stefan doll - diversity institute - nz | productive teams · environment. tools like the resolving...

Stefan Doll

Practical tips on building

productive teams and inclusive

organisations in our diverse

community. Stefan Doll shares

some secrets from his 20 years’

career as HR Manager.

Building Productive Teams in SMEs 2

3

4

6

8

10

12

14

16

About the author

Introduction

Selecting the best person

Do I have a high performing team?

Resolving differences

The ‘Stay Interview’

The myth about dismissals

What our clients say

www.diversityinstitute.co.nz

[email protected]

+64 27 681 4703

3

About the author

“Creating productive teams and inclusive organisations

are the key to sustained success for individuals and

organisations alike.” (Stefan Doll)

Stefan has 20 years of experience as a human resources

manager, trainer and consultant in Europe and New

Zealand in the FMCG industry, manufacturing, local

government and professional services. His degrees in

industrial psychology (Germany) and MBA (UK) laid the

foundation for many successfully resolved people

challenges in a business context. His passion for

leadership and thriving organisational cultures resulted in

advising the European headquarters of BP on learning

and development programmes before he came to New

Zealand in 2003.

Stefan is a published author on diversity and inclusion and

co-founder of the NZ Institute for Diversity and Wellbeing

(2011). Through Consulting, Training and Coaching

Stefan applies a holistic approach to change on a

personal, team, and organisational level. Building on his

experience, observations and studies he developed

practical tools to develop successful and inclusive

individuals, teams, and organisations in a diverse

environment. Tools like the Resolving Differences

@Work© model are now successfully applied by many of

his clients.

"I am passionate about my rock band

and writing music. I am also

passionate about business, creating

productive teams and inclusive work

environments. I help people to find

fulfilment and I help businesses to

grow through their people. There are

many connections between a band

playing a good show and a high

performing team. Everyone brings in

their unique skills, gives their best,

collaborates, and thrives to achieve a

common goal.”

3

Stefan is an expert on how to develop

productive teams and inclusive

organisations.

He is regularly invited to present on

Diversity and Inclusion.

Stefan Doll (CMHRINZ, MBA,

Registered Psychologist in Germany)

Consultant, Trainer, Coach

Good things come out of good

relationships on a personal and

business level.

Building Productive Teams in SMEs

4

Being a business owner myself I know you have little time. I therefore suggest to go through the List of

Contents and pick out whatever is relevant for you right NOW. Each chapter is no more than 2 pages and

takes about 5 minutes to read and 10 minutes to reflect. You are not alone in managing your people. I am

here help you. Get in touch with me if you have any questions or people problems to solve.

Stefan Doll is my name and I am looking back at

over 20 years’ experience in human resources. I

am striving to create productive businesses where

people enjoy working at their best. I have worked

with owner/operators, SMEs, and multinationals

who are at the top of their game across a range of

industries. Fundamentally, I found that the thrills

and challenges around people management and

leadership are similar, even across different

cultures and countries.

Most people like to do a good job, prefer to work

in an environment they enjoy, and seek some

form of tangible or intangible recognition or

reward for their work. When people come

together great things can happen while at the

same time challenges are imminent. At times it is

unavoidable that people have differences and are

frustrated. The question is how quickly we can

resolve those and get into a healthier and more

productive space again.

In my capacity as a leadership coach and business mentor I find that some managers hesitate to reach

out for help, or they struggle to adjust to the changing needs of the workforce when it comes to

managing their people. You will benefit from applying the people practices in this e-book as many other

managers already have. They make a real difference to the bottom line of your business, to the

wellbeing of your people as well as your own wellbeing. And this is only the starting point of what is

possible. Contact me and I help you to take it up another level.

Successful business owners

develop support structures for all

relevant areas of their business,

including their people.

Welcome. This e-book provides you with tips and transformational ideas

on important people and employment related topics for your business.

If you are a business owner or a people manager, the Building

Productive Teams e-book for SMEs is a fantastic resource to make

people management easier, fun and in particular more successful in our

diverse environment.


5

Good business people surround themselves with internal

or external experts and people who can provide an

independent view. Your business is likely to have financial

advisers, is seeking occasionally legal advice, and is

talking to IT experts on technology solutions for efficient

operations. On a personal level you see a doctor if you

are unwell and call a plumber to fix the water pipe. In

other words, you are already using a network of trusted

advisors and experts. Who do you talk to about people

management? When it comes to building a high

performing team you don’t need to know or do all yourself

either.

