This audio-only course, adapted from the book How to Be an Inclusive Leader by diversity and inclusion expert Jennifer Brown, offers a step-by-step guide to …
6 – Notable. A helpful and/or enlightening book that stands out by at least one aspect, e.g. is particularly well structured. 5 – Solid. A helpful and/or enlightening book, in spite of its obvious shortcomings. For instance, it may offer decent advice in some areas while being repetitive or unremarkable in others.
· - This is an audio course. No need to watch, just listen. - You're listening to a good abstract summary of "How To Be an Inclusive Leader," a book by Jennifer Brown.
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About How to Be an Inclusive Leader She guides readers through anti-racism using the Inclusive Leader Continuum, a set of four developmental stages: unaware, aware, active, and advocate. Brown describes the hallmarks of each stage, the behaviors and mindsets that inform it, and what readers can do to keep progressing.
Five ways you can become a more inclusive leader today.Ask questions. Be curious about others' experiences in the workplace. ... Invite employees from all backgrounds to meetings. ... Consult with people outside your own circle. ... Invite employees to shadow you. ... Purposefully seek others' perspectives.
6 Steps to Become an Inclusive Leader Curiosity: Are you open to unlearning and relearning from others? Action: Are your behaviors and actions towards others aligned with your belief in equality? Commitment: Do you consistently hold yourself and others accountable to a culture of inclusion?
7 Traits of Inclusive LeadersFairness and Respect. The first step to combating bias and discrimination is recognizing and identifying it. ... Collaboration. ... Emotional and Cultural Intelligence. ... Empowerment and Growth. ... Insight. ... Promoting Psychological Safety. ... Trust Binding.
In short: inclusive leadership that encourages diversity is proven to make companies more successful. These leaders reach and respond to a larger team. They also ensure that teams are heard, respected, valued, and retained. These factors make inclusive leadership such a valuable asset to an organization.
Inclusive leaders are individuals who are aware of their own biases and actively seek out and consider different perspectives to inform their decision-making and collaborate more effectively with others.
Empathy. Creating an inclusive space requires having an appreciation for where others are coming from and what they might be experiencing. Inclusive leaders are warm and encouraging in their interactions, embracing compassion in order to foster deeper connections with others.
7 Ways to Be More Inclusive in Your Everyday Life. ... 1 / Mindful communication: listen more, talk carefully. ... 2 / Challenge stereotypes. ... 3 / Avoid assumptions. ... 4 / Ask yourself and others (the right) questions. ... 5 / Be aware of your privileges. ... 6 / Be proactive in educating yourself on the topic.More items...•
A sense of belonging; Feeling respected, valued and seen for who we. Are as individuals; A level of supportive energy and commitment from leaders, and colleagues and others so that we-individually and collectively-can do our best work.
7 Key Features of Quality InclusionIntentional, sufficient, and supported interactions between peers with and without disabilities.Specialized, individualized supports.Family involvement.Inclusive, interdisciplinary services and collaborative teaming.A focus on critical sociological outcomes.More items...•
Authenticity: Inclusive leaders are humble and set aside their ego. They authentically establish trust in the face of opposing beliefs, values, or perspectives.
Increased creativity and innovation. Increased organizational flexibility and ability to learn from people at all levels. Improving the quality of personnel through better recruitment and retention. Decreased vulnerability to legal challenges.
While the rating tells you how good a book is according to our two core criteria, it says nothing about its particular defining features. Therefore, we use a set of 20 qualities to characterize each book by its strengths:
A Fortune 500 firm suffered a PR debacle when a victim of anti-gay comments filed a harassment suit against it. The CEO hired Jennifer Brown, a diversity and inclusion consultant and LGBTQ+ advocate, to talk to 25 top executives – all white males – about equity.
Most workplaces are neither inclusive nor diverse. The US Equal Employment Opportunity Commission reports that in 1985, only 3% of US corporate senior managers were Black men; the percentage grew to only 3.3% by 2014.
Host of the podcast The Will to Change, Jennifer Brown is founder, president and CEO of Jennifer Brown Consulting (JBC), and an award-winning entrepreneur, speaker, author, and diversity and inclusion consultant.
It guides readers through the Inclusive Leader Continuum – a four step journey that codifies developmental stages (unaware, aware, active, and advocate) for all leaders who want to take on the task of creating an inclusive space.
My goal with this book is to help companies and individuals transform how they see diversity & inclusion, and create spaces in which people no longer feel like “the only”, but instead welcomed, valued, respected, and heard.
