人才框架：包容性領(lǐng)導(dǎo)者Talent+Framework：The+Inclusive+Leader

Talentframework

THEINCLUSIVELEADER

Optimizingdiversity

byleveragingthe

powerofinclusion.

2

KORNFERRY

Institute

Inclusiveleadership

asabottom-line,beneficialgoal.

Diversitybyitselfisnotenough:Leadershipinthe21st-centurydemandsthatexecutives

andtheirorganizationsmovebeyond

diversityalonetocapturethepotentialthatcomesfrominclusion.Ifdiversityis‘themix,’theninclusionismakingthemixworkby

leveragingthewealthofknowledge,insights,andperspectivesinanopen,trusting,and

diverseworkplace.

Withinclusion,organizationscan

captureacompetitiveadvantage

fromchangingdemographicsacrosstheworkplaceandinthemarketplace.

Anorganizationwithareputation

forinclusivenessbecomesamagnet,attractingtopdiversetalent.

Withinclusion,organizationscancapture

acompetitiveadvantagefromchanging

demographicsacrosstheworkplaceand

inthemarketplace.Anorganizationwith

areputationforinclusivenessbecomesa

magnet,attractingtopdiversetalent;in

turn,thattalentcanbettertapmarkets’

potential,whetherinemergingeconomies

oramongabroadersetofconsumersat

home.Adiversetalentmixalsocanspark

greatercreativityandpropelinnovationthatcanhelporganizationsdistancethemselvesfromtheircompetition.

Butinclusionisachallengeinitself.Even

leaderswhofullyembracethebusiness

casefordiversity—understandingthat

homogeneousteams,althougheasierto

manage,aremorelikelytoresultin‘group

think’—oftenfeelunpreparedtobeinclusive.Whendiscussingthisapproach,KornFerryoftenhearsthisfromclientsacrossmultipleindustries:“Wedon’thaveanunderstandingofwhattodoandhowtodoitdifferently.”

Companiesinrecenttimeshaveimproved

theirrecruitingandhiringofmorediverse

talent.Thereisgreaterdiversitytoday—

bygender,ethnicity,race,andsexual

orientation—thanfiveortenyearsagoattheentryandsupervisorylevels.Today,womenarenearlyat50%parityintheworkforce

withmengivengreaterlevelofeducation

andadvancement(InternationalLabour

Organization2018),andpeopleofethnicandracialminoritiesintheUnitedStatesaccountfor22%ofthelaborforce(BureauofLabor

Statistics2018).Butmanyorganizations

struggletokeepthattalentandadvanceit

topositionsofleadershipandinfluence.

Thispapertakesonthechallenge

ofinclusion,withaspecificfocus

onthetraitsandabilitiesnecessary

tobecomeaninclusiveleader.Korn

Ferryresearch,includingfrommining

morethan2.5millionleadership

assessments,identifiesthetraitsand

competenciesneededforleadersto

beinclusiveintheirownthoughts,

perceptions,andactions—andto

inspireaninclusivemindsetinothers.

Suchleadersareself-awareadvocates

fordiversity,andpossesstheskills

toleveragethedifferenceswithin

thediverseteamtoachievebetter

performancethanwouldoccurwith

homogeneousteams.Asshown

Figure1

Impactofdiversityonteamperformance1.

below(Figure1),homogenousteams

intheearlystagesoutperformdiverse

onesbecauseofthedisruption

andconflictthatcanresultwhen

Productivity

Diverseteamswellmanaged

differentperspectives,experiences,

backgrounds,thinking,and

communicationstylesaremerged.

Butdiverseteamswellmanaged

byinclusiveleaderscansignificantly

Homogenousteamswellmanaged

outperformwell-managed

homogenousonesovertime.

Time

FormingStormingNormingPerforming

1The?guresynthesizestheworkontheperformanceof

diverseversushomogenousteamsbyKatherineW.Phillips(October2014),andBruceTuckman’sframework(1965)forthematurityovertimeofteamperformance.

Thispaperalsodiscusses

inclusiveleadershipwithinand

acrossorganizationsinwhich

teamsareopenandtrusting,

abletoworkinclusively,leverage

diversityforgreateradaptability,

andachieveresults.

