Top Global Leader to Look For in 2024 October2024 Volume3

Transforming Challenges into Opportunities for Growth

Lifeisfullofchallenges,butpersonalexperiencescanturntheseobstaclesinto valuableopportunitiesforgrowth.Whenfacedwithdifficulties,individuals oftendiscoverhiddenstrengthsandskillsthattheymaynothaverealizedthey possessed.Thisprocessofself-discoverycanleadtosignificantpersonal development.

Researchshowsthatnearly70%ofpeoplereportexperiencingapositive changeafterovercomingamajorchallenge.Thistransformationoftenstems fromtheabilitytoadaptandlearnfromtoughsituations.Forinstance,when someoneencountersasetback,theymightdevelopresilience,improve problem-solvingskills,orenhancetheiremotionalintelligence.Theseskillsare crucialnotjustforpersonalgrowthbutalsoforprofessionalsuccess.

Moreover,relyingonindividualskillscanmakeasignificantdifference.Each personhasauniquesetoftalentsandabilitiesthatcanbeharnessedintimesof adversity Whetherit’screativityinfindingsolutionsorcommunicationskillsin rallyingsupportfromothers,theseskillscanpavethewayfornew opportunities.

Inherentlychallengesarenotmerelyobstacles;theyaresteppingstonestoward personalandprofessionalgrowth.Byembracingtheseexperiencesand leveragingindividualstrengths,peoplecantransformdifficultiesintopathways forsuccess.Thismindsetshiftnotonlyfostersresiliencebutalsoencouragesa proactiveapproachtolife’sinevitableupsanddowns.Ultimately,thejourney throughchallengescanleadtoaricher,morefulfillinglife.

Thelatesteditionof Insights Success,titled "Top Global Leader to Look for in 2024," highlightsDanuteDebneyShaw,aleaderwhohasdirectedthe sophisticatedprocessofrebuildinglivesandorganizations.Withherwealthof experience,sheisdedicatedtoempoweringindividualsandteamstotranscend challengesthroughresilienceandcreativity.Herinsightsnotonlyilluminatethe pathtoovercomingobstaclesbutalsoinspireotherstoharnesstheirstrengthsin pursuitofgrowthandsuccess.

Haveagoodreadahead!

- Alaya Brown

Managing Editor

Managing

Art

Business

Business

Digital

Co-designer

Marketing

Danute Debney Shaw Leading Beyond Adversity

14.

Hybrid Leadership: Balancing Remote and In-Person Teams

18.

How to Create an Inclusive Environment: 7 Skills Leaders Need

22.

Wayne Borg’s Tips on Fostering Innovation Across Global Teams

Cover Story

Danute Debney Shaw

Author/Decision Strategy

Consultant/Speaker /Aorney

CelaPhontus, LLC

Danute Debney Shaw

Leading Beyond Adversity

Danute believes that owning your own company and being the managing director, can provide the freedom of how you wish to inhabit your professional space.

Top Global Leader to Look for in 2024

Discover how personal experiences and relying on the use of all your individual skills can transform challenges into opportunities for growth!

Leadershipoftenfaltersinthe faceofadversity,leaving individuals,teamsand organizationsstrugglingtofind direction.Howdoweinspireand supportotherswhenthepathseems obscuredbychallenges?ForDanute DebneyShaw,theanswerliesin drawingpowerfullyuponpersonal, subjectiveawareness,alongwiththe toolsofskilledtrainingtoprovidenot onlyacatalystandpowerfulplatform fordynamicgrowthandinnovation, butpotentiallyaparadigmatic frameworkforsuccess.

TheoriginofDanute’sjourneyis deeplyrootedinherfamily'shistoryof overcomingtraumaticevents.Thisin additiontowellover25yearsof experiencespanningbackgroundsof law,corporatemanagementandnotfor profitwork,shehaswitnessedfirsthand thecomplexitiesofrebuildinglives andorganizations.Herunique perspectiveinformshermission:to empowerindividualsandteamstorise aboveobstacleswithresilienceand creativity

AstheManagingDirectorof CelaPhontus,LLC,Danute transcendstraditionalconsultingby blendingherlegalbackgroundwith innovativedecision-makingstrategies. Shechampionsaholisticapproachthat emphasizesstrategiesengaging componentsofsubjectiveawareness andconsciousaction;powerful decision-makingandultimate resilienceequippingleaderstonavigate challengeseffectively.Danute’s insightshavemadeherasought-after speakerandauthor,particularly throughheracclaimedbook, “How the

Tin Man Found His Brain,” where shesharestransformativelessonson self-trust,leadership,andresilience.

