Podcast Transcript

On The Nightstand 4

Marsha Clark  0:10  
Hello to all and welcome to "Your Authentic Path to Powerful Leadership" with Marsha Clark. For our longtime listeners, you know that periodically I share my thoughts on a book other than my own. And today I'm offering insights from the book, "The 5 Disciplines of Inclusive Leaders: Unleashing the Power of All of Us." And this was written by Andres T. Tapia and Alina Polonskaia. And I hope I'm pronouncing those names right. And it was published in 2020 by Berrett, Koehler and the authors are both senior client partners at Korn Ferry, which is a global organizational consulting company. And I've used a tremendous amount of their research and tools over the past 30 years in support of my leadership and executive development work. So I have great confidence in their work. And I'd like to really start the content portion of this podcast with one of my favorite quotes by Arthur Chan, when you think about the title, "The 5 Disciplines of Inclusive Leaders", and Arthur Chan's quote is: "Diversity is a fact. Equity is a choice. Inclusion is an action. Belonging is an outcome." And I just love all that that quote includes and entails. And our focus on this podcast and with this book summary is to focus on that third line. Inclusion is an action.

And in the work that I've done, I've asked lots and lots of people to define inclusive leadership and there have been many very responsive. And here's what this book offers as a definition: There's plenty of opinion in the public square about what an inclusive leader looks like, as well as many inspiring stories. But we wanted to start with the science. What did the 3 million leadership assessments in our Korn Ferry database tell us about the unique elements of inclusive leaders? First, we will look at the traits or inner enablers of inclusive leadership. Traits are how we are wired. They indicate our personality characteristics which heavily influence how we think, feel and act. In the book's inclusive leader model, traits are the enablers that support the inclusive leader competencies. Taken as a whole, these traits help answer the following question: What is the leader's natural disposition toward differences? And we found what they call five trait clusters: 1) authenticity 2) emotional resilience 3) self assurance 4) inquisitiveness and 5) flexibility. And these trait clusters enable inclusive leadership and each contains several sub traits. So let me read those sub traits to you. With authenticity it requires humility, setting aside ego and establishing trust in the face of opposing beliefs, values or perspectives. In the second trait, emotional resilience, it requires the ability to remain composed in the face of adversity and difficulty, including when one is around others with differences. It also requires situational awareness to be able to pivot and change behaviors to effectively manage diversity. And the third, self assurance, requires a stance of confidence and optimism. The fourth, inquisitiveness, requires openness to differences, curiosity, and empathy. And the fifth one, flexibility, requires the ability to tolerate ambiguity and be adaptable to diverse needs. So I love thinking about those as part of our inner traits, that natural wiring, and I invite our listeners to think about how do you relate to those, the authenticity and all that it entails, the emotional resilience, the self assurance, the inquisitiveness and the flexibility.

And traits such as an openness towards differences are must haves, but they're not enough to make an inclusive leader. An inclusive leader must also possess the skills to lead inclusively. And this is where I see the inclusion is an action in the quote that I read earlier by Arthur Chan. So let me tell you what those five disciplines are. The first one is Builds Interpersonal Trust. The inclusive leader embraces perspectives that differ from their own. They are honest and authentic. And you know, I love the authentic part of that. Of course, I love the honest part. But the authentic is something that I focus on in all of my leadership work as well. The second discipline is Integrates Diverse Perspectives. The inclusive leader considers all points of view and the needs of others and skillfully navigates conflict situations. The third is Optimizes Talents. The inclusive leader motivates others, supports their growth, and joins forces for collective success. The fourth, Applies an Adaptive Mindset. The inclusive leader takes a broad worldview, adapts behavior to suit the situation and creates new approaches. And the fifth discipline is Achieves Transformation. The inclusive leader confronts difficult topics and brings people along to achieve results. And if you're interested in viewing what they have in the book, which is a visual model with the inner traits or these traits of authenticity, emotional resilience, and so on, they're in a center circle and then on the outside of that circle are the five disciplines. And if you're interested in that visual, seeing that visual model, you can find it at my website, marshaclarkandsssociates.com.

The five disciplines are based on competencies and are enabled by these five trait clusters. And leaders can have expanding spheres of influence or impact that flow from self, team and organization. And if we follow the inclusive leader model in a clockwise fashion, the spheres of influence widen as one moves along the model. So the discipline of builds interpersonal trust primarily involves the spheres of self and team, while integrates diverse perspectives moves more fully into the realm of impact on the team. The third discipline optimizes talent has a major impact on both the team and the organization. But both still primarily relate to the direct impact on talent. And it's in the last two disciplines, applies an adaptive mindset and achieves transformation, where the impact lies heavily on the organization, not only on people, strategies and experiences, but also on other business imperatives such as innovation, globalization, brand and reputation and growing market shares.