3

21stCenturyLeadership.

The21stcenturyleaderis,bydefinition,

aninclusiveleader.KornFerryresearch

(Figure2)hasdemonstratedthattoface

contemporarychallenges,leaderstodaymustexcelinfourareassimultaneously:theymustbeagloballeader,agrowthleader,achange

leader,andaninnovationleader.Ineach

dimension,inclusivenessisamust.Theidealgloballeaderexhibitscross-culturalagility,canseeworkplacesituationsfromothers’

perspectives,andcanacceptdifferent

beliefsandbehaviorsinaddressingbusinesschallenges.Agrowthleaderpursuesnewlyemergentconsumersfrommanydifferent

typesofbackgroundswhoseaspirations,needs,wants,anddesirescanvarywidely

fromthoseoftraditionalandlegacy

consumersandcustomers.Achangeleadermasterstheabilitytoinspireandmotivate

demographicallydifferenttalentpoolsto

leavebehindthefamiliar,butoutdated,

andembracethenewandnewlyrelevant

inthemidstoftransformationalchange.

Aninnovationleadercanactivatethe

powerofthediversityintheorganization

togeneratemoreinnovationbyinviting

andaffirmingout-of-the-boxperspectives.

Thisleadergives‘permission’tothose

whodon’tadheretothestatusquoso

theirvoicesareheard,recognizingthem

ascatalystsforchange.

Figure2

KornFerryresearch:21st-centuryleadersneededtoday.

Purpletexthighlightinclusiveleaders’behaviors.

Globalleaders

?Attractglobaltalent,operateacross

boundaries,meetdiversecustomerneeds.

?Requireglobalperspective,culturalagility,selfawareness,opennessandflexibility.

?Dependontheircapable,self-directedteams.

Changeleaders

?Pivottheorganizationinanticipationoforin

responsetomarketchanges.

?Swiftlychangethebusinessmodelandleadcompetitorsbecauseofadaptabilityandforesight.

?Mastertheabilitytoinspireandmotivatepeopleinadynamicenvironmentwith

unprecedenteddiverseteams.

Innovationleaders

?Viewproblemsaschallengestobeovercome.

?Usetechnologyfornewproducts/services.

?Workhardtostayinfronttrendsbycreatingnewmarkets.

?Opentodiversepointsofview.

Growthleaders

?Thriveinnew,complexandcrowdedbusinessenvironments.

?Seeandunderstandhowtoreach,designfor,andservetraditionallyunderpresentedconsumersandclients.

?Growbusinessunderdifficultcircumstancesthatmayinvolvealackofresources,fierce

competitionorrazor-thinmargins.

4

Althoughithasitsownchallenges,

movingfromdiversitytoinclusioncan

haveamultipliereffectontheworkforce.

Researchshowsthatwhenemployeesworkwithandforaninclusiveleader,thereare

high-impactbenefits,includingimprovedcollaboration,higherperformanceand

productivity,greaterengagementandloyalty,increasedmotivation,greaterinnovationandcreativity,andenhancedpotentialtocapturemarketshare(OpportunityNowandShapiroConsulting2015).

McKinsey&Company,inastudyof1,000

companiescovering12countries,found

correlationsbetweendiversityandfinancialperformance.Companiesinthetopquartileforracialandethnicdiversitywere33%morelikelytohavefinancialreturnsabovetheir

respectivenationalindustrymedians,while

thoseinthetopquartileforgenderdiversitywere21%morelikelytohavefinancialreturnsabovetheirmedians.Conversely,companiesinthebottomquartilebothforgenderand

forethnicityandracewerestatisticallylesslikelytoachieveabove-averagereturnsthanaveragecompaniestowhichtheywere

compared—showingthattheywerelagging,ratherthanmerelynotleading(McKinsey&Company2018).

6

Inclusiveleadershipdoesnot

occurautomatically.Itisbolsteredby

individuals’exposuretodiversepeopleandsituationsthatchallengetheir

preconceivednotionsandforcethemtoovercomeunconsciousbiases;everyonepossessessuchnotionsandbiasesto

somedegree.Thismeansthatinclusiveleadershipcanbedeveloped.

