Diversity of markets, customers, ideas, and talent is driving the need for inclusion as a new leadership capability. Here are six attributes of leaders who display the ability to not only embrace individual differences, but to potentially leverage them for competitive advantage.
New research reveals surprising truths about why some work groups thrive and others falter.
Eugene Fernandez's insight:
Excellent article and a great case study about the learning and insights from observing teams within Google. There is much to be gained from holding team conversations, establishing and working consistently at the behaviours outlined in the team charter and having real and meaningful dialogue.
From this experience I learned that you have to be open to opportunity as the biggest surprises may just come your way. But you have to be at the game to catch the ball.
Eugene Fernandez's insight:
An inspirational interview with Nicki Page. There is much that any aspiring CEO or Leader could learn from this interview. I valued the comments on 'You really go through a phase of needing to perform and transform at the same time and take all staff and customers on a new journey with you' and 'talented people that genuinely believe they can make a difference to the world through the smart integration of technology' and the piece de resistance for me was the Great story about the baseball game and the analogy ‘- You have to be at the game to catch the ball.
Trump supporters are not the caricatures journalists depict – and native Kansan Sarah Smarsh sets out to correct what newsrooms get wrong
Eugene Fernandez's insight:
A critical expose of the ideological and polarising potrayal of the American election and the role an elite influenced media plays in portraying sweeping stereotypes around race, privilege and class.
The author asks us to look a little deeper at the generic, broad brush individual archetypes offered up for our consumption. I would recommend you read the whole article to understand the bigger picture and arguments.
Here are a few pertinent passages from the article:
A journalism that embodies the plutocracy it’s supposed to critique has failed its watchdog duty and lost the respect of people who call bullshit when they see it.
Last year, talking with author Marilynne Robinson for the New York Review of Books, Obama lamented common misconceptions of small-town middle America, for which he has a sort of reverence. “There’s this huge gap between how folks go about their daily lives and how we talk about our common life and our political life,” he said, naming one cause as “the filters that stand between ordinary people” who are busy getting by and complicated policy debates.
Results of 87,000 interviews conducted by Gallup showed that those who liked Trump were under no more economic distress or immigration-related anxiety than those who opposed him.
Earlier this year, primary exit polls revealed that Trump voters were, in fact, more affluent than most Americans, with a median household income of $72,000 – higher than that of Hillary Clinton or Bernie Sanders supporters. Forty-four percent of them had college degrees, well above the national average of 33% among whites or 29% overall. In January, political scientist Matthew MacWilliams reported findings that a penchant for authoritarianism – not income, education, gender, age or race –predicted Trump support.
Affluent analysts who oppose Trump, though, have a way of taking a systemic view when examining social woes but viewing their place on the political continuum as a triumph of individual character. Most of them presumably inherited their political bent, just like most of those in “red” America did. If you were handed liberalism, give yourself no pats on the back for your vote against Trump. The main reason that national media outlets have a blind spot in matters of class is the lack of socioeconomic diversity within their ranks.
Few people born to deprivation end up working in newsrooms or publishing books. So few, in fact, that this former laborer has found cause to shift her entire writing career to talk specifically about class in a wealth-privileged industry, much as journalists of color find themselves talking about race in a whiteness-privileged one.
In a world in which the Bettys and Arnies of the world have little voice, those who enjoy a platform from which to speak might examine their hearts and minds before stepping onto the soap box.
If you would stereotype a group of people by presuming to guess their politics or deeming them inferior to yourself – say, the ones who worked third shift on a Boeing floor while others flew to Mexico during spring break; the ones who mopped a McDonald’s bathroom while others argued about the minimum wage on Twitter; the ones who cleaned out their lockers at a defunct Pabst factory while others drank craft beer at trendy bars; the ones who came back from the Middle East in caskets while others wrote op-eds about foreign policy – then consider that you might have more in common with Trump than you would like to admit.
Former IBM chairman Lou Gerstner says a failure of institutional culture isn’t what causes major shortfalls in a company’s performance and a failure to serve customer needs. CEOs must do more than establish corporate values. Look at what your actions tell employees.
Deloitte just launched a study of people challenges in business, Deloitte Human Capital Trends 2016, and the results were striking. Among the 7,000+ companies who responded (in over 130 countries), the #1 issue on leaders minds is "how to redesign our organizational structure" to meet the demands of the workforce and business [...]
Lately I have been turning my attention to the subject of ‘purpose’. My friend Pete Burden and I are busy drafting a paper for a conference dedicated to ‘Organisations with Purpose’; in short what might our response be to corporate scandals and a lack of ethics in business. It seems that people are all too…
Good article Graham. I had just completed an assignment at Bunnings at the time and would add to your arguments that Woolworths focus on rivalry with its major competitor not only failed to factor and calibrate some of the key aspects of Porters five forces but more importantly, failed to understand the capabilities that were inherent within Wesfarmers, in this case, the work on culture, structure and the accumulated intangible and tacit learning that was built into the fabric of Bunnings operations.
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