DanuteDebneyShawexemplifieshow forexample,personalstoriescan illuminatepathwaystodeveloping effectiveleadershipfoundations.The toolsofdeepawareness,insightand understanding,coupledwithmore traditionalleadershipmanagement techniquescanbeapowerfulapproach. Alongwithencouragingthefostering ofenvironmentswhereinnovation thrivesandhumanelementsare prioritized,Danuteisnotjusthelping toshapebusinesses;sheisredefining whatitmeanstoleadintoday’s complexlandscape.Throughherwork, shehopestoinspireanewgeneration ofleaderstoembracetheirjourneys andleadwithpurpose.

Let’s know more about her journey:

InspirationbehindLeadership

Danute’sjourneybeganwiththe inspirationofherfamilymemberswho hadgonethroughtrauma,tragedy,war, anddevastation.Theysurvivedand thrived.Inaddition,sheacquired years ofdiverseprofessionaltrainingand experienceincorporate,not-for-profit, andgovernmentcontextsincluding a numberofyearsasalawclerk/judicial assistantfortheFederalBankruptcy CourtoftheCentralDistrictin California;asadomesticand internationalnegotiatorfortheaviation industry,andinmostrecenttimesasa contractfederalpracticecounselin WashingtonDC.Danutehashadthe opportunitytolearnthroughouther career,howpeopleandbusinessesfall apartanddo,ordonotgetputback together,aswellaswhatkindof vision,decisionstrategyandleadership isrequiredtosucceed.

DrivingInnovationandBusiness Growth

ManyofDanute’sbeststrategieswere acquiredandhonedbeforeshestarteda privatecompany.Indeed,hervarious experiencesandpersonally.developed toolsledhertoshareheracquired knowledgeandinsightswithothers. Oneofhercentralstrategieshas alwaysbeentolisten,particularlyfor the“click”–thatmomentwhen…. Danuteemphasizesthatthe“click”is differentindifferentcontexts.Itcould occurinthemiddleofanegotiationby extendingabitofhumorandeasing thetensionofparticipants,orasinone casewhentakingtheleadina negotiationaftersittingacrossthetable for4daysduringadiscussionwitha HongKongcompany

Afterthose4daysofreadingthrough thearticlesofaproposedcontract,one simpleexplanationofwhyadditional languagewouldnotprotectthemmore deeplyinoneofthearticles–it occurred.The“click”happened.That’s whatittooktobuildthetrust.And fromthere,thesoon-to-benewclient ofthecompanyforwhomshewas workingstartedtoaskherwhatthey shoulddoinotherareasofthe proposedagreement.

Danuteseesinnovationandbusiness growthasstartingfromthetopdown. Beginningwithawareness,powerful perceptionandultimatelyvisionin developingstrategyfromthosein leadershippositions.Anunderlying drivingforceofsubjectiveawareness andintuition,coupledwithacognitive, rationalthoughtengagementofthe factsandcircumstances,andpossibly someimaginationandcreativityhave repeatedlyevidencedawinning combinationintheleadershiproles Danutehasseenandbeenexposedto inherexperience.

Danute stresses that resilience is always important to build into the objective of professional leadership effort.

TheBirthofDecisionStrategy

Danute’sapproachtodecisionstrategy developedlongbeforetheengagement ofhercareerdirection.Buttherewere severalpivotalinfluencesinher professionallife.Oneofherearliest experienceswasbeingaunitmanager fornetworknewsatabroadcasting companyinNewYork.Itinvolved beingsubordinatetotheguiding directionoftheproducers,butwithin thatlimitation,therewereseveral managementleadership responsibilities.

Thisiswhereherabilityto“read” workenvironmentsituationsbecame crucialinhandlingherworkeffort.The unitmanagerroleinthisorganization requiredbeingthemanagementbuffer betweentheproductionteamandthe uniontechnicalteam.

Generally,thingswouldrunsmoothly; however,attimestherewouldbesilent underlying“insurrections”andeven occasionalopenconflicts.So,notonly didshehavetoprojectayearlybudget forthegivenshowandresolveitevery week,bookthecrewsandfacilities, andoverseestudiosessionsalongwith otherresponsibilities,butshealso

functionedasasortofmediator. For examplewaswhencrewsdidn’tlike thecatering(whichdoesnotsound seriousbutcouldbequitedisruptive) andvoicedit,orhadsomedissentwith therequestsbytheproductionteam, solutionsneededtobedeveloped.This iswhenitbecamenecessarytodevelop andemploystrategiesthathonoredthe variousconcernsandpointsofview, respectingthepartieswhilemeeting theneedsoftheproductionschedule.

