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Gender Inclusion

New Hires - Lead Inclusively

New Hires Thrive When they Feel They Belong

By | Diverity & Inclusion, Gender Inclusion, Gender Parity, Human Resources, Inclusive Innovation, organizational culture | No Comments

Long gone are the days of new hires working their way up from the mailroom to the c-suite. In fact, according to the Bureau of Labor Statistics, the median tenure of young workers is only about 3 years. In a world that is faster and more competitive than ever, new hires and companies alike need to minimize their speed to productivity if they are to succeed.

Between the fact 46% of new hires fail within the first 18 months (i.e. were terminated, left under pressure, received disciplinary action or significantly negative performance reviews), and that turnover costs companies billions in lost time and productivity (beyond the hiring and training costs) companies need to perfect their ability to empower new hires to thrive. According to Glassdoor, meaningful onboarding that connects new hires to a larger company culture can increase retention by 82%. In other words, it is vital to empower a new hire early and often if they are to succeed.

In recent articles, I have discussed how inclusive workplace cultures encourage happier and more empowered employees, which in turn allows companies to thrive. Inclusion also has resounding effects on the success (or lack thereof) of new hires, which ultimately impacts the larger organization. Here’s how:

New hires need a sense of psychological safety

According to experts in psychology and organizational culture, starting a new job is one of the most vulnerable experiences individuals go through; however, feeling a sense of belonging is arguably as important as feeling loved. Navigating these two components is vital for any new hire, and the root of overcoming these challenges results from a sense of psychological safety.

When new hires feel safe, they are empowered to overcome their vulnerabilities and engage by asking questions, taking initiative, and even making mistakes. If a new hire is engaging on these levels, they are already on the fast-track to long-term success at their new company.

New hires want to feel like they are part of company plans

All employees stand to benefit by feeling like they are part of something bigger than themselves. But employees also need to benefit from feeling that their company is also invested in them.

Connecting new hires with key stakeholders helps continually bridge the natural gaps that exist between organizational leadership and the larger workforce. Engaging new hires in this manner helps build and sustain a culture of transparent communication and overall trust.

What does this mean for companies and their culture? 

When new hires feel connected to their company’s goals and trust that their leadership is invested in them, they will feel safe to engage in their workplace, connect with key stakeholders, leverage professional development opportunities and actively contribute to their company’s long-term success.

This combination of purpose, recognition, and gratitude creates an all-in culture that engages and empowers EVERY employee in a company. But without elements of inclusion that impact an employee from day one, companies will inevitably fall short of harnessing the full potential of their new hires and overall culture.

What do you think?  

How does inclusion impact the success or failure of new hires? What is the evolving role or inclusion in culture and company success in the workplace? You can download the white paper to dive deeper into the topic or join the discussion during an upcoming virtual-live Q&A

Diversity and Inclusion Q&A


About Lead Inclusively

Lead Inclusively is a technology-enabled Diversity and Inclusion Consulting firm devoted to developing leaders, teams, and organizations to leverage Diversity and Inclusion as an accelerator for business performance. Our collective experience has been that diversity only assures that we have a mix of different people in the workplace. Diverse people in a non-inclusive workplace may be retained for some period of time, but without inclusion, they will not thrive, advance, or become strong team collaborators. Our Unique Diversity and Inclusion solutions ensure impactful and sustained transformation in your Leadership Development, Culture,  Team, and Performance.

workplaces happiness begins with inclusion - Lead Inclusively

Employees’​ Happiness Begins With an Inclusive Workplace Culture

By | Diverity & Inclusion, Gender Inclusion, Gender Parity, Generation inclusion, High Tech, Inclusive Leadership, organizational culture | No Comments

You would be hard-pressed to find someone who would disagree with the idea that happy teams are better teams. Happy teams comprised of happy, engaged employees are statistically more productive and focused. It is estimated that companies with a highly engaged workforce make upwards of 147% more earnings per share than unengaged workforces. Happy teams are also objectively healthier. According to WebMD, upwards of 90% of doctors’ visits can be attributed to some form of negative stress in a patient’s life. It is also estimated that upwards of $576B are lost every year by US employers to workforce illness. All of this even though, on average, companies spend around $750 per employee on employee wellness initiatives. For these reasons and more it is fair to say that workplace engagement and happiness begins with an inclusive workplace culture.

