Building Successful Teams through Diversity & Inclusion |The Key to Future Success

SMI Inclusive Leadership | Team

SMI Inclusive Leadership | Initiative mission

To create awareness of how actively embracing diversity and inclusive leadership has the power to transform organizations and accelerate the achievement of strategic and tactical business imperatives. To serve as advocates promoting the benefits of an inclusive culture that embraces and empowers diverse teams.

Building a Business Case for Diversity and Inclusion |

Appeal to both the logical/analytic and the emotional sides of your audience.

Address “why they should care”, “what they should care about” and “what they should do”.

Make the presentation relevant to your organization – include how improving diversity and inclusion will contribute to achieving the organization’s goals.

Keep it simple –don’t overwhelm your audience with facts.

Go beyond getting senior leadership support and engage all levels of the organization.

Improves Financial Performance |

“On average, companies with the highest percentages of women board directors outperformed those with the least by 53 percent”

“Companies with a higher percentage of women in executive positions have a 34% higher total return to shareholders than those that do not”

“Companies in the top quartile for racial and ethnic diversity are 35% more likely to have financial returns above their respective national industry medians”

Diverse companies had 2.3 times higher cash flow per employee over a three-year period than non-diverse companies did”

53% 34% 35% 2.3x

CatalystSee the Report

CatalystSee the Report

McKinseySee the Report

Bersin by DeloitteRead the Article

Empowers Innovation |

When we have to work with people who are not like ourselves, we tend to prepare more thoroughly and work harder to marshal our arguments, and we do better work as a resultAccording to American Scientific

What percent of the American population has at least one disability?

In what year is it estimated the US will no longer have a single demographic majority?

What percentage of workers claim to experience discrimination?

What Do You Think? |

How many generations currently work side by side in the workplace?

Who earns the most college degrees – men or women?

Do inclusive organizations have a demonstrated higher level of employee engagement?

Defining Diversity | The full spectrum of human differences and similarities, including immutable and mutable characteristics yielding unique perspectives.

SPIRITUAL BELIEFS

CLASS GENDER

PHYSICAL ABILITIES &

CHARACTERISTICS

WORK

EXPERIENCE

COMMIUNICATIONS

STYLE

POLITICAL

BELIEFS

EDUCATION

GEOGRAPIC

LOCATION

ORGANISATION ROLE

& LEVEL

MILITARY

EXPERIENCE

WORK

STYLE

FIRST

LANGUAGE

FAMILY

STAUS

AGE ETHNICITY

RACE INCOME

SEXUALITY

Defining Inclusion |

Inclusion is the process of valuing all individuals and leveraging their diverse talent, not in spite of their differences, but because of them.

Inclusion requires a conscious effort to involve all human resources in the fabric and mission of the organizations as a critical value add

Difference Between Diversity and Inclusion |

Diversity Inclusion

4 Barriers to Inclusive Leadership

Unconscious biasesSocial stereotypes about certain groups of people, that individuals form, outside their own conscious awareness

Rapid changeHappening in every organization, especially in healthcare – leaders need to change too!

Cultural norms“That’s the way we’ve always done it” isn’t going to work anymore, the workforce is becoming too diverse

GroupThinkWhen pressure to agree outweighs the need to think creatively and critically about an issue, decision or situation

1 | 2 | 3 | 4 |

Women at Different Levels in Supply Chain Organizations |

Industrial Value Chain

2925

19

11

ConsumerValue Chain

3731

2824

Other/ Services

36

272934

Healthcare Value Chain

3733

28

18

Aver

age

% o

f wom

en in

rol

es

Total Supply Chain Organization First-Line Managers Total n=125 Healthcare value chain n=15; Consumer vlaue chain n=62;

!ndustrial value chain n=34; Other/ services n=14.Senior Managers and Directors Senior Directors adn Vice PresidentsSource: Garnter, April 2016

How do we get there? | Design Your Systems / Align Leadership Mindset with Supporting Business Processes

Leadership Mindset

• Recognize your bias; Harvard Bias Impact Analysis Test• Challenge assumptions; reduce “confirmation bias”• Open mind to new, untested notions; consider alternative• Power and accountability must flow down; “flip the pyramid”• Sharing power does not= abdicating responsibility

Business Processes

• Design processes to yield more than one solution• Use interdisciplinary teams; encourage divergent thought • De-construct silos; employ matrix management• Don’t fear creative tension; all constructive conflict • Align personnel rewards systems accordingly

Millennial Women | What Executives Need to Know

INSPIRE ME

I want purpose from my workplace from which I derive a sense of meaning.

UNLEASH ME

I want to lead initiatives, have my voice heard, experiemnet, and use my entrepreneurial flair.

KNOW ME

Invest the time to understrand me as a person. including my passions, interests, desires, and needs both in and out of work.

CHALLENGE ME

I need to grow and continue my learning through new challenges and see mulitple paths to advancement.

CONNECT ME

I want to interact, collaborate, and build relationships with a dynamic network of peers, leaders, mentors, coaches, and sponsors.

NeuroLeadership Institute

6 Signature Traits of an Inclusive Leader |

Deloitte, The six signature traits of inclusive leadership Thriving in a diverse new world

Cognizance

Because bias is a leader’s Achilles heel

Curiosity

Because different ideas and experiences enable growth

Cultural Intelligence

Because not everyone sees the world through the same cultural frame

Collaboration

Because a diverse-thinking team is greater than the sum of its parts

Commitment

Because staying the course is hard

Courage

Because talking about imperfections involves personal risk-taking

Different minds inspire call to action | Inclusive Actions

Source: 3M

What it means…

Understand and appreciate the unique perspectives of others.

Connect

What you can do…

Start with yourself to identify your own unique strengths.

Reflect Take what you love to do and apply it to a new challenge.

Reach out to a colleague with diverse perspectives and share ideas about new topics.

Imagine what we can accomplish together.

Wonder Work with a new team, answer questions in a new way, and place no limits on your expectations for results.

Thomson Reuters Diversity & Inclusion Scorecard | Example

Diversity and Inclusion | Conversation Starters

Have employees share where they grew up and what was unique about that geographical location.

Promote Inclusion | Exercise 3

When strong cultures become rigid they can shut out diversity, especially diversity of thought and perspective. Famous examples include:

• Intelligence Community 9-11 attack • Scientific Community Columbia Space Shuttle Accident • Financial Community Lehman Brothers Bankruptcy Have each team member write down 3 things their current organization could do to reduce the risk of becoming too rigid.Share each idea with the group and determine which ones could be implemented.