How can you help a leader build a diverse and inclusive team that enhances strategic thinking?

Um dos erros mais comuns em gestores de sucesso é tentar repetir fórmulas, sem estar atento às características da equipe. Dependendo do tamanho da equipe e do conhecimento do gestor daquele trabalho específico, pode ser necessário utilizar ferramentas para clarificar este ponto. Entretanto, se o gestor tiver experiência na área e em cargos de gest?o, e a equipe for enxuta o suficiente, estar próximo e dedicar tempo à observa??o será suficiente. Após esta ponto, é necessário questionar, qual a raiz dos pontos fortes e dos pontos fracos? A equipe tem pouca diversidade por uma falha na contrata??o? O medo de errar atrapalha em inovar? E a partir desse ponto, tra?ar uma rota de aprimoramento que deve ser monitorada ao longo do tempo.

When I work with leaders, one of the first things we do is look at who THEY are - their various identities- to see who they may be leaning into and away from (unconsciously) to bring onto their team (or once on their team). This is an important aspect of EDI work. Similarly, being aware of our identities shows us where our biases live - the things we are aware of because they impact us, and those we may not even be aware of because they don't impact us. This awareness is foundational to being able to connect, appreciate barriers and help to mitigate them, and build a safe team environment that allows for the sharing of perspectives. Strategic thinking benefits from diversity, but diversity only benefits a company if inclusion is present.

Um dos papéis do líder é o direcionamento e o desenvolvimento de pessoas. Todo líder deve observar as principais habilidades e também dificuldades de cada indivíduo, para que possa aplicar e aproveitar da melhor forma os seus potenciais e proporcionar o aprimoramento necessário para o crescimento profissional e performance da equipe. Se o líder n?o tem essa capacidade de aproveitamento de recursos humanos e n?o desenvolve pessoas, é ele que precisa de ajuda.

Building a diverse and inclusive team that enhances strategic thinking is a multifaceted process. Here are some strategies a leader can employ: Set a Clear Vision: Clearly communicate the organization's commitment to diversity and inclusion. Ensure that every team member understands the value placed on different perspectives. Promote Inclusive Hiring Practices: Implement fair and inclusive hiring processes to attract a diverse range of talents. Encourage blind resume reviews and diverse interview panels. Cultivate an Inclusive Culture: Foster an environment where everyone feels valued and included. Encourage open communication, actively listen to diverse voices, and address any biases or stereotypes that may arise.

It's important to work closely with the leader to first understand what the underlying drivers are, what the "north star" vision is, and how this vision differs from what they're currently experiencing (and identifying why this may be the case). Creating a clear definition of what constitutes 'diversity' and 'inclusiveness' in context of organizational goals is also crucial in laying a strong foundation. Understanding that building a diverse team does not necessarily equate to inclusiveness, and discussion around how to create a safe, rewarding & values-based environment in which mindful expression, creativity, and diversity of thought & opinion from each team member is valued - Essential.

I am very wary of having superficial metrics around gender or race as the only proxy for true diversity. While these are important and need to be addressed, diversity can come in various other forms too. For example, someone with a different background, or education, or even function can help avoid the traps of group think or unoriginal ideas that can plague non-diverse teams.

I believe that once the initial diagnosis has been made, before defining objectives, we must define a PURPOSE (VISION), a summit we want to reach. It is essential to separate the concept of VISION and that of STRATEGY. The strategy is everything we are going to do to reach that summit. Therefore, the vision will be something stable over a long period of time (years) that will give direction to the whole team, however diverse it may be. However, the strategy will be something mobile, it will vary constantly according to the market situation and other continuous changes that surely occur in the day to day of our business. Even more so when we have a team with diverse thinking.

To be state/Desired state Value the opportunities in life. Have Values in life which could act like a moral compass.Values are the basis of every thought,word and action. Vision, Mission and Values can guide the leader towards a desired state. What should a leader do to move from the current state to a desired state? How can I move the team to a desired level? What could help me to stay in the expected state? What else could be done to shift the status from the current to a much rewarding desired situation? What are the benefits of being in that desired state?

Uma vez que há um plano para que o planejamento estratégico esteja arraigado na empresa, é preciso confirmar o público alvo e se o time formado compreende as necessidades desse público, n?o apenas a partir de apresenta??es, mas a partir da experiência de vida de cada indivíduo. Além disso, é preciso criar um ambiente em que essas pessoas se sintam a vontade para mostrar seu ponto de vista. A partir de ent?o, o líder precisa entender exatamente quais indicadores melhor representam o objetivo a ser alcan?ado. N?o adianta medir quantas vezes se acionou uma seta em uma viagem e n?o saber quantos quil?metros foram rodados. Precisamos ser também capazes de medir e de tornar esse número acessíveis e fáceis de serem entendidos

We talk a lot about defining SMART objectives, but in practice I think that a common mistake is that these objectives are not MEASURABLE and do not have a specific value to achieve. Therefore, when setting objectives I would pay special attention to two aspects: 1.- That they are really MEASURABLE (sometimes you have to be very creative to set an indicator, but you have to get one, even if it is imperfect). 2.- Set FEW but good OBJECTIVES, so that two things happen: that we can make a real FOLLOW-UP and that those who have to apply it REMEMBER it (not only when they read it).

