- What is your response to current events surrounding the athletes’ actions?
- Why do you hold that perspective?
- What experiences have you had in your life that contribute to how you think about this issue?
- How do you feel about what is being said and done by all parties?
- What information would you like to gain to understand the situation better?
Awareness:Self-examination about an individual and organization’s world view. What is the individual’s personal story? How do they see the world? How did this shape their biases and impact micro-aggressive behaviors? What data has the organization gathered? What is the specific context and opportunities do they see? Alignment: In this phase, we work to align participants within their specific teams as well as to align to the organization’s larger stated goals. It is not enough to simply state the organization’s goals. Each individual needs to understand his/her role in creating an inclusive work culture. Action: Diversity and inclusion initiatives require conscious action through courageous conversations. Enact focuses on a variety of hands-on activities, tools and techniques to help individuals take action, engage in courageous conversations, and seek opportunities to be allies for others. Accountability: For any initiative to be successful, there must be personal accountability. Our approach teaches leaders how to hold themselves and others accountable, deliver on commitments and address the impact when those commitments aren’t met. Enact’s 4A’s model is the foundation of our Inclusive Leadership Programs. We offer organizational solutions to meet a variety of diversity, equity and inclusion needs. Whether you want a workshop to introduce the topic of inclusion or you are looking to launch an organization-wide strategy, Enact can help.
Overview of Enact’s Best-Selling Inclusive Leadership Programs
So why are so few giving it to them?The future is here and the world is desperate for a new kind of leadership. Companies need to be increasingly adaptive and nimble to stay relevant in today’s market. The demands of an increasingly younger workforce are requiring massive shifts in the way we think about everything in business. Leaders today can’t just focus on the ‘what’ of business and succeed with traditional strategies and business know-how of the past. Traditional hierarchical organizational structures have been replaced with matrix-like structures. This requires leaders to be skilled at communicating and adept at influencing others who may not directly report to them. Leaders are confronted with the necessity of building a collaborative, diverse work culture that empowers and engages employees. Their prior leadership approach of directing and telling doesn’t work well in this new environment. The workplace reality becomes ever more emergent, ever less static. And the leaders that are increasingly taking the helm – Millennials – simply aren’t getting the development that they want – and need. The leadership gap and shortage crisis is real. Several studies have found that crucial leadership skills in organizations are insufficient for meeting current and future needs. Fortunately, millennial leaders are hungry for the learning and development opportunities that will prepare them to lead tomorrow’s businesses. Gallup has reported that Millennials value development more than other generations do, and Bersin by Deloitte found that Millennials rate L&D as the #1 job benefit, more important than healthcare, cash bonuses and even flexible working hours! Unfortunately, supply is not meeting demand. Seventy percent (70%) of millennials report that they are receiving no leadership development whatsoever. None. A study conducted by Brandon Hall Group in 2015 found that only 20% of organizations identified the Millennial leader group as critical for development over the next 24 months. This has created a significant leadership gap. Most companies simply aren’t prioritizing the leadership development of Millennials. They are the leaders who will make or break not only the future of individual companies that they lead, but also our collective future. It seems to me like they are worth investing in. Enact offers a variety of programs focused on developing Next Generation Leaders. Contact us at firstname.lastname@example.org for further information.
Reactive: designed to identify and address problems
Proactive: designed to identify and propel opportunitiesThe immobilizing cycle of reactivity: If you currently have a reactive leadership development cycle, here’s what it might look like:
- Identify organizational pains are tied back to leadership incompetency
- Identify leadership ‘problems’ and the leaders that have them
- Brainstorm ‘solution’ to problem and implement it
- Hope that somehow everything improves, while waiting for something else to break
- Experience organizational pain tied back to leadership incompetency
- Repeat until the system is beyond repair
- Identify leadership trends, necessary leadership capacities and promising leaders
- Identify leadership ‘opportunities’ and build off of their existing strengths
- Dream, create and implement innovative strategies
- Collect consistent feedback data and measure impact
- Tweak the new operating system as needed with small updates that keep it current
- Repeat as you watch your company soar above the competition
“What are the problems we need to fix?” – or – “What are we going to create together?”Ultimately, we get what we ask for. The answers to these two questions are undoubtedly different, and lead to two very different destinations.
Creating an effective leadership development strategy requires time and attention.
The first step is to address these 5 key focus areas.
- Purpose: This is the most important component to define but it is often overlooked. Can you articulate what you are expecting to achieve with your leadership development efforts? Is your goal to retain existing talent, improve your internal leadership pipeline or attract new talent? Are you looking to energize your employees with the knowledge that you care about them and are thoughtfully investing in their development? Once you identify your purpose, how will you measure success? Remember that people pay attention to what is measured and you are more likely to have a successful outcome.
- Audience: The most effective leadership development strategies are wide reaching and inclusive. Leadership development should not be restricted to the leaders at the top but also the development of rising talent, new managers or new hires that are years away from a traditional leadership position. It may mean providing targeted and intentional development opportunities for minority or underrepresented groups as well as intentionally creating opportunities for leaders and teams from across the company to come together to learn, network and build relationships.
- Objectives: This is where most traditional leadership development strategies start and end. This is the nuts and bolts – the answer to the question, “what do we want people to walk away with?” Too often the creation of these objectives come solely from what the company needs it’s leaders to know, rather than starting with a thoughtful evaluation of the purpose and intended audience of the programs, and thinking about their needs and how to serve them. The difference is objectives that are generic ‘one size fits all’ offerings and objectives that are customized and relevant for both the organization and the individuals they are meant for.
- Content: Once you’ve finalized your objectives, ensure that you are utilizing content that is recent, relevant and specific to your particular organization and the market that you are working within. Our world of work is constantly changing and evolving which means that our content must continue to evolve to meet the changing needs of employees. Make sure you’re providing your customers with the latest and best information available.
- Method: Deloitte’s 2017 Global Human Capital Trends report found that most CEO’s say that L&D is “wildly out of sync” with how people learn. Classroom style training where participants are berated with loads of content and little practice opportunity just don’t work. The most effective methods will include a thoughtful and intentional mix of content and participatory exercise, employing many different channels of learning to reach all types of learning styles. Think about the duration of the offerings (some companies employ a week-long immersive academy experience, while others opt for ½ day offerings or shorter). Make sure that the content that you want to cover and the skills that you want to improve, realistically align with the time that you have available. It is critical that participants have adequate time to practice new skills and that there is reinforcement after the program. Learning is a process and not a one-time event.