UsingtheKornFerryFourDimensions

ofLeadership(KF4D),wehaveidentifiedtheprofileofaninclusiveleaderthroughthelensesofculturaldrivers,experiences,traits,andcompetencies.

Inclusiveleadersareawareoftheir

culturaldrivers–theirpreferencesfor

howtogetthingsdone,interactwith

others,andunderstandingtheworld–

andhowthosehavebeenshapedbytheiruniqueanddiverseexperiences.Thekeytraits–personalitypreferences–includeflexibility,adaptability,curiosity,openness,andauthenticity.Thekeycompetencies

–behaviorsandskills–canbeorganizedintofiveessentialdisciplinesthathaveaprogressiveimpactontheorganization

basedontheleader’sabilitytoharnessandmanagediversity.Thisisillustratedinthe

followinggraph(Figure3)andexplainedindetailinthenextsection.

Figure3

OPENAND

AWARE.

OPTIMIZES

ORGANIZATIONAL

PERFORMACE.

BUILDSA

TRUSTINGANDOPENCULTURE.

ACTIVELY

PROMOTESDIFFERENCE.

INFLUENCESEFFECTIVELY.

OPENANDAWARE.

ACTIVELY

PROMOTES

DIFFERENCE.

BUILDSA

TRUSTINGANDOPENCULTURE.

INFLUENCESEFFECTIVELY.

OPTIMIZES

ORGANIZATIONAL

PERFORMACE.

?Selfaware.

?Attractsdiverse

?Courageous.

?Situationally

?Drivesvisionand

?Developsself.

talent.

?Managesconflict.

adaptable.

purpose.

?Valuesdifferences.

?Developsalltalent.

?Collaborates.

?Persuasive.

?Drivesresults.

?Globalmindset.

?Buildseffective

diverseteams.

?Instillstrust.

?Balances

stakeholders.

?Organizationallysavvy.

?Cultivates

innovation.

8

Thepowerofdiverseexperiences.

Thiscapacityisbuiltthrough

FiveEssentialDisciplines

ofTheInclusiveLeader.

1.Openandaware.

leaders’personalandprofessionalexperiences.Theymayundertakeanextendedstayinadifferent

culture,inoroutoftheirnativecountry.Theymaybeinfluenced

byparentswhodidoverseas

stintsinbusiness,not-for-

profit,government,military,ormissionaryorganizations.Whileinschool,leadersmayhave

studiedabroadorparticipatedinaserviceprogram.Their

professionaldevelopmentmightincludeexpatriateassignments.

Workassignmentsacrossvariedcontexts(cross-functional,cross-divisional,andcross-market)

alsocanbebeneficial,forcing leaderstooperateoutsidetheircomfortzonesandtochallengeassumptions.Thesechallenges,approachedwithhumility

andlearningagility,canbe

transformative.Theyhelpleadersgetcomfortableseeingtheworldfromothers’pointsofview.Theycouldnotgrowwithoutsuch

powerfulexperiences.

Beingopenandawarerequiresthe

specificcompetenciesofself-awareness,

developingself,valuingdifferences,and

havingaglobalmindset.It’sbothabout

havingtheemotionalintelligencethat

onehasunconsciousbiases,andabig

pictureunderstandingthattheworld

hasbeenchangingdemographicallyin

substantialways.

Inclusiveleadersexercisingthisdiscipline

committoaddressingtheirbiasesand

seektoincreasetheirknowledgeand

understandingoftheimplicationsofthe

demographicchangesonthemselves,

theirteams,andtheirorganization.

Inthistheycanbegintoexercisethe

traitofcuriosityandempathyneeded

tocompareandcontrasthowothers

maybesimilarordifferentfromthem.

Tomanageallthisyouneedinclusiveleadership.

mightimprovetheirorganizationsby,say,deployingroot-causeanalysestoidentify

determiningwhydiverseemployeesaren’t

development,demandingdiverseslatesofcandidates,sponsorshipofaffinitygroups,

fordiversity,fullyembracingthebusiness

compensationtotangiblediversitygoals.

onceidentified,discussed,andaddressed,

2.Activelypromotesdifference.