Beinginher20sandoneofthefirst groupofwomenhiredinthisnetwork productionmanagementcontext,only addedtothemix.Itwasveryimportant to“read”situationsonaday-to-day basisanddeterminewhatwasatiff,a skirmish,orabattle.Lifewasone

Danute sees more people turning to a type of holistic, paradigmatic approach which she has found so valuable, and she thinks that is great.

challengebeingresolvedafteranother Somewereminor,somenotsominor. Thedevelopmentandimplementation ofherpersonalstrategic,paradigmatic approachwasanincrediblyimportant go-toresource.

EstablishmentofCelaPhontus,LLC

Decadesofemployingthisparticular paradigmaticapproachtoallthework

Danutehasengagedin,coupledwith thesurroundinginfluencesof

corporate,judicial,andotherexamples ofdecision-makingandleadership, havebroughthertoaplacewhere sharingherexperienceandinsightsis partofamostdeeplysatisfyingeffort.

Danutebelievesthatowningyourown companyandbeingthemanaging director,providesthefreedomofhow youwishtoinhabityourspaceand workeffort.Youcandeterminewhat bodyofclientsyoudoanddonotwant totakeon(abriefdiscussionofwhich

Danuteundertakesinherbook, “How the Tin Man Found His Brain.)”

Itisalsoeasiershehasfound,totake theinnovativedirectionsthatyou believearemoreinalignmentwiththe goalsandpurposeofthecompany,and theserviceofitsclients.Thegoalsand purposemayevenrequireachangeof direction.Seemingsetbacksarenot failures.Flexibility,workingtotruly understandandengagewhenandwhat changesandnewstrategiesmaybe required,alongwiththecourageand commitmenttodowhatisnecessary, theseareimportantskillsthatpropel successful,independentleadership forward.

SuccessFoundthroughDecision Strategies

Duringaparticularnegotiationwitha companyinMexico,Danute’s approachlentitselfmoretoa diplomaticrelationsimpactthanto hardleadershipissues.Theresultsof thenegotiationswereverysuccessful.

Buttorelateamoredefinedscenario, shewasonceapproachedthrough CelaPhontusbyamanagerofafinance groupwhowashavingdifficultywith herdepartment.Themanagerwasa verycreative,out-of-the-boxthinker Herteam,ontheotherhand,wasa veryconcreteand“strictlybythe book”groupofemployees.Astheir leader,themanagerwasfrustrating themwithcriticismregardingtheir judgmentcalls,andthey,inturn,were, inherwords,“drivingmenuts.”

Sincethecorporationwasnot authorizinganyinterventionnorseeing theneedtofundanymanagement support(notveryvisionary),she privatelyconsultedwithDanute.The expedientsolution,whichwouldnot necessarilybeadeeper,long-term solutionwastosimplymovethe

Danute’s work on “How The Tin Man Found His Brain” and its essays and commentaries is emblematic of her professional philosophy

“box.”Danutedesignedawaytohave themperformtheirresponsibilities withanexpandedviewofthe parameterswhilebelievingtheywere stillworkingwithinthe“box.”It worked.

Tostayupdatedwiththelatesttrends andinnovationsDanuteusually practiceswatchingandlistening, occasionallyreadingaboutnew theoriesandinformationinvarious forms.

LawandManagementShaping Practices

Itisthecompositeofherworkinlaw, corporate,government,andnot-forprofitononehand,andvery specificallyherproblem-solvingand strategiceffortsinhervarious employmentsandassignmentsonthe other,whichenrichedthefoundations ofhercurrentconsultingefforts.

Whilelawandmanagementinsights haveremainedresourcesinher approach,Danute’sworkthrough CelaPhontusdoesnotinclude providinglegaladvice.Shedoes however,heavilyrelyoncritical thinkingcoupledwithperceptual awareness.Inaddition,sheisalways mindfulofnotingifaclientmight benefitfromconsultinganattorney whentheremaybearedflagorlegal ramificationsamidtheconcernsbeing discussed.

OvercomingChallenges

Danutebelievesthatfacing“change” invariousformshasbeenthemost significantchallenge.Dealingwith suchchangessometimesrequiresone tothinkonone’sfeetinordertofind thesubjectivespacefora response ratherthana reaction.Itcanbe particularlydifficultwhendealingwith ultimateunknowns.Evaluating situationsorissueswithacuityand thoroughness,andapplyingsubjective awarenesscanbeaverystrongdual resource.Asothershavesaidbefore, “Ifitdoesn’tfeelright,whydoesn’t it?”.Perhapstheissueorchallenge requiresasecondlook?And sometimesthatsecondlookcanmake allthedifferencetoasuccessful outcome.

Also,Danuteemphasizesthatthe imperativeintheimmediatesituation canoftenbe,to“findaway.” Therefore,sometimeswaitingforthe rightmomentistheanswer,and sometimesengagingthebest discernmentbasedontheinformation availableistheonlypossiblechoice whenanactionneedstobetaken.