I also want to share with you and I think this is a another important piece to all of this and being an inclusive leader. And the subtitle in the chapter reads, Biography Matters. There's a vital wrapper around our five discipline model biography. A leader's formative and lived experiences create a unique irreplicable story that in essence makes them diverse though the term diverse is commonly misused. People often will refer to diverse candidates for diverse talent, when they're really referring to talent that has been traditionally underrepresented. But those people are no more or less diverse than those from the majority culture. Diversity is about the full range of differences. Instead of talking about diverse employees then, it is much better to talk about diverse workforces and teams. Every person is diverse in their own way. And it's useful to embrace this notion because it can be potently effective in helping those in the majority culture to begin to feel included in the inclusion journey. In any event, because biography matters, it is important to recognize that each person's diversity confers on them advantages or disadvantages that create inequity in society and the workplace. Addressing this disparity is what leads us to the work of inclusion and equity. We have found that knowing clients biographies, as well as their experiences with diversity can help in how we coach them on the five disciplines. Experiences that expose one to a variety of geographies, to people with all kinds of differences and a range of contexts, can have a profound impact in challenging leaders assumptions and ways of doing things. It also helps them realize the power of approaching problems by unconventional paths and to recognize that customer and employee needs cannot be effectively addressed the same way across the board. Instead, solutions may be varied and sometimes counterintuitive.

Formatively a leader may have grown up in a different country or region from the one in which they live and work today. They may have experienced being in the minority, in the majority or in a fully racially or ethnically mixed environment. Their parents may have done an overseas stint in business, nonprofit government, military, or missionary organizations. While in school leaders may have studied abroad or participated in a service program. They may have undertaken an extended stay in a different culture, whether within or outside of their native country. Their professional development might have included expatriate assignments, work assignments across varied which means cross functional, cross divisional or cross market contexts, also may have forced leaders to operate outside their comfort zones and to challenge their own assumptions. In our inclusive leaders survey of talent professionals, there was unanimous consensus that inclusive leaders must seek to gain new and diverse experiences in the present and the future. It also was seen as valuable if leaders had been actively involved in giving back, such as by sponsoring or mentoring people from different backgrounds, or if they had worked in an organization with a meaningful amount of diversity. Biography matters because exposure to different experiences, coupled with deliberate development and discussion about what they mean, can be transformative. This can help leaders get comfortable seeing the world from other points of view. Inclusive leaders learn to more profoundly leverage their biographies with savvy to lead others inclusively. And for those who did not have early life exposures to diverse experiences, it's not too late for short or long term immersion experiences or even lifestyle changes.

So I want to take each one of the traits and talk a little bit more about them to deepen the understanding. So the first is authenticity. And this is the expectations of forthrightness in relationships, humility, and freedom from arrogance. So the two bullets if you're thinking about charting this or taking some notes, it's authenticity. And the definition of that is expectations of forthrightness in relationships, humility, and freedom from arrogance. And the two bullets below that are trust and humility, thinking about the deeper meaning of authenticity. And the literature on contemporary leadership is replete with research that indicates that authenticity is one of the most valued traits in leaders. Generation X, millennials and Gen Z have grown up in a time with an expectation of personal privacy, are cynical about leaders in institutions because of all that has been exposed about what happens behind closed doors. They expect that the truth about ethical lapses, corporate greed or government corruption will come out sooner or later. To create trust one of those subsets of authenticity, leaders must be transparent about who they are, how they make decisions, and how they're thinking may be evolving as it is challenged. This is why we begin inclusive leader work with individuals sharing their personal biographies and cultural identities. We start out with the true assumption that everyone is diverse. Everyone has a unique irreplicable story, including those in the majority. Of course, each person also needs to have a grasp on what advantages and disadvantages their diversity has provided them with. This is the work of inclusion and equity.

To share and disclose requires the second subset of authenticity, which is humility. While there are indeed leaders who grew up privileged, many have stories of growing up poor or in abusive homes. Some of the executives we have coached in the United States were members of white minorities in black or Latino communities. Others were Black, Latino or Asian minorities in white communities. And even those who grew up privileged often have mixed feelings about whether their lack of exposure to diversity has stunted their ability to be inclusive. There are myriad permutations. When leaders begin to be open about their stories and their implications, first to themselves and then by sharing them with others, it begins a process of establishing and deepening trust with those within a team or an organization.

