Inclusive Leadership
An inclusive leader succeeds in getting leverage out of the mix of differences between people. These differences result from social background, race, age, sexual orientation, religion and gender to name but a few. Most companies have diversity initiatives or special networks to help each target group blend in better. Unfortunately however, the “blending in” often means “help them adapt or conform to the existing or prevailing culture”, rather than allowing for the culture to be enriched by the differences.
Our research in this area focuses on gender and particularly on the challenges women face to climb the often very male dominated corporate ranks. One of the striking findings is that women, when in the minority, tend to conform to the existing culture. Very often, they are not even conscious of the fact that they are doing that. It’s sheer survival instinct at work.
The consequences of this behavior are dramatic, not only for the women themselves, but also for the organisations in which they work. The women themselves either totally adapt to the prevailing mould and suppress or ignore their inherent feminine qualities, to such an extent that they become anti-role models for the younger female generation. The organisations in which this happens, miss out on the benefit of the difference which the presence of women in decision-making bodies can have.
McKinsey research points out that a critical mass of 30% is needed in order for cultures to tip. If women constitute 30% in any committee, they stop to be perceived as representatives of their gender, and can finally be their individual selves.
What do women need to know and do in order to move up the corporate ranks without losing their authenticity?
We invite you to join the conversations on our community as we jointly explore the emerging future for more inclusive organisations.
For more information Get in touch with Ann or visit the Brand Me website.