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What separates a successful leader from a mediocre one? In this course, you will learn what successful 21st-century leaders look like and how you can adopt their inclusive leadership style. Using research and best practices, as well as stories from great leaders and everyday people, you will practice empowerment, accountability, courage, and humility—key leadership skills linked to inclusive, successful teams. Throughout the course, you will meet people like yourself, who want to be the best leaders they possibly can by incorporating inclusive leadership into their everyday lives. With short quizzes and compelling case studies, you will refine your skills each section. Most importantly, you will apply your new leadership skills through exciting real-life exercises. At the end of the course, you will create a Personal Leadership Plan that will help you continue to develop your skills, knowledge, and awareness in your quest to become a successful, inclusive leader.
Using research and best practices, as well as stories from great leaders and everyday people, you will practice empowerment, accountability, courage, and humility —key leadership skills linked to inclusive, successful teams.
Inclusive leadership is a critical capability to leverage diverse thinking in a workforce with increasingly diverse markets, customers, and talent. We have previously observed that only one in three leaders holds an accurate view about their inclusive leadership capabilities. A third believe they are more inclusive than they are actually perceived by those around them to be, while a third lack confidence in their inclusive leadership capability and so do less than they could to actively guide others and challenge the status quo.
A third believe they are more inclusive than they are actually perceived by those around them to be , while a third lack confidence in their inclusive leadership capability and so do less than they could to actively guide others and challenge the status quo.
How can leaders put these insights into practice? One tactic is to establish a diverse personal advisory board (PAD) — a group of people, often peers, who have regular contact with the leader and whom the leader trusts to talk straight. These trusted advisers can give leaders granular feedback on everyday interpersonal behaviors that support or inhibit inclusion, for example: Does the leader give equal time to all meeting participants, or favor those who are co-located over those who have dialed in? Does the leader always refer to one gender when giving examples or both? Does the leader use a broad spectrum of imagery when addressing a diverse audience, or imagery (such as sport metaphors or all male iconography) that represents only one group of people? Because a PAD is ongoing, leaders can receive feedback on whether the changes they make are hitting the mark.
Visible commitment: They articulate authentic commitment to diversity, challenge the status quo, hold others accountable, and make diversity and inclusion a personal priority.
But mostly it comes down to leaders. We find that what leaders say and do makes up to a 70% difference as to whether an individual reports feeling included. And this really matters because the more people feel included, the more they speak up, go the extra mile, and collaborate — all of which ultimately lifts organizational performance.
What makes people feel included in organizations? Feel that they are treated fairly and respectfully, are valued and belong? Many things of course, including an organization’s mission, policies, and practices, as well as co-worker behaviors.
A third tactic is for leaders to immerse themselves in uncomfortable or new situations which expose them to diverse stakeholders, for example by attending an Employee Resource Group meeting, or sitting in different parts of the workplace each week. Exposure, combined with open-ended questions, helps to expand horizons and disrupt pre-conceived ideas.
To become more inclusive, leaders should first reflect on their behaviors. Their strengths (high ability) should be augmented, and opportunity gaps (low ability) should be narrowed. Leaders with low ability to be inclusive should reflect on how their behaviors could negatively impact BIPOC employees, then work to upskill.
These cases highlight the importance of developing inclusive leaders who understand how to authentically co-create positive and equitable interactions and processes for BIPOC employees. Inclusive leaders build inclusive teams where all employees (white and BIPOC) feel empowered and valued for their authentic uniqueness. They enable BIPOC managers to lead and assess their teams (without interference) and ensure employees at all levels feel a sense of belonging.
Mirroring is a uniquely intrapersonal process that these employees undergo as they grapple with reflecting, mimicking, constructing, understanding, and portraying “professional” workplace identities that simultaneously signal allegiance to their manager s, defy negative stereotypes, respect the ethos of their cultures, and propel their careers.
Employees who mirror are seeking to belong. They imitate their white manager’s traits to gain acceptance. Their workplace identities are like a distorted mirror that waffles between an authentic reflection and a shrinking and amalgamated expression of their metaperceptions. As a Black male senior leader from a Fortune 500 company told me, “People are scared of Black men with beards.” To appear less threatening and gain a sense of belonging, he shaved his beard to reflect the appearance of the white CEO and senior leaders at his company. Further investigation showed that 100% of this company’s Black and white male senior leaders did not have beards.