Inclusive leadership creates a culture that fosters innovation and drives performance. Having happy employees is the root of innovation and performance. Workplace happiness begins and ends with a culture that is inclusive of its team members. Here’s how:

Happiness begins with feeling understood

Psychology Today suggests that feeling understood is arguably more important to happiness than feeling loved. Inclusive cultures foster the psychological safety necessary for all members to feel comfortable being themselves in the workplace. Inclusion also fosters a culture that places value on individuals for being themselves.

Happiness begins with belonging

Feeling understood gives people a sense of belonging. Knowing that a team respects and appreciates what makes each person different as individuals helps engage all team members. This becomes increasingly important for women, minorities and LGBTQ+ members of a team, who are typically not as well-represented on teams, especially at senior levels.

Happiness begins with being part of something bigger than yourself

When individuals feel like they are understood, they achieve a sense of belonging and connection to the larger team. When ALL team members feel a sense of belonging, they are ready to work together to achieve a collective vision and contribute to larger company goals.

Happy employees are empowered employees

Once ALL employees feel like they are understood, they can achieve a sense of belonging. This helps them feel like they are part of a team with a sense of community that is purposeful. Individuals who feel part of a team that is bought-in to each other and a collective goal, are truly empowered to innovate. Companies that can foster a culture of inclusion can fully expect to reap the benefits of a happy, engaged and empowered workforce.

What can we do?

We believe that leaders are the catalysts to transforming and sustaining inclusion in team culture. But how do we train leaders to be inclusive in the moments that matter most? How do we change the way we coach leaders to be more effective and consistent in their ability to be inclusive? Here are 5 areas of leaders’ daily lives that we can focus our training on to directly impact inclusiveness on teams.

What do you think?

Is there a correlation between inclusion in the workplace, and happiness? Is it fair to argue that when happiness fosters innovation? How can companies transform their culture to help their employees be happier while also boosting the bottom line?

Join a more in-depth discussion to share your insights and receive crowd-sourced solutions from fellow professionals in the space in an open Q&A session.

Diversity and Inclusion Solutions Event


About Lead Inclusively

Lead Inclusively is a technology-enabled Diversity and Inclusion Consulting firm devoted to developing leaders, teams, and organizations to leverage Diversity and Inclusion as an accelerator for business performance. Our collective experience has been that diversity only assures that we have a mix of different people in the workplace. Diverse people in a non-inclusive workplace may be retained for some period of time, but without inclusion, they will not thrive, advance, or become strong team collaborators. Our Unique Diversity and Inclusion solutions ensure impactful and sustained transformation in your Leadership Development, Culture,  Team, and Performance.

 

Takeaways from Mckinsey's 2018 Women in the Workplace report

Mckinsey Women in the Workplace 2018 Report Showing More of the Same. Fed up yet? Me Too.

By | Diverity & Inclusion, Gender Inclusion, Gender Parity, News and Events | No Comments

In response to the 2018 Mckinsey Women in the Workplace Report: In what is widely considered the primary barometer for the state of gender equity in the workforce, McKinsey’s annual report of gender parity in the workplace summarizes a stagnation in gender parity that is concerning but also raises some insight into potential solutions through inclusive culture transformation.

The report: pooling from 279 companies employing more than 13 million people, and features data compiled from their organizations. Like past reports, we notice a continuing trend of women being under-represented in the workforce and continually squeezed out of the workplace as they move higher up the corporate ladder. Women still make up the majority of college grads and leave the workforce at the same rate as men, highlighting that another year has gone by with seemingly the same dynamics at play that continue to hold women back and thus perpetuate the bigger issue of gender parity as a whole. Tired of watching another year go by with the same story unfolding? ME TOO.

Here are a few takeaways:

  • The root of the problem is culture.
  • Inclusion is the key to sustainable change
  • Leadership is the catalyst

The root of the problem is culture.   

While the still-prevalent accounts of sexual harassment are concerning, appalling and worthy of mention, for the sake of this article, I would like to discuss the phenomenon of microaggressions and the “only” experience that highlight the nuanced complexities of the cultural roots behind gender workplace inequality. Being the “Only” woman in a room is an occurrence experienced by one in five professional women and results in the higher likelihood of a woman experiencing, microaggressions, disengagement or worse, sexual harassment. Microaggressions can be described as experiencing a demeaning comment, having to provide more evidence of one’s competence, or being mistaken for someone much more junior. These experiences are products of a workplace culture that fosters an environment that perpetuates the exclusion of female workers throughout their professional life cycle.

