The Ally's Journey - The 5 Step Process to Becoming an Inclusionary Leader
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This document provides information to help recruit male allies in advancing gender equality and inclusion. It begins with an agenda covering how to recruit male allies, why unconscious bias training alone does not work, and how to change conversations from blame to accountability. It then lists top ways for organizations, women, and men to engage men in inclusion, such as bringing men together, having honest conversations about impact, and encouraging behaviors that support awareness. The goal is to establish metrics and accountability to drive business outcomes through improved diversity and inclusion.
![FIRMS WITH THE GREATEST GENDER DIVERSITY
AMONG EXECUTIVES AND BOARD MEMBERS
[EARNED] 300% MORE REVENUE
AND 50% HIGHER PROFIT
THAN THE AVERAGE COMPANY
UC Davis
400 public companies reviewed
THE BUSINESS CASE](https://image.slidesharecdn.com/workshopwiti-allysjourney-180307210732/85/The-Ally-s-Journey-The-5-Step-Process-to-Becoming-an-Inclusionary-Leader-24-320.jpg)
![The Inclusionary Leadership
Road Map
SUSTAINABILITY
LEADERSHIP
COMMITMENT
COMMUNICATION
IMPACT
• Workshop: Engaging Men as Allies [Live or Virtual]
• Inclusion Initiative/Task Forces
• Inclusionary Leadership Training Program
• Enrollment of senior executives as advocates
• Enrollment of middle management
• Roll-out throughout organization
• Anchoring as a core value
• Policies Examined
• KPI Measurement
• Teams, Tactics, Tasks
• Structures and systems
Experience
and Education
Solutions
and Systems
Leadership
and Commitment](https://image.slidesharecdn.com/workshopwiti-allysjourney-180307210732/85/The-Ally-s-Journey-The-5-Step-Process-to-Becoming-an-Inclusionary-Leader-45-320.jpg)
The Ally's Journey - The 5 Step Process to Becoming an Inclusionary Leader
- 1. THE ALLY’S JOURNEY THE 5-STEP PROCESS TO BECOME AN INCLUSIONARY LEADER DALE@INCLUSIONARYLEADERS.COM
- 2. “ ” "When men help us (with the gender equality movement) change happens 10x faster.” Patricia Arquette, at WITI 2016 YOU WANT TO CHANGE THE WORLD AND GROW AT THE SAME TIME SIGN UP HERE FOR A CONSULTATION Workshops/Training Consulting/Culture Change Speaking
- 3. As Seen On: Previous Speaking, Clients and Programming:
- 4. TODAY’S AGENDA TODAY WE’LL COVER 1.HOW TO RECRUIT MALE ALLIES TO HELP END INEQUALITY IN REPRESENTATION AND LEADERSHIP. 2.WHY “UNCONSCIOUS BIAS” TRAINING DOESN’T WORK BY ITSELF. 3.HOW TO CHANGE YOUR CONVERSATION WITH MALE COLLEAGUES FROM SHAME AND BLAME TO SAFETY AND ACCOUNTABILITY.
- 5. PEOPLE SUPPORT WHAT THEY HELP TO CREATE.