Now let's talk about the second trait, which is emotional resilience. And the definition here is calm and composed under stress and aware of self in the moment. So the two sub bullets under emotional resilience are composure and situational self awareness. So diversity and inclusion can elicit a significant amount of hidden panic among leaders. After all, they often are the cited evidence that an organization is not diverse or inclusive. The trade of emotional resilience is a must have for leaders who seek to be inclusive. But this work is not for the faint of heart. Across countries, industries and functions leaders scored low on this enabling trade cluster and our global inclusive leadership analysis. That is because one of the hardest things about diversity is adapting to unfamiliar people and situations and keeping it together in the midst of the complexities of differences. An inclusive leader makes declarations of the vitalness of diversity and inclusion to the organization and hopes will be raised, but backlash may also ensue. Voices that have long been covered and repressed will begin to be heard. They will begin to challenge and question more openly. The organization and its leaders will need to listen and be ready to respond. So in this environment composure, the ability to remain calm and in control in the midst of stress and challenge, is vital. Employees understand that the issues are fraught. All sides for the most part seek out and value the leaders who can keep it together as the tugs and pulls take place. Inclusive leaders also require situational self awareness to tune into the context in which they are about to speak or make a decision. But the context they need to be aware of ore not just the ones within organizational boundaries. They also need to be tuned in to what is going on in the world at large and how it is affecting their employees.

And then the third inner trait is self assurance. And the definition here is believes in own capabilities and has positive expectations for the future. So this requires the semblance of confidence and optimism.  And now reading from the book: We all know it's difficult for people to change in their personal lives. And this is no less true of people within organizations. When favored or legacy behaviors have been institutionalized through processes, structure, policies and requirements, it becomes clear how audacious a declaration to become more diverse and inclusive really is. Consider the competence and optimism all pioneers exhibit in the face of uncertainty and long odds. Examples include: NASA in its quest to get a man on the moon, the Polynesians, who embarked on rafts to see where the massive Pacific Ocean currents took them and landed in South America, the Polish French physicist and chemist Marie Curie who remains the only person to win the Nobel Prize in two different scientific fields, or gymnast Simone Biles, who performed the first ever triple double tumbling pass. None of these achievements would have been possible without the people involved possessing the self assurance that they could be done. Inclusive leaders also require this trait for the very hard, perilous and long haul work of diversity and inclusion. Employees may be cynical about the prospect of change, but they also are receptive to those who charge forward with the confidence and optimism to make it happen anyway.

And then the fourth inner trait is inquisitiveness, seeks understanding and sense making and wants to know how others think and feel. So there are three sub bullets under this inquisitiveness trait, openness to differences, curiosity and empathy. Inquisitiveness is the heart and soul of the enabling trait composites. It's this inquisitive demeanor that pries things wide open when it comes to unleashing the power of diversity in an inclusive way. For all the talk about how organizations need differences for all sorts of compelling reasons, the propulsion inherent in this diversity often remains bottled up, like the fuel in a rocket that sits ready to be ignited and to cause liftoff, but never does. The only way to ignite diversity and all the power it brings is to tap into it, explore it and understand it through inquisitiveness. The lack of curiosity and openness to differences can lead to a form of bias and assumption that everyone is the same. The results can be dismissal or minimization of other people's feelings, ways of thinking and experiences. Furthermore, when openness is limited to just an embrace of those who are different, without an accompanying empathy for their different experiences, people may be reticent to bring their whole selves to work as they have been invited to do. It negates the very benefits we seek out in attracting greater diversity. And this is the moment where many start to bump into cognitive dissidence. If we call out differences this way, even in the constructive spirit in which it's meant, what about unity? Does this not create a separation, the very antithesis of what we are after in inclusion. And therein lies the inclusion paradox. In order to achieve inclusion rather than just focusing on what we have in common, we need to proactively surface our differences as well.

