Diversity Woman Magazine

FALL 2016

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 6 D I V E R S I T Y W O M A N 39 I n recent years, the emphasis in diver- sity and inclusion offices throughout Fortune 1000 companies has shifted from diversity to inclusion, in part driven by Catalyst research. Recognizing that in- creasing the number and effectiveness of women in leadership positions depends on an inclusive workplace, Catalyst has been focusing on inclusion in its own programs and even changed its mission statement in 2015 to "accelerate progress for women through workplace inclusion." How does an organization develop a more inclusive workplace? Creating a more diverse workplace is much easier, as it requires a focus on numbers in a company's hiring and retention practices. Inclusion is trickier. Catalyst helps organizations build the business case for diversity and inclusion. It relies on extensive research that has revealed the following: The more included employees felt, the more innovative they reported being in their jobs.The more included employees felt, the more they reported engaging in team citizenship behaviors—going above and beyond the "call of duty" to help other team members and meet work- group objectives. Perceiving similarities with coworkers engendered a feeling of belongingness, while perceiving differences led to a feel- ing of uniqueness. Catalyst has identified four leadership attributes linked to inclusion: empower- ment, accountability, courage, and humil- ity (EACH). I deally, the leader of any organization would feel a personal resonance with the work the organization does. is con- nection helps ensure consistency of mission, a passion that trickles down throughout the organization, and a deeper un- derstanding of Catalyst's vision and goals. Gillis feels this mission connect in her bones, says Stuart. at affinity stems from her family's challenging financial cir- cumstances growing up, and also from those in her commu- nity, specifically Nova Scotia's rural, breathtaking yet bleak, Cape Breton Island. "She comes not only from a family that has struggled, but also from a region that has nothing," says Developing Inclusive Workplaces Stuart. "It is not rich in terms of natural assets that can cre- ate prosperous lives for its residents. As a result, people there develop a profound self-sufficiency. On Cape Breton Island, despite the disadvantages, we endure and find ways to create successful lives. "Deb comes a place where people have learned how to over- come barriers and where people spent a lifetime helping one another navigate those barriers. She has brought that mentality to Catalyst, whose primary purpose is to help women overcome barriers. I couldn't think of anyone who would be a better fit to run such an organization than Deborah Gillis." DW Women in S&P 500 Companies by Race/Ethnicity Catalyst, March 2015 Total Employees Executive/Senior-level Officials & Manager First/Mid-level Officials & Managers CEOs ASIAN BLACK LATINA WHITE 2.9% 30 20 25 15 5 10 7.4% 6.2% 27.4% 2.5% 3.8% 3.1% 26.8% 1.7% 1.2% 1.0% 21.0% 0.2% 0.2% 0% 4.4% EMPOWERMENT: You enable di- rect reports to develop and excel. ACCOUNTABILITY: You demon- strate confidence in direct reports by holding them responsible for performance they can control. COURAGE: You put personal interests aside to achieve what needs to be done; you act on con- victions and principles even when it requires personal risk taking. HUMILITY: You admit mis- takes; you accept and learn from criticism and different points of view; you seek contributions to overcome limitations. Based on these findings, Catalyst has developed inclusive leadership strategies, which it passes along in its Inclusive Leadership Training. "Inclusion is so important today," says Catalyst President and CEO Deborah Gillis. "I want to see organizations focus on inclusion in changing the culture of organizations because I think for too long the discussion has been about diversity, which has focused that discussion in the human resources department. Now it is important to translate that discussion into action and penetrate throughout the organization so that individuals feel a responsi- bility to think about how they act, how they behave, and how they interact with colleagues. We believe our work in this area will lead to seeing movement in terms of the inclusion agenda."

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