Plan your work and work out your plan. Individual development plans and Team development plans are a must. How will I measure the progress of my team in this journey? Establish necessary framework, guidelines and policies towards developing a diverse and inclusive team. Referrals as the source of recruitment or am I ready to look into outside the referral network?

Cada indivíduo tem um ponto de vista, n?o só quando nos referimos à experiência de vida mas também no que diz respeito ao seu papel dentro da organiza??o. Portanto, para criar um bom plano de a??o, é necessário cronologicamente dividir se dividir em dois momentos: um momento em que se discute e se constrói um plano, idealmente com cada área trazendo seus principais números e outro momento em que todos devem seguir o planejado.

Sempre que implantamos um novo plano, por mais que haja um bom planejamento e apoio, como seres humanos podemos mudar de opini?o ou até por medo n?o expressar aquilo que realmente pensamos. Antes da implementa??o de uma mudan?a é preciso preparar o terreno com boa comunica??o Se possível, é muito positivo promover também momentos de convivência fora do escopo profissional ou daquele projeto. Esse ponto é importante porque por vezes podemos come?ar a ter uma confronta??o e assim perder o controle do ambiente.

The follow-up of actions is essential, otherwise the planning will have been nothing more than a dead letter with no final result. For this reason, follow-up meetings must be planned and defined with a marked periodic cadence. For example, on a monthly basis. Beyond the fact that at specific moments, the leader may want to follow up on a particular issue. I believe that these meetings could be individual or group meetings depending on the culture and dynamics of the company.

Take massive action. Execution or implementation is the key. The doing stage. One can take pause, silence and reflection to facilitate the implementation. Celebrating success and accomplishments is a must during this stage. The leader should engage with the team. The leader should empower the team with powerful coaching questions,journaling and taking corrective steps. By equipping the team with necessary coaching techniques and skills the implementation can be more effective.

Like any transformation this is a long term process and needs to be lead and repeated from senior leadership until it becomes part of the culture of the organization. Leading by example and truly embodying this change are two actions that all leadership needs to take. Apart from this challenging the team and yourself regularly to not fall in the trap of excuses or inaction is equally important. Coach the leaders on how to take the tough but right decisions over easier but wrong ones.

By maintaining presence and communicating effectively a leader can evaluate the impact. Connect with the employees, by noticing the energy shifts,body language, tonality and expressions one could evaluate the impact. Through regular inputs, questionnaires, surveys, interviews and focused groups discussions a leader could measure the impact.

The main consideration is the Leardeship commitment, which most the article missed these days, if leaders dont demonstrate commitment to diversity and inclusion, setting the tone for the entire organization, than it will never happen.

Since we (CORE3 Executive Search) partner with clients to find external executive talents, we are in a unique position to bring in new blood, so to speak. This is then the reason why we take time to thoroughly understand our clients' strategic objectives including the objectives of the specific position that needs to be filled, within this context, as well as the kind of candidate needed. In the context of your question, we also assess how to enhance and diversify the team, ensuring that the suitable candidates that we present, possess of the strategic thinking and experience needed, to do just that.

Dentro do contexto de empresas familiares, é preciso entender também a dinamica da família para que seja possível atuar na esfera estratégica da empresa. Entender quem define a estratégia e como, e quem segue o caminho definido.

It’s challenging to make diverse and inclusive Team as there is no perfect state. There is no perfect strategy as team will remain part of on going process unless ground rules are clearly stated with fairness for equal opportunities for all. I think there have to be consensus to promote experience Team Members, who have wide range of perspectives. Also, there should be HR channels to submit feedback, where people can actually voice their concerns. This will bring clarity about different perspectives and HR will understand, who might need to serve at higher level or different department and whose perspective need RE-measurement on defined scale of KPI. Thus, it’ll avoid pitfalls that can negatively impact by inferior governance.

Creating a diverse and inclusive team that enhances strategic thinking requires deliberate steps. Begin by expressing a clear commitment to diversity. Develop unbiased job descriptions to attract varied talents. Define universal team values that transcend backgrounds. Encourage the sharing of diverse perspectives and cultural insights, fostering comprehensive strategic approaches. Establish communication guidelines that promote respect and inclusivity. Recognize positive behavior while addressing unacceptable conduct firmly. Prioritize continuous learning about diversity and regularly evaluate progress. This concerted effort cultivates an environment where every member feels valued and contributes unique ideas for strategic success.