- 6. Top 8 Ways to Engage Men In Inclusionary Leadership in Your Workplace If you are an organization or Team If you identify as a Woman If you identify as a Man who “Gets” it 1. Bring Men Together Engage the “woke" men in your organization to bring men who are still on the sidelines into the game. Ask each member of your women’s initiative to invite a male colleague to their next event. 2. Have honest conversations about the impact of gender Start a men’s conversation. Share with employees, suppliers and investors the potential impact on the bottom line and stock value. Companies with high levels of gender diversity generate 300% more revenue and 50% higher profit than the average company. Include men in the conversation about the positive outcomes of understanding the impact of gender on their lives. “How has the pressure to ‘perform masculinity’ affected their self-image, self-confidence, self-worth and their relationships?” 3. Help men “get” how gender bias exists Give your workforce the facts. For easy access to a multitude of statistics on the current state of gender bias at work, see Harvard Business Review’s: “Tell Me Something I Don’t Know About Women in the Workplace.” Share a story with a male mentor or sponsor from your personal experience, without blaming or shaming the people who made you feel “less than.” Help them see the reality of the impact of “othering” on their team. 4. Engage men’s sense of fair play Talk openly about the “myth of the meritocracy” - the idea that men have earned their place by competing against the best. Create a sense of “sportsmanship” by encouraging diverse talent pools, teams, and mentorship opportunities. Be transparent about your internal representation numbers. Let men know the facts in your industry and in your company. Ask them if they think it’s fair to have a head start over others, and share that what you are looking for is a fair shot at big projects/roles, and a culture that is welcoming to everyone who brings talent to the table. 5. Encourage men in behaviors that are linked to awareness of gender bias Ask influential managers, men who “get” it, to play an integral role in inviting employees to participate in company efforts to increase inclusionary awareness. Identify strategic male allies and engage them in a constructive dialogue about how to improve the culture of inclusionary awareness in the team and company. 6. Encourage men to be vocal allies and champions. Invite the men in your organization who “get” it to show vocal and visible support for inclusionary practices. Show key research about the power of positive peer pressure. Ask each member of your women’s initiative to invite a male colleague to their next event. Invite men as guests, show appreciation (but be careful not to over-praise which serves the ego) 7. Engage the innate desire to take action Explore projects that work best with a cross-functional committee, and invite people from diverse experience levels to represent their teams on the “task forces” or “initiatives.” Initiate exploratory win-win partnership conversations with men. Share the Harvard Business Review research “Why Diversity Programs Fail” - and engage men in solutions. 8. Attach accountability to actions to support productive business outcomes Establish compelling metrics: representation, psychological safety of managers, time to promotion, retention, balance of gender in the leadership pipeline, and increase in female talent attraction. Evaluate the men you manage on their performance in building more balanced teams. Create expectations of participation in inclusion initiatives. Tell men what’s in it for them, personally and professionally. The personal case, business case, and moral priority of inclusion. Explore the ways that gender expectations have impacted your life both positively and negatively. When you walk through the world, try to imagine what it would be like to be “other” than your physical makeup. How much of your self- perception is dependent on the way you appear? Encourage other men to ask the women in their lives - mother, wife, daughter, girlfriend, sister, friend - if and how they have been affected by gender bias. Challenge them to listen with the goal to understand - not to be right or good. It is possible to be a male and experience challenge, but it’s rare to experience challenge because you’re male. Remind other men of the real numbers and facts in your industry and company. Ask them if they think that men and women deserve a fair shot at big projects, jobs and a welcoming culture. Lead by example in meetings. Pay close attention to who is getting the “air time” and ensure gender balance in the appointments and teams you manage, control, or influence. Tell other men that this is important to the company, to you, and to the world. Invite men to events about diversity and inclusion and create space for discussion. Get engaged in the Diversity & Inclusion initiatives, women’s ERGs, or start one of your own. Mentor, sponsor and create space for “othered” groups. Share with female colleagues your intention to be an inclusionary ally and champion and ask how you can support them. INCLUSIONARYLEADERSHIP GROUP.COM
- 7. TEDX TALK: HOW GREAT MEN THINK ALIKE LINKEDIN
- 8. LEADERSHIP THE ALLY’S JOURNEY (GOING UPSTREAM) 1.Acknowledge that I have my own bias and privilege 2.Acknowledge the impact of my bias and privilege… without justifying. 3.Connect with my heart, listen with empathy and compassion 4.Commit to new practices 5.Speak out against the unacceptable behaviors
- 9. SO, STEP ONE: UNCONSCIOUS BIAS TRAINING, RIGHT?
