I events Sometimes attends; open Presents @ D&I events

Deflects efficiently Prefers quiet over mistakes Respectful, candid

OK to avoid feedback Uncomfortable w/ inequity Praises, corrects all

Doubts business case Inarticulate on the case Links D&I to revenue

Weak reputation Nice guy, but a lot to learn Identified as an Ally

2014

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Emerging Practices in Ally Development

The Men’s Ally Network A male leader is an Ally when a woman says he is.

Cisco Case Study: (with Jennifer Brown Consulting)

A community of men pledged to relationships of accountability and trust, working alongside women colleagues to open opportunities.

2014

www.DiversityBestPractices.com

Engaging White Men As Allies

Commit to Fearless Reciprocity

Fearless = Willing to learn and lead

through any difference in position power

You need to be clear about your value proposition as an ERG leader, across level and difference

Reciprocity = Relationships of accountability and trust,

built on a two-way exchange

Inch by inch, open the door to to getting things done together, with simple human to human care – make and keep promises


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