CrucialQualitiesforLeadership

FromDanute’sperspective,awareness, perception,flexibility,andvisionare fundamentalforaneffectiveleader, whatevereconomic/managerial administrativeplatformheorshemay

beemploying.Fundamental,core subjectivepoweraffordsabasefor engagingthefactsandcircumstances ofaprofessionalleadershipchallenge inthemosteffectiveway

Thisisimportantatanytimeinany professionalenvironment,but particularlytodaywhenwearefaced withmanyandconstantnew challenges.Itisdifficulttoknowthe possibleoutcomesofscenariosthat havenotbeenpreviouslytriedand tested.

Justaswiththeinternetbreakingon thescene,whichrequiredthe developmentofnewaccompanying lawstogovernit,theadventofnew elementsinplaysuchas cryptocurrencyandAIwillcontinueto leadglobalchangeandhopefully evolvealongwiththechallenge. Doubtlesspowerful,leadership strategieswillbecalleduponinmany corners.

Danute believes, “reading” situations, people, circumstances, trends, etc. is a skill well worth honing

RoleofCulturalDiversity&Benefits

Assmallasourworldhasbecome,and itseemstocontinuetoshrink, awarenessofthepresenceandeventhe needandvalueofculturaldiversityis crucial.Understandingthedifferent dimensionsandperspectivesis important,andnotthatdifficultto grapplewithwhenyouhavethedesire tolearn,know,andunderstand.

ComingfromaEuropeanfamily, Danuteoftenfeltasthoughshewas bornintheUSandwenttoschoolin America,butcamehometoafamily heavilysteepedinEuropeanculture andsensibility.Intheearlyyearsofher childhood,shegrewupina neighborhoodthathadculturaland

ethnicdiversity Today,engagingwith peopleofvariousethnicbackgrounds islikelytobecomemoreandmore importantandnecessaryforallofus acrossprofessionalsectors,inourever smallerandcloselyentwinedglobal community

ProfessionalPhilosophyasan Author

Danute’sworkon“TinMan”andits essaysandcommentariesis emblematicofherprofessional philosophy Thethemeswithinpertain todevelopingawareness;developing self-trustpersonallyand professionally;perseveringthrough challenges;comingtoknowtheworld aroundus,andmore.

Hernexttwobooksinthetrilogywill beabouttheCowardlyLionandthe roleofrisk-taking,andfinallythe Scarecrow,whichwilldiscussourneed forvalidationinourlives.Butfirst,she iscompletingasagaabouther grandmother’slifeentitled,“TheNine LivesofAgnieszka”whichwillbe writtenclosertoahistoricnovelform, butwillnonethelessbeateaching exerciseindetermination, perseverance,andresilience.

AdvicetoAspiringLeaders

“Itmaysoundstrange,butasidefrom learningasmuchasyoucanfrom examplesofleadershiparoundyou, andlearningwhatyoucanof techniques,theories,andapproaches, use your senses.”

AsDanutehasalreadyshared, “reading”situations,people, circumstances,trends,etc.isaskill wellworthhoning.Thebestpartisthat youcansharpenitwhileyouare simplylivingyourlife.

MeasuringSuccess&Metrics

MostofDanute’sworkatthistimeis focusedonherwriting.Butinthe consultingcontext,generally,her clientsareindividualsorgroupsthat arealreadycommittedtothe investment.Inotherwords,theyknow whatisrequiredtoachieve constructiveoutcomes.Objectivesare veryspecificallydefinedanddesigned fortheclientorclientsinquestion. Withcommitmentanddetermination,it isdifficultnottoseepositiveresults. Andtheseresultsspeakforthemselves.

FutureTrendsinDecisionStrategy Consulting

Danuteseesmorepeopleturningtothe typeofholistic,paradigmaticapproach shehasexpressed,andDanutethinks thatisgreat.Itwillhelpsupportmore peopleinthisworldwhoarereadyto broadentheirvisionandtheirtools regardingself-governanceandthe developmentofleadershipstrength. Thisisanareawherecollaboration

ratherthancompetitionmaybring aboutthemostfruitfulresults.

CombiningResilienceLeadership withTrainingPrograms

Resilienceisalwaysimportanttobuild intoanobjectivefromDanute’s perspective.Thereisnoconstructive needtoentertainfailureasanoption. Notbecausewemustbedrivento success,butbecauseultimatesuccess isinevitableifweareworking appropriatelywithinourintegrityof capabilityandawarenessof developmentswithinthecompany

Thatdoesn’tmeanthattherewillno longerbeanychallenges,oravenues troddownthatmayneedtobe abandonedorretraced,ultimately perhapseventakingusinadifferent direction.Butthisisnotactually “failure.”Itisallpartofultimate growthandsuccess.So,partofthe equationisbeingfocusedfromawelldeveloped,strongperspective,andthe otherpartistaking"correct,”meaning well-conceivedandstrategizedaction.

