Leadership: The Link Between Diversity/Inclusion and High Performance Carl Baldwin, Senior Manager Golden Key Group 1 IPMA-HR Eastern Region Training Forum May 5, 2014

Objective Discuss how leaders can create a work environment that enables 100% of employees to perform at 100% of their capability. 2

Know yourself Know your people Managed vs. unmanaged Eliminate barriers Create the climate 100% of 100% High PerformanceInclusionPolicies, Procedures, PracticesDiversityCulturally Competent Leadership Mission Readiness The Impact of Diversity on Mission Readiness © Renée Yuengling & Assoc

Myth Busting Myth 1: Our differences don’t matter; we should focus on how we are alike. Our Differences Matter: They Make a Difference The way we interpret specific events/data is determined by our past experience and cultural narrative Myth 2: Only bad people are biased. Bias is hardwired in our brains…it enables us to make choices efficiently We are often unconscious (unaware) of our biases…we accept them as truth and behave accordingly Intent vs Impact 4

HUMANHUMAN Identity & Diversity CULTURAL ReligionReligionLanguageLanguage EthnicityEthnicitySTRUCTURALAgeAge National Origin Sexual Orientation GenderGender EducationEducationClassClass AttractivenessAttractivenessAppearanceAppearance Military/Civilian/Contractor Office Location Rank/Level SecurityClearance ManagementStatus Empowerment Organization Identity RaceRaceAbilityAbility Communication/Learning Style Political Affiliation Parental Status 5

Children today are tyrants. They contradict their parents, gobble their food, and tyrannize their teachers. A word about Generational Diversity 6

Children today are tyrants. They contradict their parents, gobble their food, and tyrannize their teachers. ~~~Socrates A word about Generational Diversity 7

Current Climate? What is it? What does it depend on? Is it different for different groups? Military/Civilian? Male/Female? Junior/Senior? Technical/Non technical? 8

What Creates Climate? Policy Procedure Practice 9

BEST JOB What did your direct boss DO that made it your best job ever? Behaviors Actions How did you respond? 10 Who Creates Climate? WORST JOB What did your direct boss DO that made it your worst job ever? Behaviors Actions How did you respond?

A culture that fosters the maximum engagement of the maximum number of employees. Getting 100% from 100% Defining Inclusion 11

Recruitment Hiring Development Performance Management Exit /R etirement Employee life cycle: Complaints ? Trainin g? Developmental Assignments ? On- boarding ? Source ? Panels ? Assessment Tools ? Leadership Development ? Mentoring ? Interviews ? Feedback ? 12 Standards ?

Leading Others 1.Creates an inclusive environment 2.Takes a multicultural approach 3.Sets, communicates, and maintains standards for all 4.Seeks and accepts feedback 5.Creates focus on the team and task 6.Recognizes the need for mentoring 7.Focuses on performance results, not performance style 8.Ensures behaviors and decisions reflect fairness 9.Develops direct reports and fosters talent throughout the organization 13

The Link To Leadership Effective management of diversity is an issue of leadership and strategic management of human capital. An organization cannot get to high performance without the effective management of diversity: –Individual awareness and skills (leadership) –Policies, procedures and practices free of barriers –An inclusive culture It’s all about the climate you create 14

Questions? Thank you! Carl Baldwin

Diversity climate, or inclusion, is defined differently by different researchers, but a generally accepted definition can be summarized as: “ perceptions that an employer utilizes fair personnel practices and integrates the attributes of the workforce into the work environment so all employees can reach their full potential while working toward mission effectiveness. This is accomplished at all levels of the organization through valuing diversity and implementing policies that demonstrate a commitment to diversity management.” (Cox, 1993; Parks, 2008,) 16 Research Point

Current research is inconclusive about the impact of diversity on team performance. –Managed, diversity can be a source of creativity and higher performance –Unmanaged, diversity can be a source conflict, misunderstanding, and litigation SEE: Ely, 2004; Van der Vegt & Bunderson, 2005; Jehn, Northcraft & Neale, 1999; Horowitz & Horowitz, 2007; Kirkman & Shapiro, 2005; Wetzer, Van Hemert, 2008; Joshe & Roh, Research Point

The relationship between diversity and performance is contingent on how diversity is managed -the importance of effectively managing the diversity climate in order to reap the benefits is of significant importance. SEE: Avery & McKay, 2010 ; Aghazdah, 2004; Basset -Jones, 2005; Cox, 1993; Griggs, 1995; Harrison & Klein, 2007; Jayne, 2004; Thomas & Ely 1996; Van Knippenberg, 2004; Van Knippenberg & Schippers, 2007; Ely, 2004; Van der Vegt & Bunderson, 2005; 18 Research Point