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Inclusion Confusion
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Recruiting & HR
On the surface, workplace inclusion might appear basic, but by peeking just below the surface, you’ll find that inclusion is a complicated, robust, and even confusing concept. This webinar uncovers the habit model that can be adopted organization-wide, empowering any employee to drive inclusion. From understanding your role in inclusion, to how your peers play a crucial role, you’ll come out with a better understanding why inclusion is important in today’s business.
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Inclusion Confusion
- INCLUSION CONFUSION May 26, 2020
- Today’s Speakers Reetu Sandhu Senior Manager, Research, Limeade Institute Justin Lehmann Inclusive Leadership Strategy, Director, Greatheart Consulting Venus Rekow Chief Behavioral Strategist, NeuralShifts 2
- Agenda 1. Inclusion confusion – what it is? 2. Driving inclusion – knowing your individual role 3. Inclusion needs everyone 4. Q&A 3
- POLL: How comfortable are you with the topic of inclusion? • Not at all and/or don’t see the point • A little bit, mainly uncomfortable • Learning a bit, room to grow • Getting it right most of the time • A pro – why am I here?
- Neural Shifts 2020 © All Rights Reserved.| www.neuralshifts.com |info@neuralshifts.com A sense of uniqueness + belonging (Theory of Optimal Distinctiveness; Brewer, 1991) What is Inclusion? 5
- How does it relate to diversity? A sense of connection, acceptance, and equal influence that is always in the process of being actively achieved A mixture of perspectives, identities, and points of view 6
- Inclusion is a sense of belonging, connection and community at work. Inclusive organizations help people feel welcomed, known, valued -- and encouraged to bring their whole, unique selves to work. 7
- Employees who feel included have 19% greater well-being in their lives. Well-being Reach Employees who feel that they receive adequate information within their organizations are 4X more likely to feel included. Engagement Employees who feel included are 28% more engaged at work. Turnover Employees who feel included intended to stay at their organization 3X longer. Experience Employees who feel included are 51% more likely to recommend their organization as a great place to work. Limeade Institute, 2019 Good for people, good for business 8
- Driving Inclusion
- Peers on immediate teams are THE GREATEST CONTRIBUTING FACTOR TO INCLUSION, followed by organizational leaders, department managers, and peers on other teams. Limeade Institute, 2019 10
- Knowing your role
- It’s about power…
- Power: Control + access to resources • Strengths • Education • Expertise • Information • Budget • Decision-making • Title/status • Allies, supporters • Team/Division Source: © 2010 Jeffrey Pfeffer #Inclusion the Act of Sharing Power
- POLL: In a team of five, 2 people typically take what % of speaking time? • 10% • 30% • 50% • 70% • 90%
- Did you know… 5 2 70% 6 2 70% 8 3 67% Team Dynamics In a team of 5, only 2 people get to speak 70% of the time. Speaking up is exerting power. Who would you empower? 15
- 16
- Inclusion needs everyone
- The Study on (White) Men Leading through D&I 18
- Demographics of the Study 19
- Key Findings of the Study 20
- What Men (and historically advantaged) Can Do • Don’t expect others to teach you; approach your learning with humility and curiosity • Don’t react, but reflect on what colleagues offer you • Take time to align on the intent and impact on your actions to people who differ from you • Engage your peers to join you in learning and sharing together • Learn about your own identity and what that means historically • Put yourself in positions where you are not a part of the ‘majority’ 21
- The 5 Stages of Transformation “Why does this matter?” “Will you tell me a little more?” “How can I do this?” “How do we do this together?” “Where can I share my power and use my influence?” 22
- Key Takeaways • Inclusion is a sense of uniqueness & belonging • Inclusion is good for people, and good for business • Everyone plays a role in driving inclusion • In order to include others, we must understand power dynamics, including implicit power • This is a journey — understand your own stage and start from there! 23
- Thank you! May 26, 2020
Editor's Notes
- HR.com will introduce
- Team 3-Up
- Reetu
- Reetu
- Reetu
- Most people think about inclusion as inviting others to the table- but at the table they proceed to set the rules for who gets to eat first or last. Unfortunately, most people don’t know that the way they manage their power influences others feelings of inclusion. I know that to feel fully included my ideas must influence decision-making processes and I must be allowed to fully participate in our social system.
- Presenter: Have the slide showing while you begin the session. Team Dynamics In a team of 5, 2 people speak 70% of the time. In a team of 8, 3 people speak 67% of the time.
