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 /A orney
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.
