Beyond Awareness: A Recap
of 2007 and a Look into the
Future
Bruce Stewart
Managing Colleague
i-GlobalNetwork
Agenda
•
Review Last Years Presentation Highlights
– Creating a Culture of Diversity Competence
– Director’s Measures
– Executive Leadership
– Global Inclusion Through Global Intelligence
– Organizational Inclusion
– Strategic Integration
– Generations
– Needs Assessments
– Succession Planning
•
Diversity 2.0 : The New Framework
•
Connected Leadership: Learning the Most Important Diversity Skill; How to
Overcome Self-Deception
•
Summary
2008 National Guard
Diversity Conference
Understanding the 3 Aspects Diversity
Ethical
Diversity
Practical
Diversity
Functional
Diversity
Diversity Navigator
The Mindset
The Goal:
To create a culture of diversity
competence
Build Relationships
(Special Emphasis Groups
Mentoring)
Combat Bias
(Diversity Training
Diversity Evaluation)
Leadership
The Network
Establish Responsibility
The Structure
(Task Forces and Strong Diversity Manager)
In Sum…
• For diversity to thrive you must first create the culture
• The Diversity Triangle will help you restart a diversity
initiative gone stale
• There are 6 leadership and 10 cultural
principle/competencies that are essential to develop
• Never give up hope…
7
Using the Director’s Measurement Tools
2008 National Guard Diversity Conference
The Diversity Scorecard by Dr. Ed Hubbard
Fiduciary Impact
Diverse Customer / Community Partnership
To achieve our
vision, how
should we
appear to our
diverse
customers and
the
community?
Objectives
Measure
s
Targets
To succeed
financially,
how should we
appear to our
stakeholders,
tax payers,
etc?”
Initiative
s
To meet
customer
Measure
s
Targets
Initiative
s
needs, what
should our
workforce
reflect?
Vision
and
Strategy
To motivate
our workforce,
how will we
sustain a
productive
work climate?
What internal
processes are
needed?
Objectives
Measure
s
Targets
Initiative
s
Targets
Objectives
Measure
s
Targets
Initiative
s
Learning and Growth
Diversity Leadership Commitment
To achieve
our vision,
how will we
sustain
leadership
accountability?
Measure
s
Workplace Climate / Culture / Internal Process
Workforce Profile
Objectives
Objectives
Initiative
s
To achieve our
vision, how
will we sustain
our ability to
change and
improve?
Objectives
Measure
s
Targets
Initiative
s
Preliminary Indicators
•
•
•
•
•
•
•
•
•
Affirmative Action Plan (AAP)
Affirmative Action Report (AAR)
Climate Survey
Ethnic Diversity of Leadership
Overall Wing Diversity Demographic
Special Emphasis Programs
Formal Mentoring Program
Trained Human Resource Advisor/EOA
Number of leadership complete 100min Senior
Leadership Diversity Training
• Feedback program established
5 Step Diversity Business Case
Step1
Convene
Focus
Groups to
identify
critical
areas
Step 2
Step 3
Craft a
Story
Assemble
relevant
data
Step 4
Step 5
Communicate
scorecard
11
Review
and
evaluate
progress
The National Guard is Always Ready…Always There
“In any organization, once the beliefs and energies
of a critical mass of people are engaged,
conversion to a new idea will spread like an
epidemic…”
Harvard Business Review
Diversity 2008: Beyond Awareness
William Bratton: Former NYC Police Chief
• Appointed police commissioner of New York City in
1994
– Crime was out of control
– Turf wars over funding and jurisdiction
– Promotion bore little relationship to performance
• Two years later
– New York was the safest large city in the nation
William Bratton on the Cover
of Time Magazine
• This was the 5th time for Bratton, despite:
– Limited resources
– Demotivated staff
– Organization wedded to the status quo
– Opposition from powerful vested interests
• Los Angeles was next
Bratton reduced crime in NYC more than any
other city in America from 1995 to 2000. This
includes all major crimes to include murder,
robbery, assaults, and rapes.
How does Chief Bratton do it?
