The Leading Advantage: Partnering With DE&I Consultants

Dr. Brandi M Baldwin, of CPI Austin, Texas, is a psychology and business professor turned coach who focuses on D&I, motivating millennial leaders, and advocating for equity in all levels of organizations.

This episode explores key components and measures in a successful DE&I coaching or consultant engagement.

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The Leading Advantage: DEI An Organizational Journey

Adrianna Gabriel of CCI Consulting joins the show to discuss how organizations can begin or continue forward on the path of their DE&I Journey.  As an Executive Coach and Training Consultant, Adrianna specializes in Diversity & Inclusion to promote workplace cultures that increase belonging.  Cultural change can be difficult, but with a structured approach it, like other business challenges, can be overcome allowing organizations to flourish.

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Embrace an Inclusive Approach to Diversity for an Improved Employee Experience

Written by Adrianna GabrielExecutive Coach & Training ConsultantCCI Consulting, a CPI Firm

In the midst of the current pandemic, the social unrest after George Floyd’s death brought diversity and inclusion back to the number one spot on the agenda of many organizations who feel compelled to take immediate action.  As a result, HR leaders are being relied upon heavily to guide businesses through tough conversations. Many companies have rushed to initiate unconscious bias trainings, set diversity hiring targets, and add minority-owned vendors to the supplier list.  While these tactics do push organizations forward and serve to drive some measure of change, they only scratch the surface and likely overlook the most important piece in the diversity puzzle: inclusion.

Companies can hire diverse employees, but how will those employees feel when they get there?  Will they be invited to share their most unique and creative ideas, or will they be asked to fit the current culture norms and leave their authentic selves outside?  More than ever, top employees, no matter their age, race, or gender, are seeking inclusive workspaces where all the pieces of their whole selves are considered to be assets rather than weaknesses.

Making inclusion central to your culture and employee experience doesn’t happen overnight, but through deliberate effort and committed leaders, organizations can begin taking steps to ensure that all employees feel welcomed, celebrated, and trusted.  Below are a few points for consideration when ramping up or reinforcing inclusive behaviors at your organization.

Do It for the Right Reasons

While great research has been done to highlight the business and financial returns that diversity provides, organizations will not obtain those results through representation alone.  By positioning metrics at the forefront of the business case for diversity, the human factors associated with caring for your “most valuable assets” get negated or forgotten altogether.

Organizations implementing new diversity-based initiatives with the sole intention of quelling disgruntled customers and employees may find that promises aren’t lived out day-to-day. Over time, this can erode trust and just-in-time efforts will fall on deaf ears.  Leading with a focus on inclusion without tying it to return on investment or reputation will position you as a company who doesn’t just do things right, but who also does the right things.

Take a Systematic Approach

Inclusion is not a training event.  As stated, trainings are a wonderful start when developing maturity around D&I in the workplace. For example, it is important to teach employees the skills needed to have challenging conversations while displaying empathy and staying within legal boundaries.  However, to reinforce behaviors, learning in training, policies and procedures should be examined to determine how well they support or discourage an inclusive environment.  Consider ways to prevent biases from creeping into performance management and succession planning conversations.  Evaluate hiring and onboarding strategies to ensure an inclusion-based approach.  When integrated with the organizational systems that keep the business moving forward, inclusion goes from theory to practice and a method for accountability is developed.

Embrace Continuous Learning

When developing inclusivity, organizations have come to see that initial steps, though well intended, may be a bit clumsy.  Outgoing messaging may be misinterpreted or even too general to have an impact. Internal conversations open the floodgates to a variety of opinions and beliefs. During this time, it is important for organizations to acknowledge the potential for mistakes up front, but to also commit to learning and improving moving forward.  Like with picking up a language, understanding can only be achieved when we marry our current knowledge to something new.  Moving beyond diversity and into inclusion requires taking steps past good intentions and into ongoing improvement.

