We delve into the key differences between a standalone EIB strategic plan and embedding EIB into a strategic plan. These two approaches offer unique benefits for organizations looking to prioritize equity, inclusion, and belonging.
A standalone EIB strategic plan provides a targeted focus on these values. By dedicating a separate plan to EIB, organizations can clearly define their objectives, align resources accordingly, and demonstrate a visible commitment to EIB. The detailed roadmap and accountability mechanisms of a standalone plan ensure that the organization stays on track towards achieving its EIB goals.
On the other hand, embedding EIB principles into a strategic plan leads to comprehensive integration of equity, inclusion, and belonging. This approach promotes a cultural transformation within the organization, making EIB an integral part of decision-making processes and organizational DNA. By aligning EIB with other strategic goals, organizations ensure its consistent prioritization and long-term sustainability.
Both approaches offer the benefit of consistent progress. A standalone EIB plan allows for dedicated resources, milestone monitoring, and iterative improvement. Meanwhile, embedding EIB into the strategic plan ensures continuous integration, ongoing evaluation, and accountability across functions.
Middle managers are more than norm bearers; they hold the potential to be the champions of equity, inclusion and belonging (EIB) in their organizations. Despite facing countless challenges, they are uniquely positioned to bridge the EIB gap that often exists in corporations. The key to thawing the "frozen middle" lies in empowering these managers with the right tools, support, and knowledge to navigate the complex terrain of EIB. By doing so, middle managers can become the linchpin to EIB success, fostering a culture of inclusivity from within.
Organizational culture has emerged as a critical factor that determines the success of an organization. It plays a more significant role in achieving better organizational outcomes, more than the established policies and strategies. The quote “Culture eats strategy for breakfast” coined by Peter Drucker, one of the leading management consultants of all times. Drucker realized the importance of culture to an organization compared to the strategy. With the rapidly changing organizational landscape, organizations require leaders with the ability to adapt to the changing demands. Let’s add what the Niskanen Center states as culture eating policy for breakfast, especially in public sector settings. This can be related to any policy being made, even with the best intentions, are written to take entirely different meanings, and have different effects as they are implemented throughout the hierarchy, as Jennifer Pahlka states. Therefore, leaders need to adjust their leadership styles, with inclusive leadership taking centre stage.
Transformational leadership has long been a popular leadership style in all types of organizations. (I will admit that during graduate school, I was a big fan of this leadership style.)
Leading transformational change involves helping the organization transcend its current positioning, performance, and capabilities. This requires visionary thinking, the ability to tackle complex problems (like overcoming organizational inertia), and the courage to make difficult choices (like when to shut down or sell off assets that were once considered “core”). Leaders must think deeply and manage their emotions in intense situations, all while stakeholders expect to see results. (Via Lancefield and Rangen, HBR 2021)
Transformational leaders focus on inspiring and motivating their employees towards working together towards a shared vision. However, with this type of leadership, conformity is enhanced, with little to no diversity of opinion being welcomed. The leader dominates the decision-making process, leading to missed opportunities for business growth and a deficiency in diversity within leadership positions, leading to stagnation and no innovation.
On the other hand, inclusive leadership prioritizes creating an inclusive environment that allows every employee to feel valued, and providing opportunities in the organization to flourish regardless of race, ethnicity, gender identity, or sexual orientation. Inclusive leaders recognize the significance of diverse opinions, experiences, and uniqueness of ideas which enable customers, shareholders, and employees to contribute to the organization’s overall success.
Fostering a culture of trust, openness, and appreciation for differences is the foundation for inclusion, leading to diverse teams, better equipped to develop innovative solutions and aligning with the ever-changing demands of customers and other stakeholders.
Six traits, or the 6 C’s of an inclusive leader include cognizance, courage, commitment, collaboration, cultural intelligence and curiosity. These traits represent the diverse new world of markets, customers/citizens/users, ideas and talent. These shifts influence priorities and reshaping the capabilities required of leaders to succeed in the future.
Inclusive leadership’s impact on organizational culture links directly to employee engagement, retention, and productivity. It creates a culture of psychological safety , where employees feel safe to bring their true selves to work, which fosters creativity and innovation(watch my Global Conversations interview with Lisa Ferrol)
When an employee feels valued and appreciated, they are more likely to be engaged in their work hence leading to increased productivity, loyalty, and reduced employee turnover rates ultimately leading to better business outcomes. Moreover, inclusive leadership aligns with the values of younger generations, such as millennials, and the Generation Z, which prioritizes inclusion and diversity when looking for job opportunities. The right inclusive leadership style has an excellent chance to attract and retain high-quality talent.
The importance of culture in organizations cannot be overemphasized, especially with the changing business environment’s demands. Culture should be a top priority for leaders, intentionally making moves towards building and maintaining a positive one. Transformational leadership is not to be disregarded altogether, but if culture is eating strategy and policy, organizations cannot afford to ignore diversity, and inclusivity in leadership which can lead to poor organizational outcomes.