• Confront managers with the need to change
– Put them face-to-face with operational problems
• Manage around limited resources
– Concentrate resources on areas most in need of
change and with the biggest possible payoffs
• Narrow the motivation problem
– Motivate key influencers & make their success
visible
• Close off resistance from powerful opponents
Tipping Point Leadership’
By W. Chan Kim, Renee A.
Mauborgne, Harvard
14
How to cross the Chasm: The 4 Hurdles of
Tipping Point Leadership
Crossing the Chasm
16
Break through the cognitive hurdle
“To make a compelling case for change, don’t
just point at the numbers and demand better
ones. Your abstract message won’t stick.
Instead, make key managers experience your
organization’s problems.”
Tipping Point Leadership’
By W. Chan Kim, Renee A.
Mauborgne, Harvard
17
Summary
• Create a compelling vision/narrative/story
• You can make significant changes in a short time
with limited resources, time, and staggering
complexity
• Understand the 4 Hurdles and plan accordingly
• Engage all ranks
• Walk the talk
• Have the courage and conviction to change
If I would have asked people what they wanted,
they would have said faster horses…
Henry Ford
Global Diversity and Inclusion Practices
Global Diversity and Inclusion
Practices Local and Abroad
2008 National Guard Diversity Conference
WASHINGTON (CNN) -- After more than
three years of combat and nearly 2,400
U.S. military deaths in Iraq, nearly twothirds of Americans aged 18 to 24 still
cannot find Iraq on a map, a study
released Tuesday showed…
Global Intelligence
20
Global Intelligence Defined
A globally intelligent person is someone
who is aware of the world around him
and who knows how to interact with
people from other cultures. A globally
intelligent person understands the
interconnectedness of today’s world and
the importance of responsible decision
making.
Paige, Cohen, Kappler, Chi, & Lassegard, 2002
21
Global Intelligence Knowledge, Skills, and Attitudes (KSAs)
Be Sensitive to
Context and non
Dogmatic
Inspire and
Build Trust
Think from
Multiple
Perspectives
Appreciate
Difference and
Similarity
Global
Intelligence
KSAs
Be flexible and
open minded
Be Humble
and Respectful
Know the Global
Clusters of the
World (Geography)
Understand World
History and Keep up
on Current Events
G.L.O.B.E 10 Regional Clusters
23
10 things to do to Achieve Global Intelligence
1. Improve your emotional, social, and cultural intelligences
2. Understand world history (Read or go to the PBS
website for Guns, Germs, and Steel)
3. Mentally work on Appreciating Diversity (If you like
country by a rap cd. Learn to listen to the story that is
being told. If you like rap, by Randy Travis…)
4. Read the “History of God” by Karen Armstrong (Go to
beliefnet.org to read on all religions. Take the religious
survey. Where do you fall?)
24
10 Things Con’t
5. Read the Project G.L.O.B.E. book on culture to better
Understand the 10 clusters.
6. Read the Pentagon’s New Map to understand the new
nature of war.. (Go to the website and read Barnet’s
7. Watch the BBC news for one month
8. Go to speakout.com or public agenda.com and read up
on the debates. See if you can respect the side you
disagree with.
9. Learn a new language
10. Take a class in geography
25
The Power of Inclusion
The National Guard is Always Ready…Always There
Diversity 2007: Beyond Awareness
The Organizational Inclusion Diamond
Diversity
Management
Unrealized
Potential
Openness to
Multiple
Perspectives
Opportunity for
Participation
and Influence
Levels of
Engagement
Elements of Diversity Management
A fragile, unstable, lowperformance system
+1
A hierarchical segregated
organization
Lose
A Zero-Sum
Game
-1
Elements of Diversity Management
A stable, robust, highperformance system
Win
Win
Win
Win
Win
Win
Win
An interactive networked
organization
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Win
Creating and managing access to
ensure diversity is represented at all
levels of the organization
A Positive-Sum
Game
The Organizational Inclusion Diamond
Diversity
Management
Unrealized
Potential
Openness to
Multiple
Perspectives
Opportunity for
Participation
and Influence
Levels of
Engagement
Inclusion Potential Limited by Diversity in Workforce
Diversity
Management
Unrealized
Potential
Organizational
Culture
Open culture , participatory
work systems, and high
engagement, but inclusion
potential limited by little
heterogeneity in workforce
Opportunity for
Participation
and Influence
Level of
Engagement
Increasing Unrealized Potential
Most effort
typically
applied here…
Diversity
Management
Unrealized
Potential
Not, here
or here…
or here
Opportunity for
Participation
and Influence
Organizational
Culture
Levels of
Engagement
Steps to Power Inclusion
Step 1
Step2
Step 3
• Conduct Inclusion Survey
• Diversity, Culture, Work Processes, Engagement
• Identify essential tasks to perform within each
inclusion element
• Create a set of measures to track progress
33
Strategic Integration: Cases For Diversity
2008 National Guard Diversity Conference
Organizational Diversity Change
Five things required for
successful Diversity
Implementation
• Burning Platform (Sense
of Urgency)
• Vision
• Leadership
• Political Will to make it
happen (Influence &
Persuasion)
• Strategic Plan
Influence Strategies
With
Superiors
• How are your ideas helping them?
