1. Leading across borders Inclusive thinking in an interconnected world

2. Leading across borders Page 2 Agenda ►Dispelling the myths ►What is Diversity? ►What is Inclusiveness? ►Why is diversity & inclusiveness important - more than ever before? ►What do leadership and management need to do differently?  Think…  Learn…  Act…

3. Leading across borders Page 3 Dispelling the myths ►Diversity & Inclusiveness is not ‘a woman thing’, it is an ALL employee thing ►Diversity & Inclusiveness is more than a human resource initiative, it requires leadership’s endorsement and commitment from all ►Diversity & Inclusiveness in the workplace is not one size fits all, it is unique to an organization’s workforce and market influences ►Diversity & Inclusiveness is not a US or UK problem, it is necessary to compete globally and it affects all of us

4. Leading across borders Page 4 What is Diversity? ►Diversity refers to the composition of your people and your clients in terms of:  Gender  Work styles  Generations  Disability  Ethnicity  Religion  Native tongue  And more… In summary, diversity is anything that makes you different and unique!

5. Leading across borders Page 5 Diversity = business success ►Fact: Diversity yields better business results ►Fact: Economic growth hinges on innovation, and innovation is fueled by diverse perspectives ►Fact: Demographic trends and globalization demand inclusive leadership Globalization and demographic shifts lead us to rethink how interconnected we are and to realize that we need to do business differently

6. Leading across borders Page 6 Global companies get it 17% 15% 53% Source: Ernst & Young/Economist Intelligence Unit globalization survey, 2010 improves reputation improves financial performance improves both reputation and financial performance does not improve both reputation and financial performance Diversity of teams and experience…

7. Leading across borders Page 7 On the ground what does this mean? ►An inclusive culture will:  Improve your ability to attract and retain a broader pool of diverse talent  Ensure you engage more effectively with current and potential clients  Allow you to optimize the productivity of diverse teams  Increase the creativity and productivity of your employees  Bring new attitudes and view points to the business table  Increase your ability to solve problems and debate dilemmas  Increase your employee engagement  Have a positive impact on business development

8. Leading across borders Page 8 Where does inclusiveness start? It starts with leadership and management – how do organizations lead inclusively? 1.Think differently: collaborate in the face of uncertainty 2.Learn differently: seek out different viewpoints and experiences 3.Act differently: sponsor people who are not like you

10. Leading across borders Page 10 Think: leading in an uncertain world “In the years ahead, there will be fewer problems that can be solved. Instead, we’ll have dilemmas, which are basically unsolvable problems, and these will require a different set of leadership skills.” – Bob Johansen Distinguished Fellow, Institute for the Future

11. Leading across borders Page 11 Think: seek divergence ► Expect friction in diverse teams – don’t defuse it  Old: command and control  New: actively embrace healthy debate and discussion

13. Leading across borders Page 13 Learn: the big-picture view Social Environmental Cultural Political

14. Leading across borders Page 14 Learn: growing tomorrow’s leaders ► Mobility is crucial to grow tomorrow’s leaders  Old: hang on to talent  New: share talent; encourage employees to move around the organization – geographically and functionally

16. Leading across borders Page 16 Act: broaden your perspective ► Is your ability to recognize top talent culturally biased? ► Leaders make conscious efforts to recognize bias and to counter it

17. Leading across borders Page 17 Act: widen your talent pool ► Sponsor people who are not like you  Old: formal, required mentoring  New: function as an advocate, supporter and defender

18. Leading across borders Page 18 The imperative to think, learn and act differently “Once a culture of exclusion has been established, it can be hard to change, and that’s detrimental to your long- term talent development and competitiveness.” – Muhtar Kent CEO, The Coca-Cola Company

19. Leading across borders Page 19 More details? A copy of Leading across borders is available in hard copy today or for a soft copy at: www.ey.com/21century

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