The only way to navigate this paradox and be truly inclusive is to be inquisitive, through an openness to the implications of people's differences, curiosity about who they are, and the choices they have made about individual and group identity. And empathy that not only seeks to understand, but honors and respects the choices people have made about who they say they are. And a study of inclusive leadership by Catalyst, which we know is a nonprofit organization global organization that studies the issues of women in the workplace. A study of inclusive leadership by Catalyst shows that people want both unity with others and to have their differences recognized. And I want to read that one more time. A study of inclusive leadership by Catalyst shows that people want both unity with others and to have their differences recognized. Perceiving similarities with coworkers engenders feelings of belongingness while perceiving differences leads to a feeling of uniqueness. And the paradox is real. This is my own thoughts about this, the paradox is real. And it's a both/and, right, that both can be true that we can honor and respect our differences and we can find our places of unity or commonality. And therein lies the magic or the beauty of diversity, in my humble opinion.

And then talking about the last inner trait, it's flexibility, and that's being comfortable when the path forward is not clear. And the two sub bullets under flexibility are tolerance of ambiguity and adaptability. And then again, reading from the book: Certainty can be comforting. But when it comes to organizations made up of a diversity of humans, there are way too many situational variables, way too much mystery about human emotions and motivations, and way too many unknowns about what has shaped people's worldviews to be certain about the best way to achieve greater diversity and inclusion. Inclusive leaders understand that there's no one answer or set of practices that will achieve their goal of diversity, inclusion, and unleash the power of all of us. That is because diversity and inclusion is always about testing and questioning the status quo. If the status quo were already equitable, there would not be any need for diversity and inclusion interventions. So this means that inclusive leaders must be adept at moving from a place of organizational and individual certainty, to one of exceptional flexibility. They must have a tolerance for ambiguity because the contexts in which they find themselves are not always clear and we really don't know what the future holds. They must also demonstrate adaptability to situations in which the information is always incomplete and vital voices often are missing from the room. In martial arts, a stiff stance sets one up for an easy takedown. So too with leading inclusively. Instead, assuming a flexible crouch will give you the greatest set of options to counter the next strike of injustice, inequity and exclusion.

So, if we think about these traits, if they are the soul of inclusive leaders, then the 5 disciplines, those key competency composites, are the inclusive leaders in action. The 5 disciplines are what inclusive leaders achieved through skill, persistence, and practice. And as the leaders master these inclusion competencies, they will go through the same process as when they learn any other set of skills. There are things to learn and apply. There is trial and error. There is feedback and coaching. There is role modeling. There is learning from others. There are risk assessments, trade off decisions and bold actions. And these efforts are mobilized at the interpersonal team, and organizational levels. So, in thinking about the first discipline, builds interpersonal trust, I would offer to our listeners that we talked about building trust in Episode 22 of our podcast, and the title of that is "What's Trust Got to Do With It?" So, if you want to do a deeper dive into what it takes to build and sustain trusting, mutually trusting relationships, you might take a listen to that.

And so, now let me read to you what this book has to say about builds interpersonal trust as the 1st discipline. The definition they give, one is honest and follows through. One establishes rapport by finding common ground while simultaneously able to value perspectives that differ from one's own. And this discipline building interpersonal trust is a foundational discipline of inclusive leaders. In fact, 100% of the talent professionals who responded to our inclusive leader survey said building interpersonal trust is either extremely or very important to being an effective, inclusive leader. Trust leads to credibility and an increased willingness to listen and adhere to directions. It creates a reciprocity between leaders and team members in which both feel comfortable sharing themselves and their perspectives. And two competencies make up this first discipline, 1) the ability to instill trust and the ability to 2) value differences. Interestingly, each initially leans in the opposite direction of the other, but then they come full circle to reinforce each other for optimal, inclusive impact. Instilling trust requires finding common ground across differences, while valuing differences requires surfacing the implications of differences to better understand others. This is the paradox of inclusion. Inclusive leaders must focus on what we have in common and also proactively unearth our differences. Finding common ground comes first before the harder work of surfacing differences constructively.

To do so leaders often highlight the organizational mission and values employees are meant to live and they communicate the shared short and long term goals they are working toward together. But focusing on commonalities as a way of establishing trust has its clear limits. There is a point of diminishing returns where the drive to find commonality as an act of solidarit, devalues differences. When this happens, the trust born out of the discovery of similarities begins to erode. When differences are brought out into the open, inclusive leaders can shape more inclusive practices and procedures to achieve that often touted but often elusive goal of greater diversity leading to greater creativity and innovation. This is how instills trusts and values differences end up reinforcing one another. Finding commonalities instills the initial trust that allows for the higher risk exploration of differences. Then as leaders surface and embrace differences, they build further trust with all their team members.