Organizational culture is crucial to the success of a company and is created and maintained by effective leadership. While transformational leadership has its benefits, it can often lead to a lack of diversity within leadership positions, missed opportunities for innovation, and a focus on conformity rather than diversity of opinion. Inclusive leadership, on the other hand, creates a culture of belonging and trust, which leads to diversity of opinion, increased innovation, better business outcomes, and aligns with the values of younger generations. Therefore, with the rapidly changing environment, especially with the rise of diversity and inclusion, inclusive leadership prevails over transformational leadership.
I’ve been curious about the reliability of ChatGPT. So I tested it out to see how accurate or elementary the post can be.
Artificial Intelligence (AI) is revolutionizing the way businesses operate and solve problems. With the help of AI, organizations can make informed decisions that enhance efficiency, reduce costs, and optimize workflows. However, AI also has the power to impact equity, diversity, and inclusion in a global organization. In this blog post, we’ll discuss the impacts of AI on EDI in a global organization.
Equity refers to ensuring fairness in the allocation of resources, rights, and opportunities. AI can promote equity by eliminating human biases from decision-making processes. This is because AI-based tools follow algorithms that make data-based decisions rather than relying on human judgment. This ensures that everyone in the organization is treated fairly, and decisions are made based on merit.
For instance, when hiring employees, AI-based tools can analyze resumes, perform skills assessments, and conduct background checks. This eliminates human biases from the recruitment process, ensuring that the best candidate is selected irrespective of gender, race, ethnicity, or religion. Similarly, AI can be used to promote cross-gender, cross-cultural, and cross-functional collaboration by identifying team members’ strengths and gaps, making up for each other.
Diversity refers to the differences that exist within a workplace, such as race, gender, nationality, and cultural background. AI can promote diversity by identifying and attracting a talent pool from diverse backgrounds. This is because AI can perform a skills gap analysis and identify specific skills that are missing within the organization. It can also analyze external data sources, such as social media, to identify candidates from diverse backgrounds that might not have been identified through traditional recruitment processes. Fine-tuned models can also predict and notify when diversity drops below a pre-specified threshold and recommend action plans, such as launching retention campaigns.
Inclusion refers to creating a workplace culture that is welcoming, accepting and where individuals feel a sense of belonging. AI can promote inclusion by detecting and reducing unintended biases that arise from interactions within the organization. Examples of such biases include gendered language, evaluations of employee performance that are impacted by personal characteristics, and misinterpretation of cultural references.
AI can help reduce these biases by analyzing the language used in communication, providing vocabulary suggestions that eliminate biased language, and giving perspectives from multiple cultures. Fine-tuned language models can also verify if language used in communication adversely affects any subgroup of employees based on their ethnicity, nationality, or gender.
Artificial Intelligence can have a significant impact on equity, diversity, and inclusion in a global organization. AI can help organizations eliminate human biases that result in unequal treatment and unintentional homogenization. It can identify a diverse pool of candidates and promote team collaboration by bridging the skill gaps between individuals. Finally, AI can detect and reduce biases in communication to promote a culture of inclusion. Considering the benefits AI offers concerning Equity, Diversity and Inclusion, any organization that aims to be successful in a rapidly globalizing world must embrace AI as a tool for improvement.
But I needed more clarity on the effects on global, glocal, and localized organizations. Here’s what came up.
Great point! The impacts of artificial intelligence on equity, diversity, and inclusion in global, glocal, and localized organizations can differ depending on the context and scope of the organization.
Global organizations operate across multiple countries, cultures, and languages. These organizations can leverage AI to promote equity, diversity, and inclusion by developing standardized practices and policies that eliminate biases in different regions. Through advanced machine learning capabilities, such as cross-cultural sentiment analysis, global organizations can gain insights into different cultures and tailor their practices to fit each community’s unique needs. Additionally, AI can enable global organizations to leverage their data collected on a global scale to identify meaningful patterns and inform decisions to enhance their EDI strategy across all regions.
Glocal organizations, which operate in multiple local areas, follow more regionally specific approaches to balance local and global objectives. Similar to global organizations, they can leverage AI to promote equity, diversity, and inclusion by developing standardized practices and policies but tailored to a specific local context. AI can play a significant role in glocal organizations by helping them understand individual employees’ data points and the local communities’ nuances. Through this approach, glocal organizations can tailor their EDI initiatives to the local employees’ needs while maintaining a consistent global strategy.
Localized organizations operate in one specific location and cater to the local population, providing customized solutions for the particular region. They can leverage AI to promote equity, diversity, and inclusion by providing localized recommendations for recruitment systems, performance reviews, and employee engagement efforts. Moreover, by adopting locally specific language models and sentiment analysis, these organizations can enable better communication among their employees and with the surrounding communities.
In conclusion, AI approaches can play a significant role in helping global, glocal and localized organizations promote equity, diversity, and inclusion. The primary strategy for utilizing AI will vary depending on the organization’s scope, but they can all enhance the success of EDI-integration through AI-powered systems. An organization’s size or presence should not be a significant barrier to EDI inclusion via AI.
So my thoughts on ChatGPT? If I’m lazy, I’ll rely on it. I would explore adding resources in the request. I wouldn’t have broken it down my specific equity, diversity and inclusion. It did a decent job for the most part.
What do you think? Would you write anything better?