Hybrid

Balancing Remote and In-Person Teams

Inthelasttenyears,hybridleadershiphasevolvedtobe

averytrendytermduetotheshiftinthework environmentaroundtheworldaspeopleengageina shifttowardsworkingremotely.Organizationshaveto adjusttheirwaysofoperation,andthenleadersfacethe challengeofleadingface-to-faceandremote-basedteams. Suchamixbringsdistinctopportunitiesandchallengesthat requirethoughtfulapproachestoleadership.

HybridLeadership

Hybridmanagementis,therefore,managingandleading teamsthatworkpartlyremotelyandpartlyinthe workplace.Thismodelhasincreasinglybeenconvenient becausemoreandmorecompanieshaveadoptedflexible workarrangements.Infact,aMcKinseystudyrevealedthat asmuchas58%ofemployeeswanttobeabletoworkina hybridmodel,whichimpliesthattheydesirealotof flexibilityinhowtheworkisconducted.

Hybridleadershipisjustifiednotonlyfromtheneedofthe employeesbutalsoasastrategicbusinessrequirementto stayafloatinchangingtimes.Thebenefitsforthe organizationsembracinghybridmodelscanreachoutto moretalentresources,containoverheadcosts,andimprove employeesatisfaction.However,thiscallsfornewskillson thepartofleaderstoensureeveryemployeestationed anywherefeelsvaluedandengaged.

AdvantagesofHybridLeadership

Hybridleadershipoffersthepossibilityofgreaterflexibility, oneofthepositiveadvantages.Telecommutingworkersare likelytofeelmoresatisfiedwiththeirjobsbecausethey havemorecontrolovertheirschedulesandwork environments.AreportbyBufferindicatesthat98%of remoteworkerswouldlovetocontinuetohavemoretime

workingremotelyatleastpartofthetime,throughouttheir careers.Thus,thisunderlinestheimportanceofflexibility intermsoftheoptionmadeavailableforworkstyles.

Hybridleadershipcanalsomanifestasincreased productivity.Employeeswhoaregrantedthechoiceto wheretheypreferworkingtendtoworkmorediligentlyand enthusiastically.AStanfordUniversitystudyfoundthat employeeswhoworkedfromoutsidetheofficewere13% moreproductivethantheirin-the-officepeers.Thisincrease inproductivitycanbebecausetherearefewerdistractions andduetocomfortwhileworking.

ProblemswithHybridLeaders

Hybridleadershiphasdisadvantagesofitsowndespiteits benefits.Thefirstsignificantchallengeitposesisteam cohesion.Itisdifficulttodevelopasenseofbelongingand collaborationamongdifferentlocation-staggeredteam members.AsevidencefromGallupreveals,remoteworkers arelesslikelytofeelconnectedtotheirteamsthanoffice workers;thisis20%.

Communicationalsoturnsouttobeanotherchallengeas leadersinahybridenvironmentensurethatinformation passeswellbetweenremoteandonsiteworkingmembers. Consequently,anyformofmiscommunicationmayleadto confusion,lowteamspirit,and,finally,lowerproductivity AccordingtoaresearchcarriedoutbyZogbyAnalytics, 60%ofemployeesbelievethatbadcommunicationaffects theirperformanceattheworkplace.

HybridLeadershipStrategies

Hybridleadershipcanbeprettyintricateandhasmany strategiestodealwithcomplexity.Firstandforemost,the communicationchannelshouldbeprettyclear.Leaders needtoleveragethevarioustoolsofcommunication, includingvideoconferencing,instantmessaging,and projectmanagementsoftware,sothatallpeopleareabreast ofthelatestnewsandevents.Morefrequentcheck-inscan helpreducethegapbetweentheremotenessandtheinofficeworkerssothateachdiscussioninvolvesall.

Hybridteamsalsorequireaninclusivelyresponsiveculture. Tomakesuretheleadersaregettinginputfromallonthe team,regardlessoflocation,brainstormingsessionsor feedbackformsthatpeoplearemotivatedtoparticipatein canbeused.Acultureinwhichallvoicesareheardhelpsto boostcohesionandmoraleoftheteam.

Anotherefficienthybridleadershipisthatofsettingclear expectations.Hybridleadersshouldbeabletoclearly communicatetoteammemberstherolesand responsibilitiesaswellasperformancemetrics.Thishelps avoidconfusionandputspeopleonthesamepage. ResearchbyHarvardBusinessReviewfindsthatteamswith cleargoalsare20%moreeffectivethanthosewithnogoals.