Discipline 2 is integrates diverse perspectives. And as another side note, well first let me read you the definition: Considers all points of view and needs of others and skillfully navigates conflict situations. So as another side note, I did a six part series on managing conflicts. So if you want to do a deep dive on how to skillfully navigate conflict situations, you can review episodes 52 through 57 to find out more about how to navigate conflict situations. In our inclusive leader survey of talent professionals, 100% of respondents said that integrating diverse perspectives was either extremely or very important. At the same time, we have found that this inclusive leadership discipline is one of the most difficult to master. It requires patience and humility to 1) balance stakeholders and effectively 2) manage conflict. But most executives and their teams have a bias for action and are driven by near term results. Peggy Hazard, a Korn Ferry senior client partner, explains that when asked about the value of leveraging diversity, executive teams often say but we have targets to meet, we don't have the luxury. Inclusive leaders on the other hand, invest time and encourage voicing differences as an invaluable source of fresh solutions. They understand that the extra time they spend working through conflict on the front end not only saves time in the long run, it also leads to better results. They know groupthink can lead to poor and sometimes costly decisions and they listen more than they talk. They are patient and calm to work through the surface or underground conflict caused by divergent opinions, and then skillfully guide the team to converge to a better decision. And the findings of Dr. Katherine Phillips from the Columbia University School of Business support this view. The mere presence of people on the team who we know are different in a significant way makes the team more creative, diligent and successful. Phillips writes in the journal Scientific American: Simply interacting within the individuals who are different forces group members to better prepare, to anticipate alternative viewpoints, and to expect that reaching consensus will take effort.

So now we're moving to Discipline 3, optimizes talent. And the definitional statements here are motivates others and supports their growth and joins forces for collective success across differences. To optimize talent, inclusive leaders need to drive engagement, develop talent and generate collaboration with all talent, but with particular attention to underrepresented and overlooked groups and individuals. In our inclusive leader survey, 96% of survey respondents said that this was either extremely or very important for inclusive leaders. Environments that generate high engagement are by definition addressing the aspirations of employees. When people feel seen and valued, they have a sense of belonging. For talent that is often overlooked, this can have a particularly potent positive effect. Their resulting commitment to the organization fuels a virtuous cycle of reciprocity. With this deepening of mutual commitment and trust, leaders and managers are in a good position to establish relational and goal oriented connections. The pieces click into place where they can do the more difficult but vital work of developing talent. Inclusive leaders who drive engagement and develop talent also set their team up to collaborate in a way that leverages the diversity of all members. Collaboration is when a team's collective intelligence kicks in and the promise of diversity and inclusion is really fulfilled. In this third discipline, leaders are still operating in the influence realm of leading self and team.

And now the 4th Discipline, which is applies an adaptive mindset. And the definition here is one who takes a broad worldview, one who adapts approach to suit the situation, and one who innovates by leveraging differences. When inclusive leaders apply an adaptive mindset, their impact broadens from just their individual teams to the wider organization. Their situational adaptability and global perspective allows them to successfully navigate a wider array of situations and groups of people. As a result, they can begin to leverage the diversity within the entire organization to cultivate innovation. The vast majority of the talent and diversity and inclusion respond to that of our inclusion leader survey, 96% agreed that the ability to apply an adaptive mindset is extremely or very important for inclusive leaders. Furthermore, the statistical interrelationships among the three competencies that make up this discipline have important implications for the development of inclusive leaders and for the activation of innovation, a key desired outcome of the diversity and inclusion quest. With this 4th discipline, the nature of the impact can broaden. Inclusive leaders at senior levels leveraging this discipline may expand from a radius of impact on individuals and teams in the previous disciplines to having an impact on the wider organization. With their situational, adaptability and global perspective, they are now leveraging the diversity within the organization in a way that allows them to navigate and adapt to a vast array of diverse situations and groups of people anywhere on the planet. By leveraging the organization's diversity, they all also begin to have the deeper and material organizational impact to which they have been aspiring through greater innovation.

