Inclusiveness is a mindset and a habit, it cannot be shaped overnight, it’s a journey worth the effort to harmonize human society and unleash collective potential.
Inclusiveness has to go beyond as a "check-the-box" compliance tool, it is the comprehensive leadership discipline and managerial process for leveraging diversity and achieving inclusion that maximizes collective potential and improve business maturity.
Inclusion is part of a talent strategy which is a sub component of corporate strategy: The digital workforce today is hyper-diverse, with cognitive difference, diverse strength, varying personalities, and multiple culture backgrounds. Inclusion needs to be set as a digital culture tone. It’s important to get managers to recognize how inclusion improves retention, engagement, etc., as opposed to being an exercise in mandatory compliance. It only happens when the inclusiveness mindset is available to the top leadership team and the processes become more integral to lubricate relationships, enhance knowledge-sharing and cross-boundary collaboration. It is part of the overall strategy involving everyone in the organization that when successful, improves all the key success factors for driving business success.
From diversity to inclusiveness is a necessary mind shift. By focusing only on what makes people different or even using a certain set of “diversity” vocabulary, you actually gear their mind to think about differences first, perhaps build the walls in people’s minds to deepen leadership or professional gaps. It’s a strategic imperative to embrace and integrate the multidimensional hyper-diversity such as cognitive diversity, creative diversity, skill diversity, cultural diversity, and personality diversity, etc, to build competitive teams for achieving high performance. Corporate leaders need to practice open leadership, having an open session and tell people that the organization would like to embark upon the road of total inclusion as that appears to be the only way to move forward.
Having an inclusive culture helps us learn from diverse people and nurtures a culture of creativity: Understanding the essence of diversity in characters, cognitive difference, skills, styles, generations, ethnic background, religious beliefs, etc is critical to develop high performance team, enhance trust and nurture a culture of innovation to benefit any organization as a whole. In many traditional organizations, the higher the hierarchy, the more homogenous the workforce is. It could be the very reason that many talent/leadership development and innovation initiatives fail to achieve the expected result. Business leaders today must be inclusive, very open to knowledge, desire for insight, search for wisdom, and recognize merit and ideas, no matter where they come from. Otherwise, their organizations will not be able to survive, leave alone thrive, for the long term.
Inclusiveness is the "digital fit" mentality; the prefix “in” of the word: inclusiveness has the positive connotation associated with the words such as information, intention, or intelligence. Thus, collectively, an inclusive organization is immersive, informative, interactive, interdependent. People with an inclusive mentality are curious and receptive to improvisation and experimentation with a positive intention to maximize diversity, to be collaborative, and to be intentionally disruptive to create the empty space to generate new ideas and alternative solutions.
You know the inclusive team will deliver the best outcome, empower and give them the freedom to do it on their way: Each person has a defined cognitive threshold, communicating an idea to others raises the total cognitive threshold. It’s best to bring a group of people together with cognitive differences such as varying background, complementary experiences, unique competencies, cultural perspectives, and different personalities, etc, bring fresh perspectives to the table. Organizational management is able to use the diversity of ideas as a rich source of connectivity and relationship, to harness all the spontaneity of interaction the group is capable of generating; and to provoke breakthrough thinking to arrive at creative outcomes that would be otherwise very unlikely. Inclusiveness makes the team stronger, complements each other's skills and capabilities, produces better products, services, business brands, and amplifies collective performance.
Trust is the key determinant of any collaborative effort; and conversely, the lack of it can accurately predict the demise of any collaborative effort. People with learning agility all like to work in an inclusive workplace as they can appreciate diverse viewpoints, interdisciplinary wisdom and enrichment of cultural differences. The goal is to break down the silos, build trustful relationships, and learn from each other effortlessly. With the top management vision and support, an inclusive team with the right mix of thinkers and doers can put through great ideas into step-wise actions for generating value for the company in a consistent manner and deliver high performance results cohesively.
We are stronger through appreciating diversity and advocating inclusions, it allows us to explore options that one individual or a homogeneous group might not have uncovered; we are idea-rich and vision-clear through inclusiveness. Inclusiveness is a mindset and a habit, it cannot be shaped overnight, it’s a journey worth the effort to harmonize human society and unleash collective potential.
Inclusion is part of a talent strategy which is a sub component of corporate strategy: The digital workforce today is hyper-diverse, with cognitive difference, diverse strength, varying personalities, and multiple culture backgrounds. Inclusion needs to be set as a digital culture tone. It’s important to get managers to recognize how inclusion improves retention, engagement, etc., as opposed to being an exercise in mandatory compliance. It only happens when the inclusiveness mindset is available to the top leadership team and the processes become more integral to lubricate relationships, enhance knowledge-sharing and cross-boundary collaboration. It is part of the overall strategy involving everyone in the organization that when successful, improves all the key success factors for driving business success.
From diversity to inclusiveness is a necessary mind shift. By focusing only on what makes people different or even using a certain set of “diversity” vocabulary, you actually gear their mind to think about differences first, perhaps build the walls in people’s minds to deepen leadership or professional gaps. It’s a strategic imperative to embrace and integrate the multidimensional hyper-diversity such as cognitive diversity, creative diversity, skill diversity, cultural diversity, and personality diversity, etc, to build competitive teams for achieving high performance. Corporate leaders need to practice open leadership, having an open session and tell people that the organization would like to embark upon the road of total inclusion as that appears to be the only way to move forward.
Inclusiveness is the "digital fit" mentality; the prefix “in” of the word: inclusiveness has the positive connotation associated with the words such as information, intention, or intelligence. Thus, collectively, an inclusive organization is immersive, informative, interactive, interdependent. People with an inclusive mentality are curious and receptive to improvisation and experimentation with a positive intention to maximize diversity, to be collaborative, and to be intentionally disruptive to create the empty space to generate new ideas and alternative solutions.
We are stronger through appreciating diversity and advocating inclusions, it allows us to explore options that one individual or a homogeneous group might not have uncovered; we are idea-rich and vision-clear through inclusiveness. Inclusiveness is a mindset and a habit, it cannot be shaped overnight, it’s a journey worth the effort to harmonize human society and unleash collective potential.
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