Your team, no matter if it is 3 or 300 people strong, is

critical for your success, needs your continued attention

and an adequate support structure to work at an optimum

level. Anyone can manage people but with very different

results and some are running into costly and nerve

wrecking risks. A specialist on people management shows

you how to take your team to the next level, and how you

take care of your most expensive resources.

A support structure can involve talking to peers, mentors,

internal or external advisors, signing up for newsletters

with the latest and greatest, reading articles like this one

or all of the above.

This e-book is now part of your support structure. You

know I am only a call away, so I am part of your support

structure on people too. I can give you more time to do all

the other things you need to do.

Something to think about What do you currently do to make sure

your people are working at an optimum

level?

Does everyone enjoy doing the best

they can?

What support structures do you have

currently in place?

What occupies your mind when it

comes to your people?

Are you a lonely wolf or well supported

in managing your people?

Congratulations! Reading this e-book means

that you want to do the right thing for your

business, your people and yourself.


6

One of the most important decision managers make is the selection of

the best person for the job. The person with the right skills who also fits

in well with the team in terms of their attitudes, motivations, and

personality. How do we know who will be a great performer right from

the start?

When I asked my client why he thought the person he selected

would be great, he struggled to back up his opinion with specific

advantages that this candidate had over the others. This happens

when selection criteria have not been clearly defined or applied.

Selection criteria are predictors for a person’s success in a certain

job and a certain work environment. A decision solely based on

intuition is unlikely to be the best one. No doubt, intuition has a role

to play but unfortunately it is also a source for unconscious bias.

Bias is likely at work when, for example, a manager keeps recruiting

the same type of people instead of recruiting team members who

complement each other.

Which pond are you fishing in?

Some managers quite consciously narrow down their search to

candidates with a certain background, education, or type of

experience. As a result of fishing in the same small talent pond

(often only leveraging their own networks) they miss out on highly

talented candidates outside of this pond. When I started as HR

Manager after immigrating to New Zealand, I was surprised to see

that a candidate listed their primary school on their CV. The

candidate must have considered their primary school to be relevant

information. My Kiwi colleague explained that this school has a good

reputation. The primary school example provides also some

secondary information: the candidate grew up in Hamilton, lived in a

good suburb, and must be about 25 years now. When reading CVs

we are inclined to seek out information that we can relate to. An

experienced recruiter knows that all this information is irrelevant for

the selection process, however, others may subconsciously feel a

stronger connection simply by being more familiar with this

candidate’s background. The recruiter runs at risk of assessing this

application more favourably than others. Bias in a selection process

steers the recruiter back to the small talent pond and reduces the

chances of finding the best person from a large talent pool.

Something to think about

How do I determine the right

selection criteria?

Skills and experiences are the most

commonly used selection criteria. We

can gain confidence in the candidate’s

skills when the information received

from the written application, interview,

and reference checks all match up.

While skills and experiences are very

important for specialist roles, even then

they are never the only predictor of how

successful this person will be in the

organisation.

If the position holder has to interact

with colleagues and clients, other

factors are more likely to determine

who the best person is, such as:

How do they connect and collaborate

with others?

How skilled are they in resolving

interpersonal differences?

Have they been working in high

performing teams before?

What team environment do they enjoy

working in and why?


7

Before embarking on gathering candidate information, managers

need to have a good understanding of the current work

environment and what kind of people are likely to be successful

in the current work culture. Your aim could also be to strengthen

some aspects of your current team culture, for example working

more collaboratively. In that case you can look out for someone

who has already a strength in working collaboratively.

I suggest focusing on up to 5 selection criteria, which are likely to

be a combination of skills, experiences, and personal attributes.

Talk them through with someone and discuss if those criteria are

likely to identify the best person. Specifically, assess if the

selection criteria are suitable to minimise bias and eliminate

discrimination.

Something to think about.

What are the motivations and

underlying values of the candidate?

What is their motivation to take on this

job, in this organisation?

What is their attitude towards work in

general?

How does this job fit with their 2-5

years’ career plan?

How quickly can they learn?

How did they cope with stress and

change in the past?

What is important in life for them and

how does this fit with the job?

Fear of the unknown or uncertainties around unfamiliar

backgrounds of candidates become a major obstacle for finding

the best person.

Assumptions are made of candidates with foreign sounding

names that they cannot speak English well. However, they could

be already a third generation Kiwi with a Kiwi slang.