Inclusion is the key to sustainable change 

Women are far more likely to experience microaggressions than men. This is only augmented by women who are “Onlys” and all the above result in women being forced out of the workforce pipeline through blatant exclusion in the form of lower promotion rates, or indirectly in the form of attrition because of disengagement. As a result, the issue of female under-representation and exclusion becomes a compounded snowballing effect. Inclusion needs to be the key to changing the focus of our current corporate workplace culture. Through training, gender advocacy and a general shift in workplace values, we can create a workplace that invites, empowers and advances female talent while decreasing the tolerance of, and likelihood for microaggressions, being an “Only” and overall female exclusion.

Leadership is the catalyst  

Leadership is the catalyst for instilling and enforcing an inclusive culture. Buy-in for inclusion and intolerance for exclusion must come from the top and perpetuate all the way down to the entry-level. Leadership is also the key component to fostering inclusion through engagement and advancement. Currently, women are less likely to see their work featured by their managers (at every stage of the employee life cycle) and are far less likely gain valuable access to senior leadership both of which are primary factors in an employee’s ability to advance within a company, and subsequently not leave. Under an umbrella of inclusion, leadership practices are the catalyst for the culture change the current corporate workforce needs if it is to achieve the gender equity that is not only fair but extremely necessary and overdue.

women in leadership mckinsey stats

Women are excluded through a workplace culture that perpetuates inequality and is either purposefully, or inadvertently, upheld by workplace leadership figures from the management level all the way to the C-suite levels. The opportunity for change is there and the rewards for change are prevalent. The question is: who will be the ones to seize it?

How is Lead Inclusively working to change and leverage personnel in leadership to the benefit of desired D&I transformation?

Leadership and culture are complex, yet vital, components necessary to effectively harness inclusion to the benefit of company innovation and productivity. Increasingly, larger companies are losing out on top talent, and subsequent innovation, to more agile companies who are more flexible and capable of implementing culture change when needed. See some ways how larger, less agile, companies are effectively delivering key learning and culture change at scale.

Also, feel free to find us on LinkedIn and Facebook. We are a small team but we always find time to share content that is relevant to the most important D&I topics, and valuable towards inspiring dialogue to guide us all towards viable solutions. We ultimately are all Champions of Change and proponents of equity to all (Women and Men alike). Every interaction we can all share together is one more valuable step towards action and tangible change that makes our world fair and equitable for all.

 

Diversity Metrics that matter - Lead Inclusively

Creating (and Winning!) the Case For Change: Webinar Presented by National Diversity Council

By | #metoo to #wetoo, Gender Inclusion, News and Events, Uncategorized | No Comments
Register Now

Do you ever wonder how you could better articulate the case for diversity and inclusion in your company? Creating the case for change can be a challenge, but with a few simple strategies, you can position D&I as a strategic value driver in a way that will be impossible to ignore.

Creating (and Winning!) the Case for Change is part three in the four-part diversity and inclusion webinar series “Champions of Change,” taught by Denise Pirrotti Hummel, J.D. and presented by the National Diversity Council.

Join us on September 18 for a complimentary webinar that can jumpstart a fledgling D&I program or invigorate a more mature D&I strategy. Hear global thought leader Denise Pirrotti Hummel, J.D., as she shares her expertise on creating allies, building buy-in, becoming an agent for change in your organization, and connecting diversity and inclusion with real business ROI.

You will learn:
• Your role as a change agent in your organization
• Identifying the most compelling case for change for your organization
• Tools for creating buy in
• How to connect the case for change to the strategic business plan

When: September 18, 2018
Time: 8am – 9:30am PST

Denise Hummel

About Denise Hummel:
Denise Pirrotti Hummel, J.D., is the Chief Innovation Officer of Lead Inclusively, Inc., a firm devoted to helping Life Sciences clients to make the connection between inclusion and business performance. She spent many years litigating Civil Rights Cases, including gender equality litigation. As a recovering lawyer, Ms. Hummel was the founder and CEO of a cross-cultural strategy firm which she grew as a single mother. The firm, Universal Consensus, LLC., was acquired by Ernst & Young, LLP., where Ms. Hummel became a partner and led their Talent, Inclusion and Innovation division. She then exited to start her second business.

She is now the Chief Innovation Officer of Lead Inclusively, Inc., a firm devoted to the connection between inclusion and business performance. She serves clients around the globe, with a strong presence in Life Sciences and High Tech. She is a Board Member of the HBA and the Co-Chair of the Life Sciences Committee of Athena. She is also a legacy member of the Marshall Goldsmith 100 Coaches team. Learn more about Lead Inclusively.