Allow Time

Like any other culture change, changing the way that people think and engage around inclusion requires patience, compassion, and time. Even with the right messaging and procedures in place, employees will naturally embrace change at varying rates and as a result of different touchpoints with the concepts.  Don’t be surprised to find that some employees are hesitant to call each other out on exclusive behaviors or are not bravely displaying their authentic qualities all at once.  Continue to share the stories of committed leaders who had the vulnerability to include, thereby making it safe for others to do the same.   Over time, remain vigilant about keeping inclusion on the front burner, and the environment will slowly but surely shift.

In this new world of work, creating inclusive environments doesn’t mean asking employees to change their personal beliefs, but it does mean that they are expected to uphold a new standard of workplace behaviors because diversity is great, but it only wins when we take an inclusive approach.

Adrianna GabrielExecutive Coach & Training ConsultantCCI Consulting, a CPI Firm
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The Leading Advantage: Leadership Agility in Latin America

Hosted by Robert Newland, CEO of Newland Associates, a CPI Firm, this is our first Spanish language episode.  Claudia Rosales of CPI Peru joins the show to discuss leadership agility and team engagement in times of change and uncertainty.
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5 Essential Adaptive Practices for Agile Leaders

Adaptive leadership has taken on a new meaning during this current climate. It has challenged leaders to shift suddenly, mentally and physically, but also practically. Metrics tracked in February to gauge the health of the business are not the same metrics that need monitoring today. Strategic conversations have shifted to tactical ones. And sensitive topics that would have waited for in-person discussions are now taking place inside a video conference.
Leaders at all levels are drawing upon the critical elements of their leadership brand to help them navigate daily uncertainty. At this moment, the capacity to effectively perform the leadership responsibilities needed at scale in large, complex systems requires the non-linear interplay of priorities, functions, politics, and people. Adaptive leadership has never been more critical toward influencing dynamics in productive ways.
“Executives leading difficult change initiatives are often blissfully ignorant of an approaching threat until it is too late to respond.”
~Ronald Heifetz, the creator of Adaptive Leadership theory
Leadership Competencies of the Moment 
Although we don’t know what will be different on the other side of this present crisis, we do know transformational, adaptive change will have occurred at a deep level. Truly agile leaders need to understand the required shift in their contribution from driving results through hands-on influence to becoming:
Architects of change
Developers of flexible systems and organizations
Business strategists
Risk mitigators
Value creators
These specific leadership competencies require good judgment, sophisticated and courageous people skills, strategic thinking abilities, and a host of other valuable and rare assets. Most importantly, they are critical to the moment we now find ourselves. The following five essential adaptive practices serve as a starting point for agile leaders:
Accept that the playbook didn’t have this scenario in it 
A leader’s ability to tolerate ambiguity, and not act or react instantly, can be especially challenging for those with trained expectations for instant results. As an agile leader, understanding how today’s events will impact tomorrow’s plans is crucial. Adjust to the real business challenges of the moment, recognizing the metrics you previously led with no longer apply.
Use the immediacy of this crisis as “case-in-point” teaching 
As an agile leader, there’s no better time than the present to develop your people with real-world applications. Use the fluidity of this crisis to hear different perspectives. Manage conflict that emerges through consistent communication, providing context and insight to the decisions. Model accountability by accepting your portion of responsibility for what unfolds, the good, the bad, and the ugly. This example will set the expectations (and give permission) for others to follow.
Increase peer-to-peer learning, sharing, and support 
During unprecedented times like these, collaboration and team alignment across functions are incredibly important. Create an outlet to come together with other leaders to discuss the unknowns, share the questions asked, and talk candidly about what’s working and what’s not. Look for the alternate, and possibly better, future that the present challenge opens up and engage your people in defining change in order to meet that future.  Can your organization emerge even stronger and more rapidly aligned to its future than would have been possible without the disruption?
Challenge your assumptions by getting out of your intellectual and emotional comfort zone
Leading right now is a powerful learning experience that is sure to challenge one’s assumptions and routines. Adaptive leadership entails mobilizing others to be a part of the solution, to share in the risk/reward, and to foster individual role ownership and the outcomes produced.
Build-in time and structure for reflection and mindfulness 
Agile leadership in a time of crisis means digesting the experiences one has and consciously connecting the dots, so the lessons live on past this one moment in time. Even in this ever-changing environment, time and thoughtful attention—quietly alone—or in conversation with a mentor, peer, or coach can’t be overlooked. Schedule in the time so that you are ready for what tomorrow will bring.
Ronald Heifetz, who introduced the adaptive leadership model with Marty Linsky, defines it as the act of mobilizing a group of individuals to handle tough challenges and emerge triumphant in the end. Today’s crisis will take momentous effort and will not be easy. Developing these five essential adaptive practices will better enable leaders and their organizations to weather this, and future storms, emerging stronger than before.
Written by Kim Bohr
COO and Head of the Effective Organizations practice at Waldron, a CPI Firm
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The Leading Advantage: Realignment and Re-Engagement

