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MotivatingSelf
Trying to motivate self and managing teams certainly has its challenges, but focusing on your own motivation levels is perhaps more important than ever before. Motivation is the driving force behind our behaviours, actions, and achievements. It is what keeps us going when faced with challenges and setbacks. There are two main types of motivation. Intrinsic and extrinsic. Understanding the difference is crucial for personal growth, productivity, and success.
a) Intrinsic Motivation
Intrinsic motivation is the type of motivation that comes from within. It is the drive to do something because it is inherently satisfying, enjoyable, or fulfilling. Intrinsic motivation is often associated with activities that we find pleasurable, stimulating, or interesting. When we are intrinsically motivated, our brain releases dopamine, a neurotransmitter that is associated with pleasure and reward. This means that the more we engage in intrinsically motivating activities, the more our brain rewards us for doing so.
b) Extrinsic Motivation
Extrinsic motivation comes from external factors. It is the drive to do something to receive a reward or avoid punishment. These can include financial incentives, social recognition, and praise from others. Extrinsic motivation can be effective in driving behaviour and achieving goals. It can also provide a sense of direction and purpose.
Do you have any strategies to help you stay self-motivated? Here are some tips shared by Christina Lattimer a Behavioural Change Practitioner.
1. Setting Goals
Set goals for themselves which they want to achieve and do not get discouraged or let negative thoughts stop them. When you can set goals for yourself, you imbibe the capability to achieve them.
2. Balancing Emotions
3. Embracing Change
We are all human beings and not automatons, ergo we have feelings and emotions. Feelings have the ability to make us successful or a failure. Motivation comes from channelling the feelings in a positive and productive way. Do not dwell on negativity but try to perceive failure as a learning to improve the next time and not as a failure, instead carefully balance their emotions to make the best possible decisions.
When unanticipated challenges suddenly appear on our path, a slight shift in our mindset can flip our motivation back in the right direction. Part of professional development is to try to embrace change and face uncertainty head on will hopefully give amount of adrenaline rush to energise you once more.
4. Reflecting Constantly
Reflecting on our performance is vital. What worked well? What didn’t quite go according to plan? What did we learn? What might we do differently. Selfreflection helps to re-energise, re-focus, and re-ignite our motivation.
5. Finding a Balance
Whether you strive for work-life balance, work-life integration, or work-life separation the primary focus for us is to find time away from the business and to focus on yourself, your mental health and well-being. Having a day off blocked in the calendar, a long weekend planned, or a proper holiday booked in advance is sure to keep your motivation levels up.
6. Learning from People Around Us
Modesty and being respectful to people around them is another quality that makes self-motivated people successful. Great leaders believe that no one is superior or inferior to anyone. They learn from everyone around them. Be observant and try to be unbiased and imbibe the good things from people they interact with.
7. Try Challenging Work
Find opportunities to work on challenging projects or take on new responsibilities. By pushing ourselves out of our comfort zone, we develop new skills and build confidence. New Challenges build strong relationships, promote meaningful work. Taking pride in and feeling passionate about seeking new challenges, bouncing back and demonstrating optimism in the face of setbacks becomes the relentless pursuit of learning and professional development.
BY KELSEY MCCORMICK
Source: Image is from freepik.com by @KamranAydinov
How to build a business that works with neurodiversity, not against it
In a world that often prizes the type-A CEO (you know, the ones who wake up at 5 AM to do hot yoga before crushing their green juice), it’s time we talked about the power of neurodiversity in business. As a neurodivergent entrepreneur myself, I’ve learned that it isn’t a hindrance — it’s our superpower. But how do we create businesses that not only accommodate but work with our squiggly, non-linear brains? Let’s dig in, shall we?
UNDERSTANDING NEURODIVERSITY IN BUSINESS
First things first: what exactly is “neurodiversity”? What’s become a bit of a buzz word on TikTok lately (it’s very demure) actually refers to the idea that neurological differences like ADHD, autism, dyslexia, and others are natural variations of the human brain rather than disorders to be cured. In the business world, this translates to a vibrant ecosystem of thinking styles, problem-solving approaches, and creative insights. Think of it as a mental potluck where everyone brings their own unique dish to the table.
THE NEURODIVERGENT ADVANTAGE
Let’s bust a myth right off the bat: neurodivergent individuals aren’t just capable of success in business — they’re often uniquely equipped for it. Take my dish, ADHD, for instance. That hyperfocus we’re famous for? It’s rocket fuel when channeled into creative projects. Our tendency to think outside the box? That’s the stuff innovation is made of. (Who needs a box anyway? Give me a squiggly line any day.)