Assumptions are made that qualifications from overseas are not

as good as New Zealand qualifications. However, their

qualifications could also be to a higher standard.

Assumptions are made that a candidate’s disability impacts on

their performance. However, how does sitting in a wheel chair

impact on a desk job?

Managers need to be open, curious, and courageous enough

to venture into unfamiliar talent pools. When fishing in a

bigger pond, they will be rewarded with more choices and

increased chances to find the best person.

After all, fishing in a big pond

is much more exciting and

rewarding.


8

Leaders need to deliver results and with the support of a high

performing team this is just so much easier. Many of my leadership

coaching clients say that their team is working hard and long hours. This

can be an indication of high performance but it could also be a result of

wasting time with inefficient processes, not having the right tools or lack

of collaboration between team members.

How can you find out more about your

team’s performance? How do you know if

the team is at its best or if there is more

potential? After all, most managers don’t

know any other team but their own.

Benchmarking the team output with other

teams in the same organisation or industry

is one approach. For benchmarking to be

meaningful it is important to define the

output of the team and include a longer

term perspective as well. For a sales team,

for example, the weekly sales statistics are

a short-term output while building good

client relationships are long-term.

Connecting with relevant industry groups,

signing up to a Linkedin discussion forum

or just talking to other managers may give

you the benchmarks you need.

Comparison over time: If your team is truly unique in what they do (which they seldom are) then

benchmarking is not an option. You can compare the current team performance with past performances

and track the results over time. With this approach it is important to keep the measure points comparable,

for example, by calculating ratios like the team size over team output. An opportunity here is to identify what

may have caused the team performance to be high or low at a certain time and take appropriate actions.

Involve your team in those discussions. This transparency leads your team to think more like a business

owner. This transparency also leads your team to take responsibility and share ideas on what can be done

better.


9

Data analytics can give further clues on how well your team is

performing. High performing teams have certain features in

common such as a low sick leave rate, low staff turnover, and

high discretionary effort, for example measured in unpaid

overtime. Data on those indicators is usually available for

budgeting and planning purposes anyway and should be

monitored. Data on staff engagement is also a valuable

predictor for performance, but has to be collected separately

through regular surveys, which is often not feasible for small

enterprises.

What is considered to be a low sick leave rate depends partly

on the industry and epidemics during the year. From my

experience, an average 1% or about 2.5 days sick leave per

year is low and over 3% or about 8 days per year is high. Staff

turnover is even more influenced by the industry but as a

general orientation for most businesses turnover should stay

under 10%. In other words, in a team of 10 people one person

is resigning every year.

Gauging positive energy is a more immediate and less

numbers focused way of establishing if your team is

performing at its best. Those of you who had the pleasure of

working in a high performing team will have experienced that

the team is surrounded by positive energy. Sometimes it is

possible to even gauge this energy walking into a workplace

for the first time. The energy relates back to team members

communicating well with each other, mostly work related but

also on a personal level. They share their laughs and pains,

support each other, collaborate, ask questions, and feel save

to be who they are and do not pretend to be someone else.

The team creates a buzz, a sense of urgency, focus and

purpose in their actions. Each member takes responsibility

and pride in their work and achievements.


What is your impact on your team’s

performance?

How can leaders influence indicators

like sick leave?

As one of my clients said ‘When people

are sick there is not much I can do

about it.’ Yes, if they are sick they

should stay home and get better before

coming back to work. However, in a low

performance culture people ‘throw

sickies’ due to lack of motivation.

Others even develop psychosomatic

symptoms which make them actually

feel sick just by thinking about coming

to work.

Give me a call to discuss.


As a leader you are critical in creating a

work environment in which each team

member is inspired to do their best.

Below are some questions to reflect on

your impact on your teams’

performance.

How do I utilise the individual strengths

of my team members and recognise

their achievements?

How do I create clarity about each

team members’ role and the teams’

purpose and goals?

How do I encourage my team to think

about what we could do differently,

including what I could do differently?

How do I support an environment of

mutual trust through my actions?


10

We all have experienced a difference in opinion, a conflict, or a dislike of

someone’s attitude, style or personality. Whenever two or more people

come together there is a potential of conflict. Conflict is a regular

feature in our lives, in fact we are spending on average 2.1 hours per

week at work on resolving conflicts. Conflicts have an impact on

people’s wellbeing and cause a loss in productivity. Where do conflicts

come from and more importantly what can we do to prevent and

resolve them?