• Listen
• Be loyal
Peers
• Look for common goals (alignment)
• Form informal problem solving groups
• Deal with problem peers
Subordinates
• Get trust
• Give credit, praise, feedback & training
• Clarify your responsibility and theirs
Persuasion
Six basic tendencies to say “YES”.
•
•
•
•
•
•
reciprocation
consistency
social validation
liking
authority
scarcity
Harvard Business
Review
Create your plan for change
What is your burning
platform?
• Why must we change?
What is my vision for
this change effort?
• What do I want? When do I want it?
What leadership skills
do I need to develop? • What’s my left-hand dribble?
Who are my allies in
this change effort?
What’s my game
plan?
• Who are the power brokers?
• What is unique to my situation?
SUMMARY STEPS IN A NEEDS ANALYSIS:
I.
II.
III.
IV.
Perform a "gap" analysis to identify
relevant KSA’s and personal needs for
diversity related activities
Identify the causes of your performance
problems and/or opportunities
Identify your priorities and importance of
possible activities
Identify possible solutions and growth
opportunities.
Succession Planning for Retention and
Diversity
Right Person, Right
Place,
Right Time
Historical Challenges
1. Technology is continuously changing.
2. The workforce is aging and is not always
representative of communities we serve.
3. Business practices are changing and
external competition is increasing.
4. Looming leadership/management skills
gap exacerbated by recruitment
challenges.
5. Resources will continue to be constrained.
A Succession Planning Model
Communicate Opportunities
Identify Interest
Assess Competency Readiness
Prepare Development Plans
Provide Developmental Opportunities
Formalize Eligibility
Summary
I.
A highly competent workforce is
critical for accomplishment of the
National Guard's mission, vision,
goals, and priorities.
II.
If we are going to be ready for the
challenges that face the nation,
the Guard needs a world class,
leading-edge Diverse workforce.
Generational Challenges and their
Impact on the Force
The Generational Divide (U.S. Population)
Traditionalists
Born 1930-1945 44 million
Korean Vets
Baby Boomers
Born 1946-1964 80 million
Vietnam War Vets/ Senior
Military Leadership
Generation X
Born 1965-1980 46 million
Desert Storm Vets/ Mid-Grade
Leadership
Generation
Y/Millennials
Born 1981-2006 76 million
Global War on Terrorism/Junior
Grade Leaders
The Big Picture
Generation
Slogan
Feelings
Toward
Supervisors
Provide
Traditionalists
Boomers
Gen X
Gen Y
Millenials
“Work the way
its always been
done”
“Thank God
it’s Monday”
“Work to
Live”
“Lets live
while we
work”
Respectful of
Authority
Non
Authoritarian
Stable
Environment
Personal
Challenges
Dislike
Respectful but
Close
rebellious
Supervision
Feedback
Structure
Summarizing…
Traditionalists
Birth
Years
Generation
X
Millennials
1946-1964
1965-1980
1979-2006
Business Quality
Focus
Long hours
Productivity
Contribution
Motivator Security
Money
Time off
Time off
Company Highest
Loyalty
High
Low
Low
Money is
Livelihood
Status
symbol
Means to an Today’s pay
end
off
Family/Community
Success
Time
Value
Before 1945
Baby
Boomers
Individuality
Diversity 2.0:
Cliques, Butterflies, Bathtubs, Brown Eyes and the Radical
Re-Making of the New Us
“Diversity is Stuck”
Rosevelt Thomas
Cultural DNA Model
Connected Leadership
•
The most important virtue of the Connected Leader is
– AUTHENTICITY!