But it’s not just ADHD. Autistic individuals often bring exceptional attention to detail and pattern recognition that would make Sherlock Holmes jealous. Dyslexic minds are frequently gifted with strong spatial reasoning and creative problem-solving skills that can turn business challenges into exciting puzzles. The key is recognising these strengths and creating an environment where they can flourish.
BUILDING A NEURODIVERSITY-FRIENDLY BUSINESS
So, how do we build businesses that work with neurodiversity, not against it? Here are some strategies I’ve found effective — consider them your neurodiversity-friendly business starter pack:
Embrace flexible work environments:
One size doesn’t fit all, especially when it comes to work environments. Some of us thrive in bustling open offices, while others need quiet, distraction-free spaces. We also have varying energetic peaks and valleys that, when embraced, lead to a better output.
Focus on outcomes, not process:
Neurodivergent individuals often have nonlinear ways of approaching tasks. Instead of insisting on a specific process, focus on the end result. You might be surprised at the innovative solutions that emerge when you give people the freedom to work in ways that suit their brain and energy. It’s less “follow the yellow brick road” and more “create your own path to Oz.”
Provide clear, concrete communication:
Many neurodivergent individuals appreciate clear, straightforward communication. Avoid ambiguity in instructions and expectations. Use visual aids, checklists, and specific examples where possible. This clarity benefits everyone, not just neurodivergent team members. Think of it as creating a Duolingo for your business communication — no more getting lost in translation!
Offer multiple channels of communication:
Some people prefer written communication, others verbal, some even like audio. Some might be comfortable with impromptu conversations, while others need time to process information. Providing multiple channels of communication ensures everyone can engage in a way that works for them. It’s like offering a communication buffet — everyone gets to pick their favourite dish.
Create a culture of acceptance: Foster an environment where it’s okay to ask questions, make mistakes, and be yourself. This is crucial for neurodivergent individuals who might struggle with social norms or have lived a life masking to fit in.
THE RIPPLE EFFECT OF NEURODIVERSITYFRIENDLY PRACTICES
When you build a business that embraces neurodiversity, you’re not just supporting neurodivergent individuals. You’re creating an environment that’s more adaptable, creative, and inclusive for everyone. You’re fostering a culture of innovation where different perspectives are valued and unique problem-solving approaches are celebrated. It’s like creating a business ecosystem that’s as diverse and resilient as a rainforest. You’re tapping into a pool of talent that’s often overlooked. Many neurodivergent individuals have struggled in traditional work environments, not because of a lack of ability, but because of a mismatch between their needs and the typical workplace structure. By creating a neurodiversity-friendly business, you’re unlocking the potential of these brilliant minds. It’s like finding the key to a treasure chest you didn’t even know you had.
MY PERSONAL JOURNEY
As someone with ADHD, I’ve experienced firsthand the challenges and triumphs of being neurodivergent in the business world. There were times I needed to stay late (unpaid) just to hide that I need extra time to understand and get organised. But when I learned to embrace my non-linear way of thinking, everything changed.
I learned to harness my hyperfocus for deep work sessions (thank you Pomodoro), to find my own ways to get organised that may not work for everyone, but work for me, and to structure my day in a way that works with my energy fluctuations rather than against them. And you know what? My business thrived as a result. It turns out, embracing your quirks can be a pretty solid business strategy.
THE FUTURE IS NEURODIVERSE
As we move into an era where adaptability, creativity, and innovative thinking are more crucial than ever, neurodiversity isn’t just an asset — it’s a competitive advantage. By building businesses that work with neurodiversity, we’re not just creating more inclusive workplaces.
We’re unleashing a world of potential, driving innovation, and shaping a future where different minds don’t just fit in — they lead the way. It’s like we’re all pieces of a giant puzzle, and it’s only when we embrace our unique shapes that we can create the big picture. So, let’s embrace our beautifully diverse brains. Let’s build businesses that celebrate different ways of thinking, working, and creating. Because in the end, it’s our differences that make us stronger, more innovative, and better equipped to tackle the challenges.
Remember, in the world of business, there’s no such thing as normal. And that’s exactly how it should be.
KELSEY MCCORMICK
Kelsey is ADHD and has built her multi-6-figure business Coming Up Roses around helping other neurodiverse entrepreneurs to launch, grow and scale businesses. She has some great advice that can be applied to anyone at work - whether they’re the CEO, an employee or a startup founder.