People are different. I am not only talking about visible differences like age, gender or ethnicity. I am also

talking about different needs, fears, habits, backgrounds, values, and different ways of thinking. No one

is the same. The diversity in our communities continues grows with an increase in global migration.

Differences between people can be a source of conflict when we are falling into some common traps:

Differences among people are a fact of life and we cannot resolve them by trying to make everyone the

same. So how can we stop falling into those traps and successfully resolve differences between people

instead? I am facilitating a workshops that help people to prevent conflicts and equips them with tools to

resolve conflicts when they arise. Quite often this is also an area of focus while I am coaching leaders

on how to make a positive impact on their people and their productivity. The Institute for Diversity

developed a model for resolving differences which is based on 3 stages:

Stage 1 - Absorbing information is about taking in as much information as possible in the most open

and unbiased way. This way we can determine where exactly the differences are and we are better

prepared to find common ground and a way forward. Having greater (self-) awareness and making a

conscious effort to apply a positive mind-set towards differences will already have a positive impact. So,

what can you do?

Trap 1: We assume that people are similar to

ourselves and neglect our differences.

Trap 2: We are holding stereotypes and

assumptions based on the differences we

recognise.

Trap 3: We are biased towards a person based on

very little, often irrelevant information.

Trap 4: Unconscious bias is impacting our actions,

often against our conscious believes and intend.


11 Building productive Teams in SMEs

• Understand similarities and differences by being curious and

open and by changing your perspectives.

• Identify and reduce your (un)conscious bias.

• Stay positive, 49 out of 50 people want to get along with each

other and do a good job.

• Interpersonal effectiveness can be further supported by training

on unconscious bias, training on having honest conversations,

exercises, personality tests, and in particular 1:1 (diversity)

coaching.

Stage 2 - Processing information is about taking the information

we have and trying to make sense out of it. As part of this stage

our brain constantly makes assumptions and judgments about a

person’s abilities, intentions, and motivations. If we have collected

information with an open mind in stage one, those assumptions

are more likely to be correct. Nevertheless, all assumptions should

be checked for correctness through an open dialog with the

person concerned. It helps when we suspend our assumptions

just until we had a chance to carefully listen to the other person

and what they really want to say. How does this look in practice?

• Understand the other person before trying to be understood.

• Separate the facts from assumptions.

• Focus on solutions, not problems.

Stage 3 - Acting on emotions. Negative emotions are often a

result of being too quick and superficial in the first two stages.

They make our brain search and focus on information that is in

line with those negative emotions, leading to rigid and biased

views, which in return prevent a resolution. The most important

step is therefore to recognise when negative emotions are at play

and address them before trying to agree on a solution:

• Understand your own emotions and where they are coming

from.

• Listen with empathy to understand the other persons’ emotions.

• Have an honest meta-conversation (reflect on how you

interacted) and accept responsibility for your part.

Once the two parties addressed their negative emotions and

tested their assumptions, they are ready to determine future

actions and how they are going to work together. For most people,

talking about feelings does not come easy. It takes a real effort

and courage to have an honest conversation. However, the

rewards are tremendous if we can overcome our initial fear and go

to the person concerned instead of complaining to everyone who

cannot escape fast enough. Conflicts are partly defined by one or

both parties having negative emotions in the process. Differences

in opinions on the other side can be a real gold mine as long as

the people involved know how to mine it. Contact me if you want

to know how this works in your business.


Increase your self-awareness and

practice open mindedness.

Check your assumptions through open

dialogue.

Address negative emotions first and

talk directly to the person concerned.

The diversity of people and their

different perspectives present a

very real opportunity for finding

better solutions. Resolving

differences is an important skill

for all of us to enhance our own

wellbeing, deepen our

relationships, enrich our lives,

and to achieve our business or

career goals.

Let’s turn conflict into

opportunities!

12 Building Productive Teams in SMEs

Have you ever wondered what makes people want to stay with their

employer? Half of us, who earn wages and salaries, have been

employed in our present job for less than 18 months according to

Statistics New Zealand (2012). Businesses endure significant costs when

recruiting and training new employees until they become fully

productive. In addition, when an employee leaves, the loss of

institutional knowledge can be a major disruption and set back for an

organisation. Do we accept this as something outside of our control?

Can we make people stay longer? What motivates people to leave?

One reason for people to leave an organisation is to

run away from something they dislike in their current

organisation, job, or work environment. They feel the

need to get out of the current situation (push factor).