Kathy O’Halloran of Power Connections, a CPI Firm, joins the show with insights on how to re-engage employees.  Whether returning to the office or working remotely, leaders will often need to establish new expectations of their teams.  With new goals and objectives comes a need for increased communication, better employer support, and greater levels of transparency.
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The Leading Advantage: The Art of Respectful Workplace Re-Entry

Roberta Bemiller, Director of Leadership Development at CPI Buffalo/Niagara, joins the show to guide leaders through practical re-entry plans. With an analytical, yet caring approach leaders can help their teams prepare to come back to the office or continue to work remotely. Flexibility is paramount in these times, but having good data helps leaders make informed decisions that are right for the organization and their people.
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The Leading Advantage: Reskilling

Kirsty Turnbull of Audrey Page & Associates, a CPI Firm, joins us to discuss Reskilling in the workplace.  Organizations are struggling to find talent that meets the constantly changing demands of the market.  By investing in employees and planning for the future, leaders can create a more engaged workforce that can adapt to new challenges and opportunities.
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There Is No New Normal – Now What?

Join us on July 16th for a complimentary webinar on Re-Onboarding.
Life as we know it, personally and professionally, has forever changed. There will be no “new normal”; but rather the re-entry to work and office life will undergo radical reinvention. Companies have accelerated the integration of new processes, technologies, and systems to adjust to the needs of our current environment at lightning speed. As teams around the globe have gone remote seemingly overnight, many employers are realizing that productivity, in many cases, has increased in addition to other benefits such as lower costs, efficiency, greater reach, time savings, and more time with loved ones. Microsoft, Airbnb, and Google will continue to work from home through the end of the year, at a minimum. Twitter said their employees can choose to work from home forever.
Many organizations are viewing the pandemic as an opportunity to flourish, catalyzing positive change, and innovation. This is an opportunity for companies to differentiate themselves as to how they will get employees up and running and provide better positioning to attract and retain talent. Employers will need to double down on energizing their employees and creating engagement and commitment. Now is the time to demonstrate an investment in employees.
Our world of work was gradually becoming more digital –incorporating technology and AI – as well as more focused on psychological safety, incorporating wellbeing and employee safety measures. However, this event has expedited this reprioritization in record time. A McKinsey Global Institute study in 2017 estimated that as much as 14 percent of the global workforce would have to switch occupations or acquire new skills by 2030 due to automation and artificial intelligence. In its recent survey, 87 percent of executives said they were experiencing skill gaps in the workforce or expected them within a few years. New research from Institute for Corporate Productivity (i4cp) found that those organizations with a focus on holistic well-being are seeing greater business benefits, not only with a healthier workforce but with 2x the overall productivity of low performance organizations, 2x the rate of key talent retention, and 7x return on innovation and creativity.
In light of company operating models evolving quickly to accommodate this rapidly changing environment, roles are shifting, new jobs are being created, and certain competencies, such as agility and resilience, have become universally essential. So, what does that mean for employees and leaders as they re-engage and onboard into the reimagined workplace? Each of us will need to reassess our role or, in some cases, work with our organization to create a new role that is aligned with the new business strategy. Leaders are adjusting how they manage others remotely or in a blended environment. Employees are no longer necessarily limited by their job description, but rather will need to craft and personalize their role.
This time of self-reflection and adaptation into this reimagined workplace might seem daunting, but it can also be an exciting time of realignment and reinvention. Consider applying Michael Watkin’s “The First 90 Days” framework, initially intended for new hires, to re-onboarding into this new world of work. Typically, this is a framework for a new hire starting their job, but it’s also pertinent to long-standing employees in this moment. Below are some of the steps that are most relevant to the current environment:
Prepare yourself: The pandemic has validated the importance of companies taking care of their people first, attending to their wellness and basic needs. Make sure to take advantage of any offerings your company provides and continue to take mental health breaks. Equip yourself with resources available to help maximize your reintegration. Skills, behaviors and job tasks that once made one successful may not apply in this new world. It will be important to “let go of the past and embrace the imperatives of the new situation to give yourself a running start.” Build in time to think about how to personalize your job experience: what tasks make sense, what needs to change, what should you stop focusing on, and what will be the nature of your relationship with your boss?
Accelerate your learning: Adapting skills and roles will be crucial to building operating-model resilience. Competencies such as agility, communication, and collaboration are now increasingly important in the selection and development of talent. The unknown is everywhere. Those who embrace this reality will do well in adjusting, flexing, and better integrating into the reimagined workplace. Communication and collaboration have proven to be key during remote work; even though we have been physically distant, in some ways we’re more socially connected than ever before. As Marissa Keshner, Director of Learning & Growth at Amherst Holdings puts it, “How do we take this opportunity where we’re in a completely different time to be a driving force for what we’ve talked about for a while i.e. virtual new hire onboarding? Where can we be creative and use this time to push forward?”Match your strategy to the situation: In the reopening it will be essential for leaders to craft messages to engage and inspire their team with full transparency into the vision of the future – what remains the same and what has changed? This is a time to revisit goals and results with your manager. How do we manage performance appropriately in this new world and what expectations need to be shifted?
Secure early wins: Early success doesn’t just mean improving business results; you can demonstrate value in other ways, such as creating a culture where risk-taking and trying something new is encouraged. Even if your new approach fails, it’s a win that the shifting mindset is one of innovation and learning. Managing remote or blended teams is new for many leaders – the transition to this set-up around the globe has been remarkable and should be celebrated. Before the pandemic, many technology companies had in-person standups – quick 10- to 15-minute gatherings at the start of the day to update each other on what they accomplished yesterday and what they’ll work on today; now it has successfully shifted over to virtual. It’s important to continue finding ways to celebrate these successes to keep up momentum, engagement, and motivation.
Negotiate success: It is critical for leaders to find ways to engage their team in this new blended environment where some employees remain remote and some may be heading back to the office. Consider how and when to include people in conversations, what is the appropriate team meeting structure, and ways to motivate the team to keep morale high. For direct report, find new approaches to have a productive working relationship with your manager and share your expectations of personal development and preferred work style during this time.
Keep your balance: Many of us are finding it can be hard to have work-life balance when your office is your home. Especially for those who are in cities and confined both physically and socially. Instead, it’s time to embrace work-life integration where employees determine benefits that help to achieve their defined balance. For example, many employees may need to shift their hours if they have school-age children. Remember to find ways to relieve stress and make a conscious effort to take your mind off of work once you “close out” for the day. Taking walks and focusing on hobbies will go a long way to re-energize and prevent burnout. Leaders need to model behaviors – exude a sense of calm, share what they’re doing for self-care, and encourage time off when possible.
Though nobody knows what’s next, it’s important to embrace the current spirit of innovation and transformation by taking calculated risks, learning from failure and continuing to stay connected with others.  Approaching this profound change in the work environment as a new onboarding opportunity allows for unique approaches and implementation of long overdue enhancements.  Support your team with flexibility and be open to hearing about new obstacles and opportunities.  This is not a time to fall back on what is comfortable, but to embrace evolution and its accompanying long-lasting and exponential returns.
Written by Liana Gordon
Director of Executive Coaching & Development
The Ayers Group, a Career Partners International Firm
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