Want More Progress? Build Your Influential Team
BY MICHELLE GIBBINGS
Empower Your Team: Mastering Influence and Stakeholder Engagement for Lasting Success
Have you ever had a time when it looked like things were going okay, but when you dug deeper, you realised that things weren’t going to plan? Everything was taking longer, and roadblocks and unexpected obstacles kept getting in the way of progress.
If so, you’re not alone.
I recently worked through an issue like this with a client, so I am sharing this story with their permission.
On the surface, the team was collegiate, and there were no obvious signs of dysfunction. However, the team wasn’t progressing as swiftly as expected on a complex matter. Something in the team wasn’t working, and the leader couldn’t quite figure out what was getting in the way.
We discussed the situation and context and examined how the team worked together.
The usual suspects that impact team dynamics were examined. For example:
• Was there ineffective communication across the team? A lack of communication can create a breeding ground for misunderstandings and misalignment.
• Was there a lack of interdependence? As Jon Katzenbach and Douglas Smith highlighted in their book ‘The Wisdom of Teams’, successful teams have a strong interdependence, where each member knows their role in contributing to the collective success.
• Was trust low or absent? When team members doubt each other’s intentions or abilities, it creates a toxic environment that impedes collaboration. You might remember how trust is foundational in Patrick Lencioni’s Five Dysfunctions of a Team approach.
• Was there inadequate accountability and a culture of blame? When team members shirk responsibility or blame others for setbacks, it usually indicates a lack of genuine teamwork.
None of these usual issues resonated, so we then examined how the team engages with its stakeholders across the organisation.
It turns out, that’s where the issue lay.
Source: Image by storyset on Freepik
Progress isn’t a Solo Venture
The team worked well together, but they weren’t effective at influencing the stakeholders across the organisation. As a result, the leader spent inordinate amounts of time stepping into meetings, resolving issues, and negotiating outcomes on issues that the team should have been able to manage.
The team members were great ‘technical’ experts in their roles but weren’t strong at influencing stakeholders.
The situation was a great reminder that leaders can’t make progress alone.
The less effective team members are in communicating, building constructive relationships and negotiating outcomes, the more the leader must intervene, remove roadblocks and negotiate decisions. All of this consumes time in an environment where productivity is already less than ideal, and the pressure to perform continues to rise.
Build Your Influential Team
Influential teams can cut through the noise, get traction, collectively manage change, and have a robust, sustained, healthy impact.
They do this by successfully collaborating and positively impacting those around them. They understand the influencing factors operating in the organisational system and have the nous to find the ‘back door’ and leverage informal networks to get issues addressed and decisions made. In today’s working world, being able to influence effectively is no longer just about hierarchy. Sure, there is positional authority in more senior roles, but having the skills to influence well is a capability all team members need.
The leader recognised that they needed to build their influential team. So, we built a capability plan to help the team members elevate their skills, with the leader playing a crucial role in coaching and nurturing their ability to:
• Build healthy and dynamic stakeholder relationships
• Create coalitions of support for change
• Communicate in an authentic and compelling manner
• Negotiate important decisions
With these skills, the team was better positioned to secure long-term, mutually beneficial relationships and outcomes with stakeholders.
Stand Up for What Matters
The team also spent time getting clear on what mattered and how and where they wanted to progress.
This was important.
Influential teams that strive for good outcomes do many things differently, and one of them is that they know how to stand out without making it all about them. They acknowledge the efforts of others and don’t take the glory for successes that were not theirs or theirs alone. Instead, they recognise and value their colleagues, stakeholders and business partners.
They treat everyone they meet respectfully, valuing each interaction and seeing every opportunity to deepen the connection. In doing this, they welcome different thoughts, ideas and opinions as they know they don’t have all the answers.
At the same time, they are not afraid to take a stand and speak up on important matters—not just for themselves but also for others.
Influence matters. But not influence that is self-serving; instead, influence that achieves change that benefits all.
Change Requires Influence
We all know we live in a changing world, where your ability to progress is dictated by your response to change (initiated by others) and your capacity to motivate others to respond to change (initiated by you).
However, making change happen is challenging. The antidote to this dilemma is being ready, willing, and able to influence. As leaders, you want your team equipped to play their role, too.
Take a moment to think about your team members and how they influence at work. Are there gaps that need to be closed, and if so, what steps will you take to address them?