If this motivator is pushing hard enough, people may

leave even without having another job to go to.

Another reason for leaving the current job is the

anticipation of something better or more suitable.

People may be quite content or even engaged in their

current job, however, they perceive opportunities

elsewhere as more attractive. They are pulled into the

direction of trying something new, making a career

step or entering into a more suitable work environment

(pull factor).

The most common reason for a resignation is a

combination of both, push and pull factors. Some of

them you have control of, others you can influence,

and some factors are outside of our control, like the

employee’s need to move away because their spouse

got a job in another city.

13

As people leaders and business owners you can influence the

tenure of your people by having a good understanding of what

the push and pull factors are for your team members at any

given time. The reasons why people resign are very specific to

the organisation and the individual and they change over time

together with their life circumstance.

Each of the push and pull factors that make someone want to

leave (see box to the right) requires a thorough understanding

of the context in which your employee experiences those

factors.

The first challenge is therefore for a manager to engage in

regular conversations in which they explore if any push or pull

factor is on people’s mind.

The second challenge is to have these conversations in a

way that makes people comfortable to open up and share.

People very rarely will come to you to talk about it because

they don’t want to rock the boat, upset you, or sound like they

are not 100% committed anymore. However, they may well

talk to anyone else about what is bothering them or they carry

around their dissatisfaction for a while which reduces their

productivity.

This conversation requires a level of trust. If you identify a

push or pull factor you have to explore them on a deeper level

and ask for specific examples to understand where they are

coming from. Listen with empathy and showing a genuine

interest will give you the right level of detail. Paraphrase what

you have understood even if you think you are 100% sure

what was said. Paraphrasing gives the other person the

feeling of being listened to, understood and respected. You

can at this stage decide if there is anything you can do about

the push and pull factors. It can also be about coaching the

person what they can do. And sometimes you may decide that

you cannot do anything at all in this situation. If it then comes

to a resignation, at least you know the reasons why and you

have a chance to respond. You do want people to leave on

good terms too, especially if you work in a small community.

While you have more control over the push factors there may

be pull factors you can influence, like ‘The new role would be a

great career step for me’. People may not be fully aware how

they can progress in your organisation or they have false

perceptions. I talked to one employee who resigned because

they thought that they cannot progress to a manager role.

Within 6 months another employee was promoted to manager.


Push and pull factors that make

people want to leave:

My new job pays better (pull and push)

I feel stuck here, bored, need to do

something else (push)

I’d like to work in a different industry

(pull)

I feel this high pressure work

environment is not compensated

enough (push)

The new role would be a great career

step for me (pull)

I don’t like the blaming and bullying

work culture here (push)

I can do my new job part-time and with

flexible work hours (pull and push)

I feel undervalued in my current job

(push)

Our Inclusive Leadership Training

prepares Leaders for conversations like the

‘Stay-Interview’. As an Inclusive Leader

you achieve benefits for the organisation

in terms of productivity and innovation and

you achieve benefits for your people who

become more engaged and feel that they

belong. You can check out the details on

our website: www.diversityinstitute.co.nz


14

I discuss in this chapter some of the key principles that guide me when I am addressing misconduct in the

workplace. However, I do recommend that you talk to an experienced HR consultant or employment

lawyer before you dismiss someone. In particular when you are already emotionally involved it is good to

get a second opinion and sometimes a call is enough to identify possible nuances and pitfalls of a case.

Employers have the right to expect from their employees a certain level of performance, a positive

attitude, cooperation, and adherence to policies and instructions. Employers have also the means to act if

those fundamentals of an employment relationship are not in place. Today, I would like to discuss the

example of poor performance.

Poor performance can be frustrating for the

manager as well as other team members

because they usually have to work harder when

someone is not pulling their weight. Those

frustrations are distracting the whole team from

being productive. If poor performance is tolerated

over a prolonged time, the rest of the team is

likely to adjust their performance to the lowest

tolerated standard. Your great performers,

however, are more likely to resign because they

are too motivated and driven to join the low

performance club. The impact on clients and the

business is immense and yet, in my experience,

managers are waiting far too long to address poor

performance. So, how do we go about it?

I am often confronted with the myth that it is very hard and high risk to

dismiss staff. As with anything you are not doing on a daily basis, it is

understandable to feel uncertain when it comes to dismissals, likely

compounded by horror stories where a dismissal has gone wrong and

ended up being successfully challenged in court.