And then our 4th Discipline is achieves transformation. The definition here is one who is willing to confront difficult topics, one who brings people of all backgrounds along to achieve results. Diversity in itself is beautiful to be around. It can lead to a celebratory environment of belonging and well being. It can be a reflection of what the world really looks like. But as we have seen throughout this book, left unmanaged, left overlooked and left unleveraged diversity does not end up amounting to much. In fact, it can even undermine the optimal performance of an organization. Inclusive leaders are the ones who can achieve transformation at every level of the organization, precisely because they have the knowledge and skills to leverage the full range of the enterprise's diversity. And that's what this final discipline is all about. Achieving transformation is the destination of the proverbial journey, our talent and diversity and inclusion professional survey respondents resoundingly agreed. 100% of them said that achieving transformation was either an extremely or a very important characteristic in inclusive leaders. To be clear, achieving transformation goes beyond achieving change in the narrow sense of just becoming more diverse and inclusive. It's about how leveraging that greater diversity and inclusion transforms the company for a more sustainable and equitable future. It's when greater diversity and inclusion provides an organization with the courage and persuasion to drive results.

And so those are the 5 Disciplines. I want to read from another part of the book. And the subtitle in the book here is "The Head and Heart of Inclusive Leaders" and anyone who knows me knows that I combine those all the time and I give them equal weight. So both are present in the most effective and authentic leaders. The head and heart of inclusive leaders leads us to one last key finding of the inclusive leadership research. This work is about marrying the head with the heart. In our sampling of 24,000 broad based leadership assessments taken between 2015 and 2019, we unearth the clustering of traits and disciplines around two types of inclusive leaders, those who lead with the heart and those who lead with the head. The heart lead cluster stood out for its high average scores on the people related traits of authenticity and emotional resilience and the disciplines of optimizes talent, integrates diverse perspectives, and builds interpersonal trust. The other cluster had high average scores on the enabling traits of flexibility and inquisitiveness and the disciplines applies an adaptive mindset and achieves transformation. This more mindset and action oriented cluster exemplifies leading with the head. And even those who are inclusive have to learn new ways of leading. Heart centered leaders must develop an approach to D&I that leads to organizational impact while head centered leaders must work on not only achieving greater diversity and inclusion, but also leveraging it for business and organizational results. Their impact will be limited if they are not emotionally connected with the diversity of people they are leading. These findings around head and heart reinforce what Millennials and Gen Z are telling us. Millennials and Gen Zers all over the world are setting a higher bar for their leaders and themselves without the need of any research of their own, but rather from their values and lived experiences. They told us in no uncertain terms what they already knew, to be truly inclusive they must lead with head and heart.

So, now you know that I can't include everything from a 200 page book in summary here, but I hope I've given you some insights and a framework that you personally can use to be a more inclusive leader, and even perhaps that your organization can use some of this information to create a more inclusive culture. You know, according to the journal, Human Resource Management, companies are spending over $8 billion a year (that's a huge number, $8 billion a year) on diversity programs. Yet today, the senior leadership teams at Fortune 500 companies are far from marrying the diversity of its workforce and its customers. And I'll close our session today with the closing paragraphs of the book, and it's subtitled "Courage and Will". We know what the issues are around diversity and inclusion and in many ways we know what needs to be done. We know the root causes, and that addressing them requires addressing legacy inequities through structural inclusion, behavioral inclusion, and inclusive design principles. Yet we remain paralyzed in truly creating equitable organization. Why? What's missing? What does it take to achieve the deeply desired yet elusive transformation towards greater diversity and inclusion? At a profound and human level, it requires more courage and will. Courage to even ask the question "Do inequities exist?" and when they are confirmed, to confront the past wrongs and make them right; courage to walk in the shoes of those who are different from oneself; courage to go to their environments to see things from their perspective; courage to sit in the crucible of conflict and listen deeply to what is not being said; courage to be curious and exploratory about what makes those unlike us different in how they think, feel and act; courage to share stories of our own journeys and how they have shaped our view of the world; and the will to see changes through. Since transformation takes more than one cool training experience or high profile initiative, it's a long journey to get to sustained cultural change. It is not for the faint of heart. Do you have the courage and will to unleash the power of all of us?

I hope you found value in what I've shared with you. Inclusive leadership is certainly an important topic related to my work around women and authentic leadership. And I want to invite you, our listeners, if you have questions or comments or thoughts about this, let us know. I love having the conversations and I'm an eager and agile learner. I too am on the journey of inclusive leadership in its biggest and most possibility creating ways. As a woman who appreciates inclusive leadership, who works to create inclusive leadership not only in my own organization but in all of my client work that I do, it's going to take all of us. And with that in mind, I close as I always do. Here's to women supporting women!


Resource Link: https://docs.google.com/document/d/1RfhUjDQcIoPw8hMbXqP9VzO4ZvzHHuQ8c0f2IPmt21w/edit?usp=sharing