This was first published on michellegibbings.com
MICHELLE GIBBINGS
Michelle Gibbings is a workplace expert and the award-winning author of three books. Her latest book is ‘Bad Boss: What to do if you work for one, manage one or are one’.
How Can Internal Communications Enhance Employer Branding?
BY ANIISU K VERGHESE PH.D.
RETHINKING EMPLOYER BRANDING
The world of work underwent a significant shift in the wake of COVID-19, prompting organisations to reassess their strategies for attracting and retaining top talent. Central to this recalibration is the concept of employer branding – how a company presents itself as an employer, showcasing its values, culture, and overall appeal to prospective employees. Despite their critical importance, many organisations grapple with disjointed approaches to employer branding and internal communications.
A significant challenge arises from the disconnect between these two vital functions. While employer branding endeavours to shape the external perception of the organisation as an employer of choice, internal communications focus on fostering engagement and alignment among current employees. Yet, in practice, the lines between these functions often blur, leading to confusion over ownership and missed opportunities for collaboration. Also, where the functions sit makes a difference in the level of support, trust, and resources available.
Source: Image by freepik
The COVID-19 pandemic has reshaped how we work, prompting a need to rethink employer branding strategies. Here are some key trends that reflect the state of work, the workplace, and the workforce.
• Social Media Influence: Job seekers increasingly turn to social media for company information. Glassdoor reports that 50% of them do so.
• Future of Hiring: LinkedIn’s survey of recruiters across 23 countries reveals that employer branding ranks among the top three forces shaping the future of hiring.
• Talent Attraction: Companies are prioritising employer branding efforts to attract talent, with 38% focusing on aligning their brand with retention and showcasing remote and hybrid work environments.
• Employee Influence: LinkedIn notes that employer brand significantly influences job consideration among both individual contributors and managers.
Pivotal to this shift is the role of internal communications, which fosters employee engagement and shapes organisational culture. To stand out in attracting talent, organisations must prioritise their employer brand, with employees at the heart of the engagement.
Employer branding encompasses the benefits associated with employment at a company, including its image and values. While prospective employees are the primary audience, current employees play a crucial role through referrals and advocacy. Even former employees (alums) contribute to promoting the employer brand.
However, research reveals that organisational initiatives are often disjointed, lacking a cohesive approach to engaging with prospective candidates and alums. According to a Universum 2023 study, 78% of respondents believe employer branding is a priority, yet only 60% of CEOs feel they own employer branding, indicating a gap in execution. Little is done to co-create the employer brand alongside employees.
Employer Branding and Internal Communications | Overlap and Opportunities
Employer branding refers to how a company presents itself as an employer, encompassing its reputation, values, and culture. It’s what makes a company unique and attractive to potential employees. Internal communications involve the communication processes within an organisation, including how information is shared, feedback is given, and the organisational culture is nurtured. It ensures that employees are informed, engaged, and aligned with the company’s goals.
Organisations often have disjointed approaches to employer branding and internal communications. They may lack clarity on ownership and fail to involve employees in shaping the employer brand. This can lead to inconsistencies in messaging and missed opportunities to leverage employee advocacy.
Despite the disconnect, there are natural overlaps between employer branding and internal communications. Both aim to engage employees, shape organisational culture, and promote a positive employer image. By aligning efforts, organisations can amplify their messaging and create a more cohesive employee experience.
Partnering for Co-Creation
Understanding Employer Brand Dynamics:
Research underscores the profound impact of employer branding on talent acquisition and retention. LinkedIn’s study highlights that an employer brand is twice as likely to influence job consideration compared to the company’s brand alone. Moreover, organisations boasting a robust employer brand experience lower turnover rates, showcasing the tangible benefits of effective branding strategies. Also, a study in Sweden highlights the boundary-spanning abilities of employees as advocates and ambassadors for
improving employer branding. By integrating insights from such research, organisations can develop a deeper understanding of how their employer brand influences employee perceptions and behaviours, enabling more targeted and impactful co-creation efforts.
Navigating Workplace Pressures:
Gallup’s comprehensive research highlights the myriad pressures facing today’s workforce, from heightened ownership demands to restructuring initiatives and budget constraints. These stressors have precipitated a culture of burnout, underscoring the imperative for internal communications to prioritise employee wellbeing and foster resilience amidst adversity. By aligning employer branding initiatives with efforts to address workplace pressures, organisations can demonstrate their commitment to employee welfare, promoting a positive employer brand that resonates with current and prospective employees.
