Then, they can take actions - including using the “mantra” technique - to ensure their behavior has the intended impact. To develop behaviors that are truly inclusive, leaders must start by understanding the psychological mechanisms that are holding them back. He wondered how to address the gap between his intentions and his results. Not only were men in his organization promoted faster than women and people of color, but they reported feeling a greater sense of belonging at work than their underrepresented counterparts. Rob aspired to be an ally of people from underrepresented groups, yet his performance hadn’t been matching his intentions. In teaching hundreds of executives and students about leading diverse teams, we’ve found that, although most leaders believe they’re acting inclusively, they’re often inadvertently doing the opposite.Ĭonsider Rob,* a vice president at a large, high-growth tech company. Yet one of the greatest challenges facing leaders today is creating a culture of inclusiveness, where all members are treated equitably and feel equally valued. Cohesive teams are critical for organizational success, innovation, and fostering a sense of belonging.
0 Comments
Leave a Reply. |