About the National Diversity Council and the National Training Center:
A well-informed and properly educated diverse and inclusive workforce can strengthen an organization’s reputation, financial performance, and workplace culture. The National Training Center is a customizable and convenient educational resource provided by the National Diversity Council, a nonprofit that champions diversity and inclusion in our communities and workplaces.

Register Now
Diversity Metrics that matter - Lead Inclusively

Diversity Metrics That Matter: Webinar Presented by NDC

By | Diverity & Inclusion, Gender Inclusion, Human Resources, News and Events | No Comments
See the Recording

Metrics That Matter is part two in the four-part diversity and inclusion webinar series “Champions of Change,” taught by Denise Pirrotti Hummel, J.D. Presented by the National Diversity Council.

Although nearly all companies believe that diversity and inclusion are critical to business success, only 85% of companies track any kind of diversity and inclusion metric. Unfortunately, there is often a lack of knowledge around which metrics matter most. This creates an opportunity for companies who do use metrics to be able to reach their full potential. Lead Inclusively assists organizations in using D&I metrics to diagnose and correct issues throughout the talent pipeline, contribute to business goals, optimize processes and effect sustainable change. Join us on June 5th for a free webinar. Hear global thought leader Denise Pirrotti Hummel, J.D., as she shares her expertise on connecting diversity and inclusion with business ROI. Attend this can’t miss webinar to get your company’s D&I strategy moving in the right direction.

You will learn:
– The value of metrics for tracking and creating sustainable change
– Meaningful metrics most companies aren’t tracking
– Which metrics to track across the employee lifecycle and how to get started
– How to use metrics to optimize processes and achieve strategic D&I goals
– Best and next practices in tracking metrics that matter

When: June 5, 2018
Time: 8am – 9:30am PST

Denise Hummel CEO Lead Inclusively

Denise Hummel

About Denise Hummel:
Denise Pirrotti Hummel, J.D., is the Chief Innovation Officer of Lead Inclusively, Inc., a firm devoted to helping Life Sciences clients to make the connection between inclusion and business performance. She spent many years litigating Civil Rights Cases, including gender equality litigation. As a recovering lawyer, Ms. Hummel was the founder and CEO of a cross-cultural strategy firm which she grew as a single mother. The firm, Universal Consensus, LLC., was acquired by Ernst & Young, LLP., where Ms. Hummel became a partner and led their Talent, Inclusion and Innovation division. She then exited to start her second business.

She is now the Chief Innovation Officer of Lead Inclusively, Inc., a firm devoted to the connection between inclusion and business performance. She serves clients around the globe, with a strong presence in Life Sciences and High Tech. She is a Board Member of the HBA and the Co-Chair of the Life Sciences Committee of Athena. She is also a legacy member of Marshall Goldsmith’s 100 Coaches team. Learn more about Lead Inclusively.

About the National Diversity Council and the National Training Center:
A well-informed and properly educated diverse and inclusive workforce can strengthen an organization’s reputation, financial performance, and workplace culture. The National Training Center is a customizable and convenient educational resource provided by the National Diversity Council, a nonprofit that champions diversity and inclusion in our communities and workplaces.

 

See the Recording

Life Sciences Fireside Chat Program Recap

By | #bettertogether, Gender Inclusion, News and Events

Blog recap of Athena Life Sciences Special Interest Group program: Fireside Chat with notable women in science.

Linda Strause, PhD and Sara Gilman, LMFT met because they both enjoy cycling.  They became close friends because, in addition to cycling, they shared a philosophy that life’s challenges could create such deviations from the most direct route to success, that navigating without a map might actually make more sense.

As a scholar of leadership, I often hear inspirational stories about how professionals achieved success.  This is the first time, however, that I have heard a story of the syncopation of two leaders whose paths have intersected with such serendipity, despite the fact that both walked (or rather cycled) their journey without a map and that their respective compasses were not always tracking true north.

Linda, the Principal and Founder of Strategic Clinical Consultants, shared with us that as she was working tirelessly in the field of oncology, her husband was diagnosed with brain cancer.  Sara, the Founder & President of Coherence Associates, Inc.,  shared with us that while she was working zealously as a family therapist to help others to battle addiction, she came to understand that her own son was experiencing his own battle with addiction.  Powerhouses in their own right, each was powerless to “fix” a problem in their own families, related to their respective expertise.  Their work, their cycling, their friendship and their family life worked in unison to help them heal, as well as stay focused on success, as the gentle sway of the road turned at times to hairpin curves.