Addressing Disconnection Between Leadership and Employees:
A glaring disparity persists between organisational leadership and employees, particularly regarding return-to-office guidelines. Gallup’s findings reveal a widespread perception of bias among employees, emphasising the need for internal communications to bridge this gap and cultivate transparency and alignment between leadership directives and employee sentiments. Through transparent and open communication channels, organisations can foster trust and collaboration, bridging the gap between leadership and employees and enhancing the authenticity of their employer brand.
Prioritising Internal Communications:
Edelman’s Future of Corporate Communication Study shares the rising prominence of internal communications in shaping organisational culture and driving employee engagement. As Chief Communication Officers and CEOs prioritise internal communications, organisations are poised to leverage this function as a strategic asset in enhancing employer branding efforts. By investing in internal communication platforms and fostering a culture of open and transparent communication, organisations can strengthen employee engagement and alignment with the employer brand, driving positive outcomes for talent acquisition and retention.
By drawing on the strengths of the employer branding and internal communication functions and co-creating solutions with employees, organisations can develop a more holistic and impactful approach to attracting and retaining talent. This collaborative approach not only elevates employee engagement and alignment but also strengthens the organisation’s reputation as an employer of choice in a post-pandemic world.
This article was also published on aniisu.com
ANIISU K VERGHESE PH.D.
Aniisu K Verghese Ph.D. is an award-winning communications leader, personal branding coach, author, speaker and academician with over 22 years of experience. His mission is to help organisations and individuals discover and develop their ‘sweet-spot’ through effective communications. Aniisu has spoken at international conferences on 4 continents and authored three books - Inclusive Internal Communications (2023), Internal Communications - Insights, Practices and Models (2012) and Get Intentional (2021).
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Perspective in Life and Leadership The Importance
BY GREGG VANOUREK
Do things feel heavy and dense in your life right now?
Maybe you’re stressed out about a challenge at work, or a problem at home that’s got you off balance. Perhaps you lost your job, or lost a big account at the office. Maybe you’re struggling financially, or have health concerns in your family. Perhaps your team is struggling with performance and motivation.
It may feel like the world is closing in. In those moments, it’s hard to maintain perspective.
The Problem with Lacking Perspective
Feeling that way is understandable, but losing perspective can be a big problem—and even make things worse. How?
When you’re stressed, you tend to view things through negative filter, causing angst, resentment, and pessimism. And when you lack perspective you have a hard time determining the relative importance of things. (See my article, “How to Stop Catastrophizing—Managing Our Minds.”) That can cause you to let things get out of whack, leading to new problems down the road.
20 Benefits of Having Perspective
When you can put things in perspective, it means you can think about them in a reasonable and sensible way without making them better or worse than they are. Doing so has many benefits. For example, keeping things in perspective helps you:
1. assess the importance of things in their broader context
2. focus on what matters most
3. understand situations and other people’s viewpoints
4. keep anxiety and worries in check
5. understand things more clearly and accurately, thereby reducing mistakes
6. view things from different angles
7. see both positives and negatives
8. react intentionally and constructively instead of impulsively
9. maintain your objectivity
10. develop empathy and compassion for people instead of judging them
11. avoid unnecessary conflicts
12. improve your relationships
13. forgive people instead of holding onto counterproductive grudges
14. learn from experience
15. discover new ways to view your problems
16. develop your resilience
17. grow as a person and leader, in part by seeing how you can transcend your current limitations
18. appreciate what you have
19. live intentionally and according to your core values and vision of the good life
20. maintain your happiness and wellbeing
The Importance of Perspective for Leaders
Maintaining perspective is also important for leaders, in part because they face so many challenges.
Part of the job of a leader is finding problems in and discovering ways to get them solved. Encountering problems can feel overwhelming if you don’t have the ability to rise above them and see the big picture.
One of the things leaders have to be good at is perspective. Leaders don’t necessarily have to invent ideas, but they have to be able to put them in context and add perspective. -John Sculley, businessman, entrepreneur, and investor
Adaptive leadership is a modern leadership framework focused on how leaders can prepare and encourage people to deal with changing environments that are beyond the technical capacity of people to solve with straightforward solutions or the normal way of doing things.
Instead of trying to be the hero and solve everything, adaptive leaders motivate the people in the organisation to face their difficult situations and adapt to the challenges they face together. They recognise, as Harvard leadership scholar Ronald Heifetz says, that “The work is through the people.”
