2. Page 1 Making the Most of D&I in a Global Context
Global perspective on D&I: Challenge & Opportunities
1 Positioning current D&I practice in anticipation of change
2 Leveraging D&I practice as a catalyst of global business strategy
3 Navigating intersections of D&I practice with global mindset and cultural competence
Session goal:
Identify practical
implications
3. Page 2 Making the Most of D&I in a Global Context
Multiple Entry Points
Global mindset
Diversity and
inclusion
Intercultural
effectiveness/
competence
4. Page 3 Making the Most of D&I in a Global Context
Conceptual clarity
► Global mindset
► A worldview that combines an awareness of, and openness to, the many diverse perspectives from around the
world. This mindset involves finding common patterns across cultures and appreciating differences (i.e., a capacity
to think globally, and act locally).
► The whole company/organization must embody being “global”, which means the company culture (behaviors,
traditions, discussion methods, hiring practices etc.) must change to encourage diversity.
► Diversity and inclusion
► Diversity: Real or perceived differences among people that affect their interactions and relationships. Differences
based on power or dominance relations between groups, including race, ethnicity, sex, religion, age, physical and
mental ability, sexual orientation, work and family status, and weight and appearance, etc. (Bell, 2012)
► Inclusion: the action or state of including or of being included within a group or structure – to be valued, heard,
respected and engaged!
► Clear points: Diversity is a given | Inclusion is a choice!
► Intercultural effectiveness/competence
► Individual: One’s attitude toward diversity, characterized by unique mixtures of similarities and differences
(includes thoughts, feelings, and behavior); person’s capacity for successful adaptation to new/unfamiliar settings
(attributable to cultural context – Early & Ang, 2003)
► Organizational: A set of congruent behaviors, attitudes, policies, procedures, and services that enable leaders to
embrace employee and customer differences and customized management-practices to various needs.
5. Page 4 Making the Most of D&I in a Global Context
► Acquisitions
► Expansions
► Collaborations
► Deceleration of innovation
► Business transformation
► Competition
► Team conflict
► Advertising/marketing campaigns
► Product redesign
► Branding
Common triggers
(Where, when, who, why?)
► Diplomacy
► Global business savvy and mobility
► Having legal, social, cultural and economic
knowledge across different countries
► Challenging employees to see the big
picture
► Seeking out different viewpoints and
experiences
► Comfortable with being uncomfortable
► Healthy collaboration in the face of
uncertainty
► Integrating diverse perspectives
► Working well with people from other parts
of the world
► Having the ability to handle cognitive
complexity
► High intercultural empathy and
interpersonal impact
Characteristics/
dynamics (What?)
► All must agree on the definition,
competencies and behaviors for global
mindset.
► Start with leadership. Explore techniques
for empathy, collaboration, and cultural
intelligence via executive coaching.
► Global Mindset trainings that focus
employees on valuing different
perspectives and ask the powerful
questions.
► Incorporate global mindset competencies
into people systems that drive behavior
(from selection to success planning)
► Determine ways to incorporate global
mindset into the external and internal
recruiting processes. When
hiring/recruiting ask questions that make it
clear that potential applicants have
excellent global qualities.
Sample approaches
(How?)
Global mindset
Desired results/outcomes: Engage all employees by leveraging their inherent strengths and individual talents,
creating the greatest competitive advantage.
6. Page 5 Making the Most of D&I in a Global Context
► Mergers and acquisitions
► New leadership
► International market reach
► Changing demographics
► Governments/laws
► Social justice platforms
► Employee engagement surveys
► Relevant trend data
► Cultural audit
► Employee relations exit interviews
► Customer service survey results
► Policy review
► New or updated organizational values and
behaviors
Dynamics that may be present and
beckons accelerated D&I work:
► Respect (what does it look like?
► Decision making
► Work ethic
► Fun at work
► Communication
► Meetings
► Policies
► Dress code
► Loyalty
► Training
► Feedback
► Other behaviors related to specifics
► Active learning sessions from the C-suite
to the front-line and all employees (Must
be globalized and culturally appropriate)
► Policy alignment with stated workplace
values and behaviors
► Recognition of need for sensitivity training
embedded in action learning.
Key learning path for D&I journey
includes:
► Awareness (readiness)
► Knowledge (content)
► Behavior(al) (change)
► Impact recognition
Diversity and Inclusion
Desired results/outcomes: (1) Relatable to Diversity Inc’s and like publications “key indicators” for D&I success,
and (2) a fully engaged employee population.
Common triggers
(Where, when, who, why?)
Characteristics/
dynamics (What?)
Sample approaches
(How?)
7. Page 6 Making the Most of D&I in a Global Context
Cross-cultural and/or intercultural work:
► Expatriate assignments
► Repatriation
► Cross-cultural teams
► Cross-cultural negotiations
► Diverse consumer markets
► M&As
► Others?
Factor at play during inter-cultural
situations:
► Excitement and/or
► Curiosity
► Increased complexity
► Challenge/stress
► Awareness
► Learning
► Adaptation
► Others?
The work ranges from awareness to
adaptation:
► Cultural general (e.g., CQ 4-Factor Model;
DMIS/IDI; COs: Hofstede/CWQ, etc.)
► Cultural specific (e.g., language. country;
other factors)
► X-Cultural Comparisons
Common triggers
(Where, when, who, why?)
Characteristics/
dynamics (What?)
Sample approaches
(How?)
Intercultural effectiveness
Desired results/outcomes: (1) sample leading indicators (e.g., executive/family adjustment; cultural
judgment/decision making; site-specific 360 feedback) and (2) sample lagging indicators (reduction in pre-mature
termination of assignments; job performance).
8. Page 7 Making the Most of D&I in a Global Context
Thank you
Making the most of D&I in a global context
9. Page 8 Making the Most of D&I in a Global Context
Dyne, L. V., Ang, S., Ng, K.Y., Rockstuhl, T., Tan, M. L., & Koh, C. (2012). Sub-dimensions of the Four Factor Model of Cultural Intelligence:
Expanding the Conceptualization and Measurement of Cultural Intelligence. Social and Personality Psychology Compass, (6), 4, 295-313.
Earley, P. C., & Ang, S. (2003). Cultural intelligence: Individual interactions across cultures. Stanford, CA: Stanford University Press.
Jackson, T. (1991). Measuring management performance: A developmental approach for trainers and consultants. New York, NY: Kogan Page.
Maltbia, T. E. (2011). Cultural Competence in Leadership Coaching: What Coaches Need to Know? Choice, (9), 3, 22-24
Maltbia, T. E., & Power, A. (2009). A leader’s guide to leveraging diversity: strategic learning capabilities for breakthrough performance. Lexington,
MA: Butterworth-Heinemann Business Book, part of a new book series, Frontiers in Learning for Performance.
Schmitz, J. (2006). Cultural Orientations Guide: The Roadmap to Cultural Competence. Princeton, NJ: Princeton Training Press.
Selected references
