A presentation describing the value proposition for inclusive leadership and a description of the approach that leaders can take to managing diversity for performance improvement.

1. The Value Proposition for Inclusive Leadership

3. Do differences really impact Performance and Growth? Let’s think about Capability and Opportunity

6. Differences can Create or Constrain our Capabilities Depending on whether we are Using Differences to Enhance Performance Allowing Differences to Limit Performance B O U N D A R Y What we can do What we can’t do

7. So much for the Concept... How about specific examples?

9. Differences helping Performance Using Differences to Enhance Performance Allowing Differences to Limit Performance Using cultural knowledge to preferentially capture new customer segments Leveraging knowledge of role preferences to improve team performance Using inputs from all levels to create better operational solutions Seeking challenging peer reviews to validate our concepts and perspectives Using global “focus groups” to validate new business concepts and language Supporting differing work arrangements to encourage sustained performance Understanding host community norms, helping effective partnerships Improving decision making by tapping different approaches of team members Maintaining diverse external connections to generate a broad world view What we can do What we can’t do EXAMPLES B O U N D A R Y

10. Inclusive Leaders can move the boundary Using Differences to Enhance Performance Allowing Differences to Limit Performance B O U N D A R Y

11. And the impact they have…... Allowing Differences to Limit Performance Using Differences to Enhance Performance What we can do What we can’t do Is to create greater capability to grow and perform. B O U N D A R Y

16. Define the unit’s Mission * Creative ideas, Different Perspectives, Experimental Techniques 1 and Success Factors To create a new family of materials that complement the products in other ‘growth platforms’. Understanding of existing products Leveraging External Ideas Optimized Team Processes Team Motivation and Commitment Multiple Approaches to delivering a Solution*

17. Relate Success Factors Team Role Preferences External Connections Thinking style Product Knowledge Nationality Job Family Experimental Methods Used Complete List H L H High relevance/impact L H H H M M - - H H L - - L - - L M - L - L M M M - - - L L - H - M Moderate relevance/impact L Low relevance/impact - No relevance/impact 2 To Team Differences Understanding of existing products Leveraging External Ideas Optimized Team Processes Team Motivation and Commitment Multiple Approaches to delivering a Solution*

18. Map out Impact on Performance Positive Neutral Negative Low Relevance to Task High Relevance to Task Impact on Performance 3 and Task Relevance

20. What might this team want the map to look like? Positive Neutral Negative Low Relevance to Task High Relevance to Task Impact on Performance At worst, those differences thought to have low task relevance should have a neutral impact on performance. Those differences thought to have high task relevance should be managed in a way that they have a positive impact on performance. 3 Gender Physical Ability Work Preferences Race Language Age Nationality Job family Education Thinking style Academic Focus Experimental Methods Used Product Knowledge External Connections Past Experience Team Role Preferences

21. But..what might the team see as the real situation? 3 Positive Neutral Negative Low Relevance to Task High Relevance to Task Impact on Performance Thinking style Product Knowledge Age Nationality Job family Team Role Preferences Education Gender Physical Ability Work Preferences Academic Focus Experimental Methods Used Race Language Past Experience External Connections

22. Highlighting opportunities and challenges around Differences Positive Neutral Negative Low Relevance to Task High Relevance to Task Thinking style Team Role Preferences Impact on Performance Age Nationality Job family Age Nationality Job family Thinking style Team Role Preferences Product Knowledge Product Knowledge 4 Three low-relevance differences among the team are negatively impacting performance - they are currently creating barriers to team member contribution. Three higher relevance differences are not having the expected positive impact - they are currently limiting the units capability to deliver on it’s Mission.

24. Inclusive Leaders can move the boundary Using Differences to Enhance Performance Allowing Differences to Limit Performance B O U N D A R Y And create greater capability to grow and perform. Final