One of the keys for leaders, according to Heifetz, is for them to “get on the balcony.” He explains:
“ “
To diagnose a system or yourself while in the midst of action requires the ability to achieve some distance from those on-theground events. We use the metaphor of ‘getting on the balcony’ above the ‘dance floor’ to depict what it means to gain the distanced perspective you need to see what is really happening.
-Ron Heifetz, The Practice of Adaptive Leadership
The idea is for leaders to maintain both sharp focus and broad comprehension at the same time. This will help them understand the situation, the challenges, and the people. Meanwhile, leaders must reframe their view of conflict, seeing it not as a problem to be avoided but rather as an opportunity for learning, growth, and advancement. Doing so requires perspective.
How to Maintain Perspective
How can you maintain perspective when it feels like things are spinning out of control? Here are 12 ways to do so:
1. Read. One of the best ways to develop and maintain perspective is to read a lot, including classics of philosophy and literature as well as religious or spiritual texts.
2. Project forward. Think ahead five or ten years and imagine looking back on your current situation. That can help you see it in the larger sweep of your life so you don’t blow it out of proportion.
3. Talk things through. Lean on family, trusted friends, colleagues, a mentor, or a small group That way, you can connect with others about what’s going on and hear their views on things. You’re also wise to talk to people from different vantage points (e.g., age, gender, culture, circumstances, history).
4. Distance yourself from the situation. You can do that conceptually, by looking at it from another person’s perspective (e.g., if you’re struggling financially, consider your challenges from the vantage point of someone with far fewer resources than you). Or you can do it physically, by changing your scenery. Often, removing yourself from the situation helps in ways big and small.
5. Do a reality check. Keep in mind that bad things happen to all of us, and that’s okay. It’s the nature of life. Be clear about what you can and can’t control.
6. Recall your capabilities. Think of times when you’ve overcome challenges in the past. Why shouldn’t this time be any different?
7. Start working on solutions instead of worrying so much about problems. With small but steady steps, you’ll start to see that your problems are probably more manageable than you thought initially.
8. Get out into nature. Go on a hike. Get out on a lake or into a forest. Feel the sun on your face and breathe in the air while taking in the sights, sounds, and smells of our bustling world. Contemplate the vastness of the cosmos and observe the intricate mesh of nature and life with reverence and awe
They will forget the rush and strain of all the other weeks of the year, and for a short time at least, the days will be good for their bodies and good for their souls. Once more they will lay hold of the perspective that comes to those who every morning and every night can lift their eyes up to Mother Nature.
-Theodore Roosevelt, conservationist, naturalist, and former U.S. president
9. Be grateful for what you have. Pausing to think of all the blessings in your life can help you avoid excess negativity and keep the positive things in your life front and centre in your thoughts.
10. Meditate. With a meditation practice, you can train your mind to be more present, focused, and still, with a calm and clear awareness of the present moment. That can help you avoid anxious reactions to life’s vicissitudes.
11. Pray and attend religious services. Prayer can help you tune into a divine perspective. Attending religious services can connect you with ancient scriptures and teachings—and the importance of viewing life from a sacred perspective.
12. Contemplate your death. Engage in the ancient practice of memento mori, which is Latin for remembering that you will die. In many ways, death can be the ultimate purveyor of perspective. It can help you see trivial things for what they are. And it can help you face up to the fact that much of what you worry about isn’t so important after all.
Conclusion
Ultimately, when you maintain perspective you’re able to weather storms better and keep your focus on what’s most important. Getting good at having and keeping perspective will serve you very well in life and leadership.
Postscript: Inspirations on Perspective
“Plan with your whole life in mind.”
-Aristotle, ancient Greek philosopher
“Keep in mind how fast things pass by and are gone—those that are now, and those to come. Existence flows past us like a river…. Nothing is stable, not even what’s right here…. You could leave life right now. Let that determine what you do and say and think.”
-Marcus Aurelius, Meditations
“Things which matter most must never be at the mercy of things which matter least.”
-Johann Wolfgang von Goethe, German poet, novelist, and scientist
“It is a narrow mind which cannot look at a subject from various points of view.”
-George Eliot, Middlemarch
“Some things are just plain more important than others; in fact, some things are so important—your life, your health, your family—that others are trivial by comparison.”
-Stephen R. Covey, Primary Greatness: The 12 Levers of Success
“As you look back on your life, you may realise that the things that mattered most were too often at the mercy of things that mattered least… that you were terrorised by the tyranny of urgency, and that you enjoyed very little creative freedom….
How different our lives are when we really know what is deeply important to us, and, keeping that picture in mind, we manage ourselves each day to be and to do what really matters most.”
