If 'inclusive diversity' really is as financially promising as various studies assert, the question is how to get there.
The answer is: without your autopilot. With 'better thinking.'
The challenges are not small. They require the CEO as the driver, with the board's backing. "Executives can no longer abdicate diversity strategies to the CHRO or chief diversity officer" (Deloitte) – the entire leadership needs to support and live such inclusive practices on all levels. Any section can be challenged because it as a matter of a new kind of decision-making.
'Inclusive talent management' is one extremely important area but it is not the only one.
Even this area addresses practices of recruiting, hiring, developing, promoting, payment, and leading; a wide array of responsibilities – and all leaders and influencers.
At the same time this will put a spotlight on how performance is seen in an organization, or which are considered the leadership skills and qualities in this new digital and mobile age.
'Better thinking,' better decision-making, less of letting yourself be lead by intuitive tendencies and unconscious biases, sharpening your perception for 'different' kinds of talent, stretching the walls of the box, bulding bridges from an inclusive vision to a sustainably diverse, efficient organization – that way of dealing with the ongoing changes in our societies and with talent is the objective of our interventions. This speaks to those levels of leadership in your organization that are to understand, learn, live and support such a new way of thinking.
Can something like that be achieved through training? Yes – if a workshop or training is not seen as a compulsory exercise but as a starter's flag.
Let us show you where your autopilot would take you – and how far you can get if you switch it of and start with 'better thinking.'
Cornelius Görres
3 Explanations ... │ Inclusion is it ... │ Better Thinking ...
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