One of my clients said that they need to dismiss Steve (name changed) because he is making too many

mistakes, he is too slow and the team finds him unreliable. Sounds like a clear case of poor

performance.


15

Dismissals have a severe impact on the individual and need to be treated with the necessary respect and

diligence. The Employment Relations Act requires employers and employees to act fair and reasonable.

Applying this key principle with good common sense can help us through an employment relations issue. In

particular when we try to assess what would be fair and reasonable from an employee’s perspective as

well.

Firstly, the key principle of fairness requires that the employers’ action is based on facts. Expectations

should be communicated regularly and documented. Questions like the ones I asked my client can be

useful to isolate facts from assumptions.

Secondly, the principle of fairness requires that as soon as concerns about performance arise the

employee has a right to know. This includes a disclosure of any information that has led to those concerns.

The employee has then to be given the opportunity to respond and both parties explore and agree on

actions that may help to raise the performance. Actions for the employer could be the provision of additional

training, more supervision, or regular feedback.

Thirdly, if no change was achieved after allowing the employee a reasonable time to improve, a written

warning for non-performance may need to be issued. The written warning should include that dismissal

may be a consequence if poor performance continues.

• How many mistakes do you tolerate and how much is Steve off the

mark?

• What are examples of mistakes he makes and has Steve been

made aware of them?

• What output do you expect, how do you measure that?

• How is Steve performing against those measures?

• When and how has was Steve made aware of those expectations?

• What is the average performance of those who are doing the same

job as Steve?

• How did you receive feedback from the team about Steve being

unreliable, what makes him unreliable?

• When did you first have concerns? Did he perform well before this

point in time?

• What may have trigged a drop in his performance?

• Did you raise your concerns with Steve and when? What was his

response on possible reasons?

• What kind of support did you offer to raise Steve’s performance?

• Have you issued Steve a written warning for non-performance,

when?

We need to find out the specifics behind those statements, so I asked my client the following questions

to understand what has formed this view and what has been done so far to remedy the situation:

The fundamental principle of fairness requires a ‘no surprises’ environment

which can be created by being upfront, consistent and open minded. When

these principles have been applied well and the performance still does not

improve, terminating the employment after applying the correct processes

becomes a justifiable and defendable action, not only under current laws but

also from an ethical perspective of a responsible employer.


16

Stefan facilitated an independent review of

the culture of our organisation with an

opportunity for staff to feedback, what in

their view, constituted an “ideal” work

environment. Stefan then worked

alongside staff to scope up a set of values

that would underpin the way that we

conducted our business; how we treat our

clients and how the organisation treat our

staff. The values were endorsed by the

Board and are now enshrined in our

Strategic Plan.

I wanted to say thank you Stefan for the two

Leadership workshops you ran in Auckland .

I personally found it one of the most useful

courses I have done professionally in a long

time. The facilitation was great and I think

your approach and peaceful nature really

helped me to absorb what you were

presenting. I've been more inspired than

usual to apply the practices and it is still

coming up in conversation both in and out of

work. I am truly very grateful.

The coaching sessions really helped me to identify the

options I have to achieve my goals. In the beginning of the

session I struggled sometimes to pin point what I want to

talk about but soon after a few questions we had a great

flow that enabled me to come up with new solutions. Good

to be challenged and encouraged at the same time to

remove self-imposed barriers. Thank you Stefan, I always

felt relaxed and safe to open up in our sessions and I

achieved more than I thought I would.


17

Building inclusive workplaces and enjoying the

benefits that are originating from the diversity of

people is part of a natural evolution of organisations.

Workplaces are forced to respond to a global

economy and a global workforce as well as to

changes in our societies and peoples’ expectations

on workplaces. According to the Deloitte Global

inclusive growth survey of 350 executives (Jan

2018)

“The survey results further solidify what many

believe to be true: today’s business leaders want to

understand the societal forces shaping our world

and impact them in a positive, meaningful way that

contributes to the advancement of the societies in

which they live and work.”

Inclusive societies and workplaces outperform

others. We have already diversity within our people

and clients, however, we have not learnt to

consciously and deliberately uncover all untapped

potential of those people and relationships. This is

where the Institute for Diversity can help.

Building productive teams and

inclusive organisations!

www.diversityinstitute.co.nz

[email protected]

+64 27 681 4703


stefan doll - diversity institute - nz | productive teams · environment. tools like the resolving...

Documents