- Applying to current situation Poll
- Transition: Power that you might be born with
- Why do a study on (White) men, though application can be made to men in general, leading through D&I? Globally, (White) men hold 32 million leadership positions and more than 40% of the leadership jobs in most companies. That % dramatically increases as you advance in leadership level Traditional diversity measures have rightly sought to grow positions and power for under represented minorities (URMs), but men have developed the perception that D&I does not include them With the current make up of companies, increasing the engagement of (white) male executives will help global D&I
- Point 1 There are safety concerns Male leader tend to keep their heads down due to all the changes that are occurring to them Many colleagues worry that including men in D&I efforts will just increase the power they already have Definitions are important There is social narrative around talking about whiteness and maleness that are difficult to define and navigate Being able to increase awareness to (white) men and the results of behavior change are key Point 2 (White) men rate themselves more effective on D&I than their diverse colleagues There is room for improvement, even if that improvement varies For all leaders, there is an increased need to take personal responsibility for your own learning Point 3 E-Gap Measures the percentage difference between the response from white men and all others. For example, when it comes to promoting diverse talent, white male leaders rated other white male leaders as ‘not effective’ or ‘moderately’ effecting 28% of the time compared to 57% from all others The larger the gap exists, the more likely you are to cause rifts in future engagement from everyone in the company Point 4 Invest in Respect 80% of all respondents offered a positive effectiveness rating on the ability of white male leaders to show respect for diverse co-workers. This skill at “honoring and esteeming the character and contribution of others” powerfully serves white men, as they learn to lead more effectively among diverse colleagues and customers Commit to Candor In contrast, when asked: When it comes to saying just what needs to be said (candor) among diverse co-workers, white male leaders in your company generally are … only 35% of white male respondents answered ‘Quite effective’ or ‘Extremely effective’. Throughout this Study, some white men have sought to avoid straight talk with deflective comments around the inherent bias of focusing on white men, or the irrelevancy of gender and race (particularly from people in the Millennial generation), or arguments about equivalency (“you could never ask these questions about black women”). We need to recognize such deflections, and respond to such viewpoints through honest, straightforward dialogue. Point 5 Conflict will happen
- Underscore we walk in today with different experiences and points of view – our own learning, and one another’s learning. Early in the adventure? That’s good, keep going, you have help. Further along – you can help others, and where are you in Interest & Necessity. Talk through and provide examples – each one of us is located in a variety of stages, depending on the culture, context, identity point Later in this session we are going to ask you to identify a way you can lead more inclusively, and use this growth model to help you apply your learning from today. So be thinking about where you are in your learning on specific aspects of inclusion. {Consider integrating specific examples to each stage. This could be centered on a particular identity point such as gender, race, ability, or could be for inclusion in general. If you decide to use a particular identity point in your examples be sure to name that, and give people the ‘freedom’ to expand beyond your example. See below for how this might look for RSL} [Say] For each stage of transformation, we’ve included a question that helps to give a picture of how people in this stage may approach an issue / experience / or problem around Diversity Equity and Inclusion. Pre-Awareness is the stage where we ask “why does this matter?” Interest and Necessity has us asking “Will you tell me a little more?” Careful Practice is where we are discovering “How can I do this?” At the Activated stage we ask “How do we do this together?” Those in Influencing ask “Where can I share my power and influence?” Chuck: My story why I am in Activated and Influencing on Gender and Race, and in Careful Practice on Pronouns [Click] Example within context of Race: Pre-Awareness is the stage where we ask “why does this matter?” This may be because the racial issues doesn’t affect us personally and we can’t reconcile how our experience could be SO different than another persons and/ or we don’t know how significant racial issues are for people who are experiencing them. **I’d like to point out that the examples I am giving here are specific for race. However, this framework and the associated thoughts and questions expand across any number of identity points including thinking around gender, gender identity, sexuality, ability, etc. As we speak more directly around race today, you may want to also think about how these same questions, behaviors, and learnings can help you in a variety of interactions. Interest and Necessity has us asking “Will you tell me a little more?” At this stage we’ve stumbled across or been exposed to something that we see is important, we’re not quite sure how we feel about it and we want to explore it more. Careful Practice is where we are discovering “How can I do this?” We realize the significance of race in our society and we want to be part of the solution, we are not quite sure how to go about and not very confident in our abilities, yet we are actively trying out new approaches to how we engage with others from different racial backgrounds. We often say that this stage includes a mix of awkwardness and confidence as we humbly learn to engage inclusively within this area. At the Activated stage we ask “How do we do this together?” We have some learning and experience under our belt from Careful Practice, we have built bridges with people outside of our racial demographic and experience. We are seeking ways to deepen our relationships across racial difference and are intentional about solving systemic racism with like minded people. We understand how our personally identity and lens calls us to be an active contributor to this conversation and the actions being taken. Those in Influencing ask “Where can I share my power and influence?” At this stage, you are seen by people both within and outside of your racial and ethnic background as a leader, advocate, and ally. You are at the phase in your inclusive journey where you see the value of having a diverse mix of voices and perspectives invovled are actively looking to empower others and amplify their voices. You look for opportunities to change culture directly from the decisions you make and initiatives you get behind.
- Notes here: Thanks for the opportunity to meet with you today. Introduce yourself. Introduce attendees, remote / phone first.
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