-Stephen R. Covey, The 7 Habits of Highly Effective People
“Look again at that dot. That’s here. That’s home. That’s us. On it everyone you love, everyone you know, everyone you ever heard of, every human being who ever was, lived out their lives. The aggregate of our joy and suffering, thousands of confident religions, ideologies, and economic doctrines, every hunter and forager, every hero and coward, every creator and destroyer of civilisation, every king and peasant, every young couple in love, every mother and father, hopeful child, inventor and explorer, every teacher of morals, every corrupt politician, every ‘superstar,’ every ‘supreme leader,’ every saint and sinner in the history of our species lived there—on a mote of dust suspended in a sunbeam. The Earth is a very small stage in a vast cosmic arena.”
-Carl Sagan, Pale Blue Dot: A Vision of the Human Future in Space
This article was first published on greggvanourek.com
GREGG VANOUREK
Gregg Vanourek is an executive, changemaker, and awardwinning author who trains, teaches, and speaks on leadership, entrepreneurship, and life and work design. He runs Gregg Vanourek LLC, a training venture focused on leading self, leading others, and leading change. Gregg is co-author of three books, including Triple Crown Leadership (a winner of the International Book Awards) and LIFE Entrepreneurs (a manifesto for integrating our life and work with purpose and passion).
Journey to Diversity, Equity and Inclusion Success - Can It Be Done in Malaysia?
BY LIZA LIEW
BEYOND TARGETS: EMBRACING THE ONGOING JOURNEY OF DEI
The age old saying goes, “it is not about the destination, but the journey”. It cannot be more true for those attempting to institutionalise Diversity, Equity, and Inclusion (DEI) into their organisation.
I recently wrote about whether or not DEI can be successful in Malaysia; however, I’d like to add that success in DEI is subjective. Just like how there is no ‘one-size fits all’ solution, there is also not one clear picture of what a successful DEI-enabled organisation looks like. This makes it hard on a macro level to map out what success is, especially if we do not know what the final picture looks like. So, for those who are starting out on their journey and planning a roadmapwhere is that road leading to? Not Rome, for sure.
I’d like to propose that we do not define success as a final point but more as an ability to sustain. For those who have set a target goal of % of women at leadership levels, can there be an assurance that this number maintains beyond the expected timeline? This perspective emphasises that DEI success lies in maintaining progress rather than merely reaching numerical targets.
One of the greatest perks about my role at LeadWomen is that I have the opportunity to speak to many leaders in different industries. I’ve seen organisations that are either just starting out, have done many great initiatives in pockets and are already progressing towards a DEIenabled organisation.
How do they do it? You ask me and here are some of my consolidated observations, a culmination of hundreds of meetings, discussions and engagements.
Source: Image by Freepik
1. A DEI committee/council - needed or not needed?
We Malaysians do have an obsession with setting up task forces and committees, usually becoming an added responsibility (at no increment of pay) which then becomes second priority over ‘business needs’. This easily leads to burnout where BAUs takeover and this committee then becomes an ‘event planning committee’ - organising one-off engagements during key days (International Women’s Day, festival / cultural days). While these celebrations are needed to keep raising awareness, we also cannot expect structural and key changes to come out of this approach.
Having said that, I’ve seen for these ‘extra-curricular’ committees, when the prerogative that a senior leader is needed as a champion or sponsor, regardless of gender, I’ve seen initiatives sustain and changes to policies actually happen, beyond the celebratory events.
The best case examples are when the committees are not established in a vacuum. It is established because a) it was a senior management decision; b) part of a new cultural transformation journey; c) there is a business strategic need to execute on the organisations’ DEI goals. Eventually, there can be a possibility that the council is no longer needed as the DEI goals are now embedded into leadership KPI at all levels and it is part of the employee’s code of conduct (more on this in the next part!)
This is where defining the roles and responsibilities of this committee becomes crucial. Here are some starting questions you can reflect on:
I. What are the key areas of concern to focus on, e.g. recruitment, promotion, people-related policies etc?
II. Who in senior management should be involved, e.g. CEO, Chief People Officer, business leads?
III. What is the process to make changes, i.e.raising awareness, policy and process review?
An example:
An oil & gas company set up a Diversity and Inclusion Council with a key focus on removing bias when discussing promotions in their talent councils. They have been given the mandate from leadership to run an unconscious bias training from the most senior management down to middle managers to raise awareness on the importance of calling out bias during decision making and collectively identifying solutions (e.g. setting up ground rules before the discussion, a ‘bias police’). At the end of the two years of awareness raising, they have executed on plans to hire and promote more diverse talents, now focusing on neurodiverse talents at all levels.