UtilizingTechnology

Successfulhybridleadershipdependshighlyontechnology Asamatteroffact,digitalusagecanautomateworkflows andfacilitatecollaborationwithinateam,andthrough SlackorMicrosoftTeams,onecanachievereal-time communicationaswellasfurtherfacilitateproject managementthroughTrelloorAsanafororganizing projectsandtransparencyattheprojectlevel.

Investingintrainingontheiruseforleadersandemployees cansignificantlyimproveoverallperformance.According toareportfromLinkedIn,companieswithastrongculture oflearningare92%morelikelytoinnovateeffectively

FutureofHybridLeadership

Asorganizationsmovetothisnewnormal,hybrid leadershipismostlikelytobecomethenorminsteadofthe exception.Technologywillcontinuetorevolutionizeina mannerthatwillprovideinnovativesolutionsfor communicationandcollaborationasappliedinmodern organizations.

Ontheotherhand,suchleaderswhooptforsuchan approachneedtobeflexibleandpreparedtoadapttothe newneedsandrequirementsoftheiremployees.Makingall thesethingstheprimaryprinciplesfortheoperationof teamswillensurethateveryemployeefunctionsproperly, nomatterwhetherremoteoron-site.

Conclusion

Hybridleadershipisatrendthatrepresentsanewwayfor teamstooperateinthepresent.Withtheabilityto understandandknowtheadvantageaswellasthepitfallof hybridwork,leaderswilldevelopstrategiesthatworkto ensureproductivity,addinginasenseofbelongingforthe teams.Andthatiswhenitwillbeaboutnotjustretaining thetoptalentbutalsothetrueinnovatorswhowillsucceed andthriveinsuchacompetitiveworldasthis.Thefuture belongstothosewhowillbeabletoeasilycombinethebest ofbothworlds-aremoteandin-personworkenvironment.

Leadership is not about being in charge, Its about taking care of those in your charge.

- Simon Sinek

How to Create an Inclusive Environment

7 Skills Leaders Need

Undeniably,foranydiversifiedworldtofeel

comfortable,creatinganinclusiveenvironmentisa must.Aninclusiveworkplacedoesnotonlyrespect andvaluebutalsoacknowledgesindividualdifferences, whichcreatesanin-groupfeelingwithinallemployees includingthemselves.

Moreover,differenttypesofresearchhavealsorevealed thatcompanieswithinclusiveculturesaremoreinnovative, onthehighersideofemployeesatisfaction,andfinancially superior.Infact,McKinseyresearchindicatedthat companiesinthehighestquartileintermsofgender diversityintheirexecutiveteamsare25%morelikelyto outperformonprofitability

Let us explore further:

UnderstandingDiversity

Thefirststeptoansweringthisquestionistounderstandthe conceptofdiversity.Diversityhasmanydimensionsand attributes,suchasrace,gender,age,sexualorientation, disability,andculturalbackground.Diversitystressesthat eachpersonhasadifferentwayoflookingathislife. Becauseofthis,leadersbegintoseetheeffectivenessof diverseopinions,whichfosterscollaborationamongthe teammembersthemselves.

Moreimportantly,embracingdiversitymayleadtobetter decision-making.Indeed,astudypublishedintheHarvard BusinessReviewfoundthatdiverseteamsare35%more likelytooutperformtheirlessdiversecounterparts.Valuing diversityallowsleaderstobreaktheshacklesof conventionalthinkingandunlockthecreativityand innovationhiddeninanorganization.

EffectiveCommunication

Communicationistheveryfoundationofinclusiveness. Leadersneedtomakealltheiremployeesfeelgoodabout theircomfortlevelinexpressingthemselves.Open communicationlineswhereallemployeesmaycomfortably sharetheirthoughtsandideasshouldbemaintained.This includesactivelisteningskills,whereonedoesnotonly listenbutalsoletsothersknowthattheyarebeingheard. Employeeswillthenbemorepositiveaboutmeaningful contributionstowarddiscussionsbecausetheyarebeing listenedto.

Anotherfactoristheuseofneutrallanguagein understandingpeople.Inclusivelanguagemakesthe atmospherewarm.Forinstance,ageneralexclusionof jargonsandtechnicalterms,whichwouldisolatesome workers,helpsmakethediscussionseasiertobeachieved. Properandrespectfulcommunicationhelpstheleaders explainthingsastheyshouldbeexplainedtoeveryoneso thatallmayfeelappreciatedandaccommodated.

Empathy

Empathyisoneoftheskills,whichaleaderwithadesireto createaninclusiveenvironmentneedstolearn.Itisastyle ofunderstandingandsharingfeelings.Thepracticebysuch leadersempowersthemtobetterunderstandtheexperiences andchallengesthatteammembersundergo.Knowingthis, theycanreallydiscussthematterthatneedsadjustmentin themostacceptablemanner.

