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Inclusive Leadership - Critical for Competitive Advantage
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By Malini Janakiraman
Diversity exists in just about every part of the world and industry sector. As the world
becomes “flat” and organizations continue to globalize, a diverse workforce is
commonplace.
M O B I L I TY G U I D E S
Global organizations understand that a diverse workforce can be the primary source of
competitive advantage. But simply having a diverse organization is not enough. Successful
organizations share a common characteristic: They know how to leverage diversity to create Mercer has assembled a
a unified and inclusive global culture. The process includes developing a deeper collection of guides and
understanding of culture and cultural di erences as it applies to individuals, teams, whitepapers to help you
functions, and organizations. understand key aspects of
managing an international
Practicing diversity and inclusion on a global scale allows for more e ective talent assignment program
management (attraction and retention), alignment, and team performance, as well as e ectively, including guides
improved e iciency. These factors all contribute to building a high-performance to starting a program,
organization. expatriate compensation,
policy development,
AN OVERVIEW OF GLOBAL TRENDS technology, and more.
Several key global trends that a ect any workforce further underscore the importance of
diversity and inclusiveness:
Explore Guides
• The workforce is advanced; industrialized economies are maturing.
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• The percentage of immigrants and minorities in the workforce and customer base in Guides)
industrialized countries will increase.
• The proportion of women in the workforce and decision-making positions will rise.
In the following chart, “Relationship Between Diversity and Inclusion,” the upper-le
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Quadrant A shows high diversity but low inclusion. The lower-le Quadrant B represents low
diversity and low inclusion. The bottom-right Quadrant C indicates high inclusion but low
Whether your organization is
diversity, and Quadrant D represents high inclusion and high diversity. Organizations that
practice inclusion and diversity can experience high levels of collaboration, engagement, looking to create a global
and retention – thereby providing a competitive advantage. mobility program, enhance
the one you currently have,
R E L AT I O N S H I P B E T W E E N D I V E RS I TY A N D I N C LU S I O N
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or get answers to any issues
or concern you're facing, we
can help.
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The leader’s role is crucial in driving performance in a globally diverse and inclusive
environment. Traditional teams created with no particular emphasis on diversity typically
perform at average levels. Global and culturally diverse teams experience heightened risks
and opportunities, but high team performance occurs if the leader drives performance
through inclusiveness.
Developing cultural agility starts with an open attitude, which leads to self-awareness, other-
awareness, knowledge, and skills to apply this knowledge. Leaders agile enough to diagnose
team dynamics exhibit change-agent behavior. Leaders unable or unwilling to use this
change-agent behavior can negatively impact the organization through unconscious biases
in grooming individuals, unequal and inequitable standards, lag in using diversity and
inclusiveness to further client relations and grow accounts, and inability to retain talent.
• Cultural mentoring: ability to advise, teach, and coach individuals in one’s sphere of
influence to (a) recognize cultural underpinnings and consequences of behavior, (b)
understand cultural and behavioral requirements for true inclusion, and (c) support
change through inclusive behaviors, practices, and approaches (including policies
and systems).
• Assume positive intent. Participate in meetings and discussions with a positive, win-
win attitude to build an inclusive environment. Engage in constructive
conversations to prevent, reveal, and transform exclusionary patterns and
behaviors.
• Slow your responses: Think and listen before talking and develop listening skills to
help build inclusive behavior.
• Scan social dynamics and interaction patterns for exclusion behaviors. Are some
team members more dominant, and others more passive and quiet? Work to engage
passive participants. Treat everyone as Number 1 and give everyone a voice.
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• Deepen self- and other-awareness. Recognize one’s own behavior and how it
impacts team behavior.
• Engage and motivate others in learning about di erences and experiences non-
judgmentally. Speak with peers and direct reports about the importance of cultural
agility.
To be successful, organizations and corporate leaders must embrace the di erences people
represent and demonstrate they are inclusive as well as diverse. Leaders lead by example.
R E L AT E D A RT I C L E S
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