2. Purpose-driven approach
Understanding your “why” provides clarity and direction. How often do we reflect on the importance of fostering an inclusive culture? Is it merely an expectation or compliance requirement, or is there a deeper need to ensure the organisation stays resilient? Or is it part of your organisation’s core values, if so, how are these values embraced and embodied by every single employee?
A purpose-driven approach can help to empower individuals at all levels as it creates the ‘buy-in’. Take KPMG’s 10000 stories initiative where they had every team see the big picture of what they do, which then significantly increased engagement and morale at the firm.
In Malaysia, this can also be done - what is your organisation and teams’ purpose today? In social psychology, we call this creating a superordinate identity where regardless of the individual differences, everyone understands what it means to be associated with one group, i.e. the organisation. This can then encourage and foster collaboration to achieve the common goal of the group, i.e. your organisation’s mission. This is essentially taking all the fancy words on your website (purpose,values, mission and vision) and living it. This is also one way to create a DEI-enabled organisation, with or without a committee.
Examples:
An F&B organisation realised a need to define what DEI means to their business and their employees. Their talent acquisition and talent development team then proceeded to conduct focus groups with all employees (full time and contract) to discuss the importance of a safe and inclusive workplace. From there, they found their ‘why’ and executed their DEI strategy that is focused on more inclusive and diverse hiring: raising awareness on unconscious bias and how to have objective discussions. A great outcome of this was that we were told that this led to a hiring manager challenging ‘tradition’ in hiring a pregnant woman in her final trimester for a client-facing sales role instead of someone else because the long-term potential outweighs her temporary leave from work. Despite the initial criticism from others, with the support of the human resources team and reminder of their DEI strategy, she ended up becoming one of the top performers. This example changed mindsets within the organisation with HR and hiring managers now working closely to ensure the hiring process is focused on long-term talent hiring.
A multinational financial institution realised that there is a strong attrition rate with the women at a certain level (middle management) despite all the resources and initiatives in place. They then conducted an indepth diagnostic review of all their data (promotion, tenure, attrition) and conducted focused interviews with the line managers, current employees at this level. During the analysis period, it was identified that it was on the end-to-end management of maternity leave. This then became their ‘why’ to focus on and worked towards creating a more supportive environment and process for their women going on and coming back from maternity leave. [Disclaimer: We have not engaged this company since the diagnostic so we are unable to share the end results of their initiatives]
3. Finding your community
A supportive network of DEI practitioners is important, especially as we look at success as an ongoing journey. Regularly engaging with individuals and companies who are on this DEI journey, regardless of maturity levels can provide DEI practitioners with a sense of community. Regular discussions around key areas under DEI can provide different perspectives, provide some best practices and also opportunities for collaboration.
At LeadWomen, we created our Equality at Work corporate community to provide organisations who are serious about DEI with that platform and connection. Our quarterly roundtable is centered around areas like disability inclusion, ageing society and hiring of senior workers as well as workplace harassment and safety. We often invite key partners and subject matter experts in their respective fields to share what can be done in the private sector to overcome challenges and concerns on these topics. What we have seen over the past year and a half is that our corporate community members are more open to explore partnership opportunities with each other as well as with our invited partners.
A great story that I’d like to share is that when we introduced disability inclusion late last year, all of our members were ‘not there yet’ but after some guided conversations with our key partner who does training and placement for neurodivergent hires, our members left with a renewed sense of possibility and some even included disability inclusion and audit in their 2024/2025 strategy.
Continued Commitment
In conclusion, achieving DEI success in Malaysia is not a linear path but rather a continuous commitment to growth and adaptation. As seen above, there are many ways to build your DEI strategy. Organisations that embrace flexibility and encourage open dialogues across all levels can better navigate obstacles. By focusing on sustainability, purpose, and community, they can create environments that thrive on diversity and innovation. Ultimately, the journey towards DEI should be seen as an evolving mission, fostering a culture where everyone feels valued and included.
LIZA LIEW
Liza Liew is an equality at work advocate, an aspiring writer, and a tech enthusiast, dedicated to helping women reach their full leadership potential while creating safe, equitable, and inclusive workplaces. In her spare time, she enjoys brewing her own kombucha and writing about the challenges of transitioning into adulthood and maintaining mental health.