Empatheticresearchshowsthattheempatheticleaderhasa betterchanceoftrustbuildingintheworkplace.As providedbyBusinessolver,92%oftheemployeespointed outempathyasimportantcharacteristictraitsforanyleader Whentheleadershowsempathy,thenhe/shegetsto developanenvironmentwhereemployeescanfreelybe themselveswithoutfear.

CulturalCompetence

Culturalcompetenceenablesonetounderstandandrespect othersfromadifferentculturalbackground.Intoday's globalizedworld,oneoughttobeabletolearnhowto competeatworkwithindividualsofdifferentcultural backgroundsand,hence,developthisaspect.Cultural competencethusimpliestherecognitionofone'sown biasesandthepursuanceofknowledgeofothercultures.

Leaderscanbecomeculturallycompetentthroughthe trainingsessionsorworkshopsthatarecarriedouton diversityandinclusion.Encouragementofteammembersto reflectontheirculturalbackgroundsandtraditional practicesthatwillhelpintheestablishmentofmutual respectamongemployees;therebyembracingallthe culturesprevalentintheworkplaceandmakingthe experiencericherforall.

ConflictResolution

Evenwhenitisinevitable,conflictinanygivenworkplace canmakeahugedifferenceintermsofinclusivity.Leaders havetodevelopstrongskillsinthemanagementofconflict. Leadersshouldremainverycalmandobjectivewhile facilitatingadiscussionamongpartiesinconflict.

Anotherimportantaspectofconflictresolutionisthe encouragementofopendiscussion.Leadersshouldcreatea climatewhereemployeeswillnotfearrepercussionsfor discussingdifferencesthatmayarisebetweenthem.If handledpromptlyandwithfairness,theleadercanprevent anisolatedmisunderstandingfromsnowballingintoamajor issuethatcouldharmcohesioninteams.

FlexibilityandAdaptability

Flexibilityandadaptabilityarealwaysrequisiteforan evolvingworld.Infact,suchskillcanhelptheleaders becomemoreeffectivefortheirendeavortobringabout inclusiveness.Aleadershouldbewillingtoadjustthe approachinlightofrequirementsofteammembers.This canbeachievedbyaccommodatingworkstylesorgiving increasedsupporttoindividualswhenrequired.

Forexample,someemployeesaregoingtoexcelbest withinthemoretraditionalofficesettingswhereasother employeesmaypreferworkingremotelyorflexiblehours forpersonalreasons.Offeringawide-rangeofworking arrangementsopensdoorsofpotentialtoallowinclusion andcanencouragealeaderwhoreallysupportsemployees' well-being.

CommitmenttoContinuousLearning

Theotheraspectoftheleaders'roleistocommit themselvestocontinuouslearningaboutdiversityand inclusion.Again,thisonceagaininsinuatesthatthe workplacelandscapeisconstantlychanging,andhence, learningaboutthebestpracticesalwayskeepsthemmoving intherightdirectionforeffectiveleading.Their

commitmentwouldperhapsincludebookreading,articles, webinars,orattendingsuchconferencesthatpresent strategiesoninclusiveness.

Additionally,teamleadersshouldencourageteammembers toremaininastateofcontinuouslearningaswell.Aculture ofcuriositywithadevelopmentmindsetwillmakethe organizationadaptableandresponsivetotheneedsofa morediverseworkforce.

Conclusion

Creatinganinclusiveworkplaceenvironmenttakes intentionalactionfromleaders,whothemselvesshould possesstheseskills-oneofthembeingdiversity understanding,effectivecommunication,empathy,cultural competence,conflictresolution,flexibility,andcommitment tocontinuouslearning.Infact,whensuchleadershipskills aredeveloped,aworkplacecanemergewhereallofits employeesarevaluedandempowered.

Theadvantagesofpromotinginclusionaresignificantin thatitisafactthatorganisationswithdiverseteamsarenot onlyinnovativebutalsoenjoyahighemployeesatisfaction levelandimprovedfinancialperformance.However,inthe verycompetitivelandscapeoftoday,doingjustthatwillnot beonlyamoralimperativebutalsoastrategicadvantageto pushanyorganizationforwardtowardsgreatersuccessin thefuture.

Wayne Borg’s Tips on

Fostering Innovation Acro Global Teams

Multinationalcorporationsareontherise.Infact, theysawa159%increaseinsalesfrom2016to 2021.Whilethesecorporationscontendwith timezone,language,andculturaldifferences,theycontinue todominatetheglobaleconomy.Infact,culturallydiverse teamsare35%morelikelytooutperformlessdiverse teams.