- 11. BAD GUYS GOOD GUYS
- 12. THIS IS WHAT WORKS TO CHANGE THE CONVERSATION SO THAT ANGER OR PAIN CAN BE HEARD AND EVEN JOINED
- 13. WE’RE UNCONSCIOUS OF OUR PART IN THE ISSUE… AND WE THEREFORE ASSUME WE’RE NOT PART OF THE SOLUTION. Dale Thomas Vaughn WHY “UNCONSCIOUS BIAS” TRAINING DOESN’T WORK BY ITSELF
- 14. M N le a a o g w deserving employees fair and objecti Nearly 50% of men think women are well represented in leadership in organizations where only one in ten senior leaders is a woman
- 15. HOW TO CHANGE YOUR CONVERSATION WITH MALE COLLEAGUES FROM SHAME AND BLAME TO SAFETY AND ACCOUNTABILITY 1. IMPACT WHY DOES THIS MATTER TO ME? 2. COMMUNICATION HOW CAN I ACTUALLY OPEN THE DIALOGUE? 3. COMMITMENT HOW DO WE SHOW AND MEASURE BEHAVIOR CHANGE? 4. LEADERSHIP HOW CAN I BE A VISIBLE ALLY AND MODEL? 5. SUSTAINABILITY AWARENESS VS. CULTURE CHANGE
- 16. IMPACT WHY DOES THIS MATTER TO ME? 1
- 17. THE PROBLEM
- 18. 4 Based on a comparison of the full participant set for 2012 to 2015, averaged by company, with results weighted to match Fortune 500 industry composition. REPRESENTATION IN THE CORPORATE PIPELINE BY GENDER AND RACE8 % OF EMPLOYEES BY LEVEL IN 2017 ENTRY LEVEL MANAGER SR. MANAGER/ DIRECTOR VP SVP C-SUITE 11% WHITE WOMEN WHITE MEN 2016 PIPELINE % WOMEN 2017 PIPELINE % WOMEN CHANGE9 46% 47% 1% 37% 37% 0% 33% 33% 0% 29% 29% 0% 24% 21% -3% 19% 20% 1% 54% 47% 70% 67% 9% 31% 26% 26% 23% 12% 36% 61% 18% 18% 17% 11% 8% 6% 4% 3% 13% 16% 16%MEN OF COLOR WOMEN OF COLOR
- 19. THE PROBLEM GENDER AND INNOVATION ▸ Tech, Telecom and IT are underperforming in a KPI that is positively correlated to product innovation… ▸ …there is a market correction coming. REPRESENTATION OF WOMEN ACROSS INDUSTRIES % OF WOMEN BY LEVEL 6–7 | WOMEN IN THE WORKPLACE: CORPORATE PIPELINE MANAGERENTRY LEVEL SR. MANAGER/ DIRECTOR VP SVP C-SUITE ENTRY LEVEL MANAGER SR. MANAGER/ DIRECTOR VP SVP C-SUITE A CLOSER LOOK Different industries have different talent pipelines Although women are broadly underrepresented in corporate America, the talent pipeline varies by industry. Some industries struggle to attract entry- level women (technology), while others fail to advance women into middle management (food, beverage, and restaurants) or senior leadership (insurance). REPRESENTATION OF WOMEN ACROSS INDUSTRIES (CONT.) % OF WOMEN BY LEVEL 54% 47% 38% 27% 23% 59%CONSUMER PACKAGED GOODS 49% 38% 29% 20% 17% 57% INSURANCE RETAIL 60% 54% 48% 45% 33% 31% TECHNOLOGY (HARDWARE & SOFTWARE) 36% 30% 27% 25% 20% 17% MEDIA & ENTERTAINMENT 50% 48% 43% 41% 34% 27% TELECOM & IT SERVICES 33% 24% 23% 21% 14% 15% AUTOMOTIVE & INDUSTRIAL MANUFACTURING 26% 20% 20% 18% 16% 13% TRANSPORT, TRAVEL, LOGISTICS & INFRASTRUCTURE 53% 33% 32% 24% 13% 19% 51% 42% 36% 28% 25% 18% BANKING & CONSUMER FINANCE 48% 43% 42% 34% 22% 26% PROFESSIONAL & INFORMATION SERVICES (INCLUDING LEGAL) 47% 35% 32% 23% 17% 17% ASSET MANAGEMENT & INSTITUTIONAL INVESTORS HEALTH CARE 51% 44% 40% 35% 73% 69% 46% 40% 36% 26% 22% 52%PHARMACEUTICALS & MEDICAL PRODUCTS 39% 33% 26% 20% 49% 22% FOOD, BEVERAGE & RESTAURANTS ENERGY & BASIC MATERIALS 40% 22% 22% 22% 15% 16%