Inclusiveleadersareeffectiveadvocates

case(seeFigure4)andchampioning

initiativesthatmakeinclusionan

organizationalpriority.Theylink,for

example,partoftheirleadershipteams’

Thesetargetsmightincludeothers’

andactingasrolemodelsandadvocates

Figure4

Thebusinesscaseforinclusiveleadership.

forprogramchangesthatcreate

accountabilityfordiversityandinclusion

inanorganization.Inclusiveleadersalso

Biggestchallenge:creategrowth.

barrierstodiversityandinclusionandby

retainedanddon’tadvance.

Tohavegrowthyouneedtodifferentiate.

KornFerryworkedwithaglobal

Inclusive

leadersdriveorganizational

growthin

the21st

century.

Todifferentiateyouneedtoinnovate.

consumerproductscompanytoidentify

whywomenwereunderrepresented

atthedirectorlevelandmoresenior

positions.Arootcauseanalysisfound

Toinnovateyouneeddiversity.

Toactivate

thediversity

youneedinclusion.

thatwomenhadtroublegainingaccess

tovisible,influentialsponsors;couldnot

securesupport;didnotreceivecareer-

pathcoaching;andlackedperformance

feedbackfrommanagers.Theseissues,

helpedtosignificantlyimprovegender

diversityamongleaders.Without

leaderstoactivelypromotedifferences,

theanalysisprobablywouldnothave

beendone,andthefirmprobably

wouldhavecontinuedtolosevaluable

womenleaders.

9

10

KORNFERRY

Institute

3.Buildsatrustingandopenculture.

Ascompanieshiremorediversetalent,the

increasedheterogeneitycanresultindiscord,evendisruption(seeFigure1).Therealitythatdiverseteamscanbehardtomanagesetsin,andwhenpeoplefailtocometogether,thereisariskofexclusion.Thisoccurswhenthosedifferentfromthemainstream—oftenthose

whomtheorganizationdesiredbecauseofthebusinessimperativefordiversity—do

notfeelincluded(Tapia,2016).Yethereis

thecornerstoneoftheinclusiveleadershipprocess—and,often,apointofstruggleforleadersandorganizations.Unlessthisstageismastered,diversity’srealbenefitswillnotberealized.

PepsiCosoughttoaddresslowjob

satisfactionratesandhighintention-to-

leaveratesforwomenofethnicandracialminorities,whoalsoexperiencedlonger

timestopromotionandlowertrustscores.

Inpart,thishadtodowithteamswhere

therewasadisconnectbetweenmanagersandtheemployees.Acomprehensivetalentsolutionwasputinplacetoboostemployeemoraleandreducedisproportionate

lossamongthisminoritygroup.Thekey

componentwashelpingmanagerswhoweremostlywhitemale,developgreaterability

togaindeepertrustfromtheseemployeesthroughbetterinclusivelistening.

Thisledto100%reductioninattrition

amongprogramparticipants;turnover

wasslashedtolessthan2%from42%inthreeyears.PepsiCosawa75%increase

Culturechange

Kimberly-Clark,aglobalconsumerproductsandpersonalcare

company,launchedabigculturaltransformationtocreatesharedexperiencesandtofullyengage

itstop5,000leaders;thiswasfollowedbyanexperiential

programfor18,000individual

contributors.KornFerryworkedwiththecompanytoimplementinteractivelearningexperiences

over11weeks,inmorethan

20globallocations,andin11

languages.Earlyresultsindicatedanincreaseindiverseteamsthataregeneratingnewandinnovativeproductsinthecompany’s

researchanddevelopment

pipeline.Higherscoresfor

employeeengagementand

retentionarealsoexpected.

That,inturn,willhelprecruit

andattractdiversetalent.

inadvancementforwomenofethnicand

racialminorities,withtheirrepresentationat

theseniormanager/director/vicepresident

levelrisingto6.8%from4%intwoyears.