•
The Biggest obstacle is
– Self-Deception!
Leadership and Self-Deception:
The Hidden Key to Improving Results
in Diversity
Session Overview
• Start with an activity that will help us get to know each
other (or know each other in a new way)
• Complete a survey
• See a video and talk about it
• Take a break
• Score and analyze our surveys
• Share some stories about our own situations
• Look back at what we learned to see what we can do
differently with our new knowledge
55
Organizational problems, such as:
•
•
•
•
•
•
•
•
Diversity
Leadership
Motivation
Teamwork
Communication
Accountability
Stress
and so on…
…are not always separate problems, but
symptoms of a deeper problem.
56
Survey
The questions on the survey refer to either
your boss or co-workers.
Each survey question asks you to respond
with a number from 1 to 10.
Record your answer to each question in the
box to the right of the question.
You will have 3-4 minutes to complete the
survey.
57
As you watch the video, think about:
• The problems presented in the video
• The barriers to solving those problems
• How Semmelweis came to the realization of what
was causing the problems
• How the story of Semmelweis could be a metaphor
for what happens in organizations
58
Video Debrief
What prevented the doctors at Vienna General
from seeing the underlying cause of childbed
fever?
Why were they so resistant to seeing the roles
they played in spreading the disease?
What do you think of the idea that we each
contribute to the problems we complain about?
59
Think about the most difficult person
you work with or have worked with in
the past.
• Would they accept that they have a role in the
conflicts they are involved in?
• What prevents that person from seeing the
role he or she plays?
60
Eight Characteristics of
Effective Working Groups
• Enthusiastically focus on results rather than
on doing particular duties or following certain
processes.
• Enthusiastically help others get results.
• Actively learn and teach.
• Focus on solutions to problems, not on the
problem itself or who is to blame.
61
Eight Characteristics of Effective Working Groups
(continued)
• Take correction easily.
• Hold themselves accountable.
• Take responsibility and acknowledge mistakes.
• Inspire trust.
62
Enthusiastically Focus on Results
• Conceptualize all of your work in terms of
achieving the right results, rather than
completing your specific “duties” or following
certain processes.
• Think of the things you need to do. Don’t wait
for someone to tell you what to do.
• In a new situation, do what is right, guided by
your common sense.
63
Actively Learn and Teach
• Seek all the information, training, wisdom and
insight you can to help you achieve your results.
• Conscientiously share information, insights, etc.
with others to help them achieve results.
64
Take Responsibility
• Acknowledge mistakes when you make them.
• Do not shift responsibility to others or make
excuses.
• Learn from mistakes and move on.
65
Calculate Your Score
After you have completed your survey, compile your scores below. Record the sum of your
answers for questions 1-4 in the box next to “a”. Record the sum of your answers for
questions 5-8 in the box next to “b”. Record the sum of your answers for questions 9-12 in the
box next to “c”.
Add together your answers for questions 1-4 and record the score below:
a=
Add together your answers for questions 5-8 and record the score below:
b=
Add together your answers for questions 9-12 and record the score below:
c=
66
We reveal ourselves in the way
we see other people.
67
“Self-deception is the problem of not knowing my
own role in the problem.”
--The Arbinger Institute
68
1. Focus on symptoms individually rather than
on the underlying cause.
69
2. We think that our central challenges are
exclusively caused by something outside of
ourselves.
70
3. Our influence goes far deeper than our
behavior and is based on our ability to be genuine
in our attitudes toward ourselves, our situation and
towards others.
71
4. Only by taking responsibility for our problems
can we solve them.
72
5. Each of us must wash our own hands if we
are to be effective at resolving problems.
73
Think about:
• The problems you encounter on a regular
basis
• The role you might play in contributing to
those problems
• What you think about the idea that we all
contribute to the very problems we complain
about
74
Personal Stories
• What did the other person (or persons) think
the problem was?
• How did the storyteller contribute to the
problem?
• What brought the storyteller to consider his or
her role in the problem?
• How did he or she resolve the situation?
75