- 20. “RESEARCH SHOWS THAT IN MALE- DOMINATED SETTINGS, TOKEN WOMEN ARE MORE LIKELY TO WORRY ABOUT THEIR STANDING, SO THEY’RE RELUCTANT TO ADVOCATE FOR OTHER WOMEN.” Sheryl Sandberg, New York Times THE PROBLEM WITH TOKENISM
- 21. “THE MOST SIGNIFICANT OBSTACLE IDENTIFIED IS AN ENTRENCHED MALE CULTURE, A BARRIER THAT EVEN MEN ACKNOWLEDGED MUST CHANGE.” ManpowerGroup WHAT’S THE HOLDUP?
- 22. “UNCONSCIOUS”
- 23. THE OPPORTUNITY
- 24. FIRMS WITH THE GREATEST GENDER DIVERSITY AMONG EXECUTIVES AND BOARD MEMBERS [EARNED] 300% MORE REVENUE AND 50% HIGHER PROFIT THAN THE AVERAGE COMPANY UC Davis 400 public companies reviewed THE BUSINESS CASE
- 25. THE BUSINESS CASE A PREPONDERANCE OF EVIDENCE ▸ Of 7,615 firms surveyed by the London Annual Business Survey, businesses run by culturally diverse leadership teams were more likely to develop new products than those with homogenous leadership. ▸ In Innovation: Management, Policy & Practice, 4,277 companies in Spain were analyzed… companies with more women (gender diversity) were more likely to introduce radical new innovations into the market over a two-year period. ▸ In a global analysis of 2,400 companies conducted by Credit Suisse, organizations with at least one female board member yielded higher return on equity and higher net income growth than those that did not have any women on the board. ▸ A 2015 McKinsey report on 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have financial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean.
- 26. THE BUSINESS CASE “THE MAGNITUDE OF THE EFFECTS IS NOT SMALL” ▸ …the correlation between women at the C-suite level and firm profitability is demonstrated repeatedly, and the magnitude of the estimated effects is not small. ▸ For example, a profitable firm at which 30 percent of leaders are women could expect to add more than 1 percentage point to its net margin compared with an otherwise similar firm with no female leaders. ▸ By way of comparison, the typical profitable firm in our sample had a net profit margin of 6.4 percent, so a 1 percentage point increase represents a 15 percent boost to profitability. ▸ When considering a broader set of firms, both profitable and unprofitable, the result is even more striking. For the sample as a whole, the firm with more women can expect a 6 percentage point increase in net profit, while overall median net profit was just over 3 percent.
- 28. I GET IT GENDER PARTNERSHIP IS GOOD FOR BUSINESS WHAT’S IN IT FOR ME?
- 29. PERSONAL CASE FOR MEN WHAT MEN GAIN PERSONALLY ▸ Less worry ▸ Less time at work ▸ More quantity AND quality time with loved ones ▸ Better relationship satisfaction - MICHAEL KIMMEL; MCKINSEY & LEAN IN
- 30. “FEMINISM WILL MAKE IT POSSIBLE FOR THE FIRST TIME FOR MEN TO BE FREE.” Michael Kimmel THE PERSONAL CASE
- 31. IF YOU ARE NOT ADVOCATING FOR WOMEN IN THE WORKPLACE, YOU ARE HURTING YOUR DAUGHTERS’ FUTURE. Jeffery Tobias Halter Why Women? PERSONAL CASE FOR MEN
- 32. I GET IT GENDER PARTNERSHIP IS GOOD FOR ME BUT IS IT TOP PRIORITY?