Withover25yearsofexperienceleadingmedia,gaming, andentertainmententerprises,WayneBorgknowsjusthow tricky—andrewarding—itcanbetoleadglobalteams. Themediaexecutivehasworkedonfivecontinentsand visitedover100countries,leadinghisteamstosuccessin spiteoftheirdifferences.“Theworldisn'tahomogenous place.Thereishugediversityincultures,inpeople,in understanding.Whatoftenisseentobethestandardor acceptedpracticeinonepartoftheworldcanliterallybe quitealieninothers,”hesays.

OtherCEOsbelieveinpushingforbig,dramatic innovationsontheseglobalteams,butWayneBorgtakesa differentapproach.Hebreaksdownhisuniquebeliefsabout innovationandshareshowleaderscansupportout-of-theboxthinkingformultinationalteams.

WayneBorg’sViewofGlobalInnovation

“Innovationisaninterestingphrase.Ithinkeverybody thinksit'sthisbigblackboxthatyouputeverythinginto, anditsomehowspitsoutthelightbulbmoment,”Borg explains.Inhisview,innovationhappensthroughsmall, deliberateactions.“Innovationcanbefromverysmall incrementalimprovementstobig,game-changingideas.It's reallyaboutencouragingtheteamtofoster,tosomeextent, acultureoffailure,”hesays.

Businessleadershaveareputationfordrawinglinesinthe sand,butWayneBorgbelievesglobalteamsneedsupport, notmicromanagement.“Givepeopleasafeenvironment thattheycantrynewthingsandthey'renotgoingtobe penalizedifthosethingsdon'tworkout,”hesays.“Itis aboutsettingtherightcontextforpeoplethatitisn'talways justaboutthebig‘aha’moment.They'llcome,butnot everypieceofinnovationtoqualifyasinnovationhastobe that.”

Innovationisimportant,butit’selusiveformany businesses.Borgbreaksdownhowhisuniqueleadership stylefostersgrowthfordistributedinternationalteams.

ListenandActontheTeam’sIdeas

“Alotofleadersfeelpressurethattheyshouldhaveallthe answers,WayneBorgsays.“Theoldcredowasthatleaders weremeanttohavealltheanswers,andthat'snotreallythe case.Wedooperateinateamcontext.”

Ifleaderswanttheirteamstocreateinnovativeideas,they firsthavetobewillingtolistentotheiremployees.“Just likeinnovationandgreatideascancomefromanywhere, leadersshouldbeharnessingthepoweroftheirteamand canvassing,hearingpeople'sthoughts,andthenmakinga decision,”heexplains.Insteadoftreatinginnovationasa productofasingle,visionarygenius,Borgbelievesthat mostinnovationscomefromsmallchangesimplementedas agroup.

MentorYoungProfessionals

MillennialandGenZemployeesaresteadilyclimbingthe corporateladder.Leadershavetobepreparedtomentor theseprofessionalstonotonlydevelopinternationaltalent pipelinesbuttoalsoencourageinnovation.Diversityin culture,language,andespeciallyagearethekeytothinking beyondwhatabusinesshasdoneinthepast.

“Thestatusquodoesn'tnecessarilyentitleyoutosuperior thinking.Greatthinkingcancomefromanyagegroupthese days,”WayneBorgsays.“Develop[employees]inaway thatthey'renotgoingtofearnotknowing.Thattheycan growintotherolethattheyarecomingin.Maybenotfully preparedasmaybeamoreestablishedleaderwouldbe,but that'stheopportunity.That'sbreathingnewlifeand revitalizingandrefreshingleadershipthinking.”

EmphasizeSoftSkills

ForWayneBorg,technicalskillsarejustacheckbox.What hereallycaresabout—andwhatbusinessestrulycompete on—itsoftskills.“I'vealwaysplacedaheavyemphasison talent.Notonlythetechnicalskills,butincreasinglynow,as yousee,softskillsarethefore.Yourabilityto communicate,yourabilitytogetonwithpeopleisvitally important.Noamountofintelligencecanovercomean inabilitytocommunicateyourideas,”hesays.“The differentiatorinmostorganizationstoday,andparticularly intheleadershipranks,isthecohesivenessoftheteam, theirabilitytocometogether,toworkasonebecause they'recommunicatingwell,theyfeelsafewitheachother.”

BuildingaCultureofInnovationAcrossContinents

Culturaldifferencescancertainlybeabarrier,butfor WayneBorg,innovationispossiblethroughactive listening,mentorship,andcultivatingsoftskills.These practicestranslateregardlessofwhichcontinentyou’reon, especiallyinanincreasinglyglobalizedworld.“Regardless ofborders,theworldoperatesprettymuchasasingle marketnow.That'sacriticalpieceforme,”Borgsays. Insteadoflookingforsignificantachievementsin innovation,multinationalteamsshouldfocusinsteadon cultivatingculturesthatsupportgrowthineventhemost volatileenvironments.