The sons of both women eventually joined them in their “Mom-Owned Businesses,” and each credits her son with having insight into the business complementary to her own set of skills.

The definition of success varies with the individual.  It would be easy to define both women as a success.  Linda Strause has thirty years of experience in global clinical operations and clinical development in oncology.  Sara Gilman has created a company consisting of a team of counselors and family therapists.  As Sara explained a breathing technique that is used to reinforce the heart’s regulation of emotional response to create mental toughness, Linda ended the Athena session with a quote by Ralph Waldo Emerson, “To know even one life has breathed easier because you have lived. This is to have succeeded.”  I might add that to thrive in business, while simultaneously administering to the needs of loved ones, takes great courage.  It would be easy to forsake one for the other, and the extremes of selfishness or selflessness are far more common than the balance between them.

Get more innovative! To augment your own life sciences organization, take a moment to learn more about about our Life Sciences Innovation Labs.

By Denise Hummel, Founder & Chief Innovation Officer, Lead Inclusively, Inc.

 

Women on Boards: Tips From Debra Reed, CEO, Sempra Energy

By | #mentorher, #sponsorher, Diverity & Inclusion, Gender Inclusion, Inclusive Leadership, News and Events

On November 17th, I attended the 2020 Women on Boards Luncheon at the Dorothy Chandler Pavilion at the Music Center in Los Angeles. I was fortunate to sit next to Debra Reed, CEO of Sempra Energy and the keynote speaker for the luncheon.

When Debra took the podium, her key message was to be optimistic, while also being realistic. “There are no glass ceilings if you do not believe that there are,” Reed said. “Be realistic about your board goals; start with a non-profit or a start-up before being wedded to aspirations of being on a Fortune 500 Board.”

Debra’s other tips were as follows:

1. Be the very best at what you do best.
2. Reach out to your network about your board aspirations with great specificity.
3. Be a team player at all times; this quality is not dispensable when working on a board.

Debra concluded by sharing her philosophy that leadership is not about knowing; it’s about how we learn. Our analytical ability is critical, but will only take us so far without a well-honed EQ. And since that EQ-IQ combination is what we do best as woman, we should be in good shape to move above the 19% of board positions we currently hold.

As a member of Marshall Goldsmith’s legacy team of executive coaches (the MG100), I am a firm believer that stakeholder-centered leadership coaching can assist women in becoming more well-rounded candidates for board positions. Lead Inclusively is committed to providing the coaching that can assist women in their journeys to the top. Learn more about our executive coaching services here.

News: Saatchi Chairman Has Resigned Following His Controversial Gender Diversity Remarks

By | #bettertogether, #metoo to #wetoo, Gender Inclusion, Uncategorized

 

Kevin Roberts was recently quoted as stating about women professionals, “Their ambition is not a vertical ambition, it’s this intrinsic, circular ambition to be happy. So they say: ‘We are not judging ourselves by those standards that you idiotic dinosaur-like men judge yourself by.’”

Without judgment about the prudence of his statements (which history will record as resulting in his resignation) or the factual truth (neuroscience has clearly demonstrated the incongruencies of his statements regarding the way women think), we must examine both the maturity model of the organizational, national, gender and generational issues associated with the gender “debate.”

Beyond that — Roberts’ quote is so telling about the lack of preparedness of senior executives to effectively address this issue publicly in a way that  puts the company represented in the best possible light regarding gender parity awareness.  The statistics, from the World Economic Forum to every major global consulting firm in the world support the fact that without a shift towards inclusive leadership, teaming, organizational policies and global community, that we will not reach gender parity for the better part of a century.

Most of us, men and women, if we are mentally and emotionally healthy, have the ambition to be happy.  In terms of vertical ambition, some of us, men and women, may wish to rise to senior leadership for increased money, power, and status.  The rest of us, men and women, want to rise to senior leadership so that we can assist our organizations, our people, and our mission to achieve through our thought-leadership, loyalty, and commitment to what our organizations stand for in the global economy and global community.  The defining factor around this is not a gender issue, but rather an issue of individual ethos and personal mission of what we stand for as people and professionals on this earth. Together we can become champions of change for gender parity in the workplace.

Learn more about developing Champions of Change with our one-day workshop.