- 33. The economic case for gender parity of additional annual GDP in 2025 in the full-potential scenario of bridging the gender gap... … equivalent to the combined US and China economies today. $28 trillion Equal to 2x the likely contribution of women to global GDP growth in the business-as-usual scenario McKinsey Global Institute’s Gender Parity Score points to where 95 countries stand on gender parity. could be added in 2025 if all countries matched their best-in-region country in progress toward gender parity.$12 trillion
- 35. “97% OF MILLENNIALS THINK THEIR GENERATION WILL FINALLY ACHIEVE EQUALITY OF OPPORTUNITY FOR EMERGING FEMALE LEADERS.” ManpowerGroup THE FIRST NATIVE GENDER-NEUTRAL GENERATION
- 36. COMMUNICATION HOW ARE WE GOING TO TALK ABOUT THE ELEPHANT IN THE ROOM? 2
- 38. WHAT IS INVISIBLE TO YOU RELATED TO YOUR GENDER?
- 39. Go on a bias scavenger hunt Bias or Blind Spot Whose blind spot? Mine or someone else’s? How the bias is holding us back Male-bonding activity: Watch for male-centered team activities like golf or cigars. Ask women what they would like to do as a team builder. Mansplaining: Watch for a man explaining something to a woman who is likely to know as much or more than him about the topic. Manterrupting: Watch for a man talking over or interrupting a woman as she voices a concern or an idea; or a man repeating what a woman says, only louder, and then getting undue credit for her idea. Irrelevant gender assumptions: Watch for pre-judgments about what a person might want because of their gender. For instance, reading CVs and assuming a woman won’t want to move or travel because she may be a mother. Gender Leadership Group Be Time aware: Watch for snap judgments that reward men. Research shows that unconscious bias tends to favor men in time crunches, and tends to be more balanced when there is time to fully examine all of the options. Bias Scavenger Hunt Inclusionary Leadership Group
- 40. COMMITMENT BY WHEN DO WE EXPECT TO ACTUALLY CORRECT SYSTEMIC ISSUES? 3
- 42. LEADERSHIP WHO ARE VISIBLE ALLIES AND ROLE MODELS? 4
- 43. LEADERSHIP WHAT YOU CAN DO AS A LEADER ▸ Get interested and learn about your unconscious bias and how it influences your leadership. ▸ Contemplate the unintended impact of your unexamined biases. Ask others in your life (colleagues, friends, wives, sisters and daughters) to share with you how they have been impacted by gender, race, class, or any other bias. ▸ Lead by example in ensuring inclusion in the teams you lead, manage, control or influence. ▸ Consciously choose to mentor and sponsor women and potential achievers from minority groups in your organization. ▸ Further develop your empathy skills. ▸ Identify other strategic male partners in a constructive dialogue about their own gender perspective.
- 44. SUSTAINABILITY ANCHOR INCLUSION TO BUSINESS IMPERATIVES 5
- 45. The Inclusionary Leadership Road Map SUSTAINABILITY LEADERSHIP COMMITMENT COMMUNICATION IMPACT • Workshop: Engaging Men as Allies [Live or Virtual] • Inclusion Initiative/Task Forces • Inclusionary Leadership Training Program • Enrollment of senior executives as advocates • Enrollment of middle management • Roll-out throughout organization • Anchoring as a core value • Policies Examined • KPI Measurement • Teams, Tactics, Tasks • Structures and systems Experience and Education Solutions and Systems Leadership and Commitment
- 46. THE ALLY’S JOURNEY THE 5-STEP PROCESS TO BECOME AN INCLUSIONARY LEADER DALE@INCLUSIONARYLEADERS.COM