Diversity, Inclusiveness and Leadership

Diversity, Inclusiveness and Leadership Dr. Elijah EzenduFIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

Diversity focus on acceptance and respect ofdifferences in race, gender, language,nationality, age, educational background,professional inclination, religious belief, politicalbelief, sports volition and other philosophies aswell as physical conditions.

Diversity can be identified within the context ofthe following:•Social Diversity•Information Diversity•Value Diversity•Physical Ability Diversity

Notable Areas of Differences• Age• Race• Gender• Communication Flair• Learning Flair• Thinking Flair• Financial Background• Educational Background• Professional Affiliation• Ethnicity• Physical Ability• Work Experience• Job Function• Management Status• Work Location• Marital Status• Family Status• Religious Beliefs• Political Beliefs• Languages

Homogeneity Versus DiversityHomogeneity focus on ensuring definedsimilarities among workers in an organisation,while diversity promotes recognition andunderstanding of differences among workers inorder to support mutual coexistence, which is aperformance driver.

Exploratory EngagementWhat is inclusiveness and how does it promotesocial cohesiveness in your organisation?

Inclusiveness provides equitable conditions andschemes for appropriate course of actiontowards achievement of diversity goals.If diversity is a corporate imperative,inclusiveness turns out to be indisputablenecessity.

How to Achieve Inclusiveness• Policy• Aligned Practices• Training• Advocacy• Required Competence• Rewarded Behaviour• Shared Value• Networking• Continuous Review & Improvement

From Diversity to High Performing Organisation

Why Diversity?Key pointer anchors in promoting identificationof differences in people and understanding basisof the resulting uniqueness as listed below:•Freedom•Choice of Inclination•Exclusive Right•Ethical Coexistence•Inherent Peculiarities•Legal Compliance

Diversity and LeadershipEffective leadership must identify theimportance of creating appropriateenvironment for unencumbered followershipthrough practice and advocacy of inclusivenessas well as elimination of bias which can causedisconnect between workers.

Perspectives in Practice of Diversity• Legal Compliance• Reaction to Stakeholder Demands• Dogmatic Stereotype Devoid of Understanding• Scalar Policy• Ethical Culture• Leadership Thrust• Fused Ethical Culture and Leadership Thrust

Exploratory EngagementList some of the action points of leadership inpromoting diversity and inclusiveness.………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………………

“Culture refers to many characteristics of agroup of people, including attitudes, behaviours,customs and values that are transmitted fromone generation to the next.” - Matsumoto, Culture and Psychology

Issues in Cross Cultural Values• Individualism• Collectivism• Power Distance

Promotion of feasible and equitable crosscultural values facilitates development ofeffective cross cultural identity which cutsacross individual identity, social identity andglobal identity of an organisation.

Features of Multicultural Organisation • A culture that fosters and values cultural differences • Pluralism as an acculturation process • Full structural integration • Full integration of the informal networks • An absence of institutionalized cultural bias in human resource management systems and practices • A minimum of intergroup conflict due to the proactive management of diversity Source: Cox, The Multicultural Organisation

Leadership of cross cultural teams requiresunderstanding of cultural differences as onemoves from one place to another.The success of building and harnessing thecompetitive advantage of cross cultural teamsdepends on how well an organisation integratessensitivities of local cultures into its culturalframework.

Features of Leadership Thrust for Diversity • Symbolism • Exemplary Action • Organisation-Wide Integration • Holistic Acceptation • Connected Practices • Leadership Advocacy

Poorly Managed Diversity

Effects of Poorly Managed Diversity• Weakens Cohesiveness• Lessens Functionality• Reduces Inter-Worker Effectiveness• Decreases Performance• More Interpersonal Conflicts• Higher Staff Turnover• Greater Communication Breakdown

Well-Managed Diversity

Effects of Well-Managed Diversity• Enhances Collaboration• Improves Creativity• Facilitates Innovation• Facilitates Cost-Effective Employee Relations• Promotes Employee Retention• Enhances Sustainable Development• Promotes Expertise Sharing• Promotes Flexibility• Reduces In-fighting & Disputes• Promotes Socially Balanced Workforce• Builds Critical Mass for Global Focussed Culture• Boosts Performance

Factors that Promote Implementation of Diversity Initiatives• Identification of Reason for Diversity Initiative• Alignment of Diversity Initiative with Corporate Objectives, Strategies and Operating Culture• Establishment of Cross-Functional Committee for Diversity Initiative• Establishment of Sub-Committees that cut across every organisational level.• Development of Workable Strategic Plan for Implementation of Diversity Initiative• Promotion of Shared Value and Understanding• Top Management Buy-in• Organisation-Wide Training• Appropriate Change Management System• Executing Diversity Initiatives as Set of Projects with The Right Project Management Framework

Recognition of Diversity and Practice ofInclusiveness provides for development ofinterpersonal bonds with enhanced connectivityfor working together, thereby creating highperforming teams within an organisation.

A collection of high performing teams give riseto collaborative synergies across functions andprocesses, thus bringing about a CompetitiveAdvantage in Workplace and Talent Harmony.

Connectedness, Convergence and CorporateTeam Accord facilitates attainment of HighOrganisational Agility for exceptionalperformance.

Connectedness, Convergence and CorporateTeam Accord develops and strengthens bothsynchronous and asynchronous structuralreinforcement across the social bond joining topmanagement and the remaining workforce of anorganisation.For that reason, Effective Inclusiveness gives riseto Connected Leadership

Dr Elijah Ezendu is award-winning business expert and certified management consultantwith expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, BusinessDevelopment, Sales & Marketing, Business Turnaround & Interim Management, Leadership,ADR, Project & Programmes Management, Cost Management, Outsourcing, Franchising,Internal Control, Intellectual Capital, Online Business, Social Media, Software Architecture,Cloud Computing, eLearning, Business & Tech Integration, Social Impact Analysis, andInternational Business. He holds proprietary rights of schematic methods in HR, Strategy,Competitive Intelligence, Business Model, Business Development, Negotiation, CSR, SocialHR, and Social Media. He is currently Chief Executive Officer, Rubiini, UAE. He functioned asSenior Partner, Shevach Consulting, Nigeria; Lead Assessor and Member of GoverningCouncil, Institute of Management Consultants, Nigeria; Lead Resource, Center forCompetitive Intelligence Development; Lead Consultant, JK Michaels; Technical Director,Gestalt; Chief Operating Officer, Rohan Group; Director, Fortuna, Gambia; Director ofProgrammes, Institute of Business Development, Nigeria; Member of TDD Committee,International Association of Software Architects, USA; Member of Strategic Planning andImplementation Committee, Chartered Institute of Personnel Management of Nigeria;Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke AkintolaUniversity of Technology, Nigeria. He holds Doctoral Degree in Management, Master ofBusiness Administration and stands as Fellow of several professional institutes in NorthAmerica, UK & Nigeria. He is an author and world-class speaker who has featured in manyworkshops & conferences. His ancillary services included council member of professionalinstitutes, editor-in-chief of journals, and Board Member of some Foundations. He serves asAdjunct Faculty of Business Schools in addition to Director of Firms.

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Diversity, Inclusiveness and Leadership

by Elijah Ezendu on Jul 29, 2012

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