Diversity Woman Magazine

FAL 2018

Leadership and Executive Development for women of all races, cultures and backgrounds

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d i v e r s i t y w o m a n . c o m Fa l l 2 0 1 8 D I V E R S I T Y W O M A N 45 group that also led to the transformation of the industries." Donald has spent years studying how to overcome the barriers faced by women, particularly women of color. His solutions can be distilled into four tasks. • Find common objectives. • Promote diversity of thought. • Set criteria for advancement—and tie them to performance reviews. • Be intentional. Find common objectives When Donald was at Monsanto and as- sembling a team for a particular project, he chose a PhD scientist from Bolivia, a woman who grew up in rural upstate New York, a man from France, and a young African American man from Loui- siana who grew up in a farming commu- nity. Ostensibly, they had very little in common. "I threw them together and gave them a seemingly impossible problem to solve—and they solved it," he says. "e key was making sure that everybody understood that there was a common objective. at was step one. Step two was getting them together and putting them through some team-building exer- cises so they had a chance to get to know one another and discover what they had in common. en, they were in position to better learn how to celebrate and ap- preciate their differences rather than fo- cus on the differences and treat them as a negative. Team building is key." Promote diversity of thought Diversity takes many forms, including race, ethnicity, gender, and physical abil- ity. Another is diversity of thought. Don- ald recommends that all companies en- courage putting together teams that are diverse in how individuals think, prob- lem solve, and work, as well teams that are diverse in ethnicity and other ways. "Everybody has something to bring to the table," he says. "For example, women are different from men. You want that difference—that's where creative sparks come from." Engelbert stresses creating a "culture of courage," in which everybody is en- couraged to feel empowered and entre- preneurial. "When you have that culture, it leads to diversity of thought, innova- tive solutions, and better results. For women, this means being courageous and proactively seeking out opportuni- ties to build their capabilities. We all need to be investing to develop more diverse pools for the next generation of leaders." Set criteria for advancement— and tie them to performance reviews Both Engelbert and Donald emphasize that everybody in the organization must be held accountable for the advancement of women into leadership positions. erefore, performance metrics for su- pervisors should include such criteria, which should be tied to their perfor- mance and compensation reviews. "Not everyone is motivated by money, but it does matter to a lot of people," says or CatalyticConvertor Women are rent from men. You want that rence — that's where creative sparks come from.

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