(KornFerry2014)

AlsoasaresultPepsiCohasbeenrecognized,inbrand-enhancingfashion,foritsleadershipinfosteringaninclusiveworkplacewithsuchcorporatehonorsastheAdvancingWomen

AwardandtheOpportunityNowExcellenceinPracticeAward2015(Pepsico2015).

andinclusion.Well-managedandinclusive

organizationalimpactrequiresleveraging

diversitytoachievegreaterinfluenceacrosstheorganization,balancingstakeholders,

allneedleaderswiththecompetenciestounderstand,influence,andmotivateacrossvariedcultures—national,regional,ethnic,generational,religious,andorganizational

11

4.Influenceseffectively.

Inthisstage,organizationsbeginto

seetherewardsofdealingwiththe

challengesoffosteringgreaterdiversity

teams(seeFigure1)demonstratetheir

strengthsinleveragingdifferencesfor

greaterinsights.Enhancedeffectiveness

withininclusiveteamsbenefitsthe

entireorganization.

Thisstageofleadinginclusivelyfor

beingsituationallyadaptable,being

organizationallysavvy.Theseareall

elementsofbeingcross-culturallyagile

whichishavingtheabilitytoadaptone’s

behaviortoworkwithotherindividuals

andculturesandinthisbeabletobe

bothmoreempatheticandpersuasive.

Thiscapacityiscrucialintoday’sglobal,

mobile,virtual,anddynamicworkplace

asorganizationsoperateindiverse

environments.Formultinationalsfrom

developedmarketstowininemerging

markets,andforemergingmarket

multinationalstoexpandglobally,they

(Hazard2012).

Forinclusiveleaderstohavethis

typeoforganizationalimpact,they

mustunderstandhowtheirpreferred

culturaldriversmay(ormaynot)be

helpfulandproductivewhenworking

withteammembersandpartsofan

organizationwithdifferentcultural

andexperientialperspectives.

Forinclusiveleaderstohavethistypeof

organizationalimpact,theymustunderstandhowtheirpreferredculturaldriversmay

(ormaynot)behelpfulandproductive

whenworkingwithteammembersandpartsofanorganizationwithdifferentculturalandexperientialperspectives.

Contrarytoconventionalwisdom,thesolutionisnottobridgedifferencesby

alwayssearchingforsimilarities;inclusive

leadership,instead,maymeanchampioning

differencesthatinitiallycausediscordand

conflict.Whenclashesoccur,teammembersmustunderstandthattheyneedtotalkaboutandembracetheirdifferencestorealize

benefitsfromthesocialdiversityofrace,

gender,ethnicity,andsexualorientation,and

5.Drivesresults.

Inclusiveleaderscantrulyunleashthevastpotentialoftheirdiverseworkforcesto

tapnewmarkets,generateinnovationin

products,services,andprocesses,aswell

asdrivegreaterpurposeandvision.And,

asorganizationswinrecognitionfornot

onlybecomingmorediverseandinclusive

butforactuallygeneratingdifferentiated

businessresultsfromthis,theyenhance

theircorporatebrand.This,inturnimprovesrecruitmentandretention–bringingthe

organizationalimpactfullcircle.

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fromdifferencesincommunicationandworkstyles.Butdifferencescannotbeexplored

unlessatrusting,openenvironmenthas

beenestablishedfirst.KornFerryhasfoundinitsworkwithorganizationsthatwhentheyengagetheiremployeesinawaythatvaluesinclusion,theyaremorelikelytoperformatahigherlevel.

Withgreateradaptabilityamongindividualleadersandacrossteams,organizationsalsoimprovetheirabilitytofosterglobalgrowth.Theyarefundamentallyabletohandle

acomplexandambiguousenvironment,leveragingvariedenvironmentsinternallyandexternally.

Conclusion

Movingbeyonddiversitytoembrace

inclusionrequires21stcenturyinclusiveleadership.Bytakingonthechallengesinherentinleadingheterogeneous

inclusiveteams,theseleadersbringtheir

organizationstothenextlevelinahighlycompetitiveandincreasinglydiverse

globalmarketplace.

Butasthisdiscussionhasshown,

inclusiveleadershiprequires

commitmentandastrategy.Ittakesacomprehensiveplan,groundedintheassessmentanddevelopmentofkey

leadershiptraitsandcompetencies,to

fosterinclusiveleadershipatthetop

oftheorganizationandtoinspirean

in