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www.ActionInclusion.org
Sangita Kasturi, CEO, Action Inclusion
www.ActionInclusion.org
Action InclusionLeadership Diversity Change @SangitaInSight
www.ActionInclusion.org
www.ActionInclusion.org
Action Inclusion’s mission is to build organizational capacity through strategies, consultations, coaching and
workshops in:
•Inclusive Leadership•Unconscious Bias•Workplace Diversity Strategies•Gender Equality•Global Mindset•Cross-Cultural Intelligence and simulations•Change Management•Team dynamics via MBTI (Myers-Briggs), DiSC and more
How Leaders Conquer Gender Bias in Forbes
Gender equality at work and home in Working Mother
Unpacking the Gender Wage Gap in Diversity MBA magazine
Click for my TED Talk on Gender and Culture
Follow me on Twitter
Let's connect on LinkedIn
Visit Our Website
Let's Talk: (847)567-1549
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www.ActionInclusion.org
OUR JOURNEY TODAY
• Understand the most critical attitude changes necessary to
accelerate change around gender equality
• Learn why we must shift perceptions about men in order effect real
changes for women
• See unconscious gender bias enters this equation and what to
do about it
• Develop your personal power in mitigating bias
• Refine and round out your skills in inclusive leadership
Apply
Kotte
r’s C
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Mod
el to
Acce
lera
te C
han
ge
www.ActionInclusion.org
Growing body of knowledge
Dynamics of the talent
pipeline
Desire or ability to embrace change
Sea-change in understanding
gender
Globalization
CHANGE DOMINATES THE
GENDER DIALOG
www.ActionInclusion.org
SO, WHAT’S CHANGING?
Knowing that feminine-masculine are a dichotomy - perceptions of women are
based on perceptions of men
Evidence that diverse teams are more innovative
Evidence that diverse leadership positively impacts the bottom line
Gender is multi-faceted
Acknowledging unconscious bias
Increased ability to have uncomfortable dialog – growth cannot happen without
discomfort
Greater willingness to see an individual’s full human potential, not just a perceived
potential based on gender such as:
E.g. Surely, if you are a woman are collaborative
E.g. Surely, if you are a man you are analytical and good with risk
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www.ActionInclusion.org
KEY CONCERNS FACING MANY ORGANIZATIONS 6
Getting more women into the talent pipeline
At all levels At leadership levels On boards
Recruiting Retaining Advancing
www.ActionInclusion.org
7
Ca
taly
st D
ive
rsity M
att
ers
Strategic Imperative
Linked to Business Goals
Measured & Reported
www.ActionInclusion.org
8
Female Teachers/Female Leaders
Of non-profit CEOs are male although
staff is mostly female
Females on corporate
boards
CEOs of Fortune 500s
Source: http://sfmagazine.com/post-entry/may-2016-
women-in-accounting-making-progress/
www.ActionInclusion.org
MOST COMMON FAILS
Relegating diversity/inclusion to the D&I team
Believing that diversity automatically leads to inclusion
Choosing D&I leaders instead of all leaders to take the charge
Not positioning as a strategic imperative integrated into every business function
Not enough practical tools for managers
Lack of education and information
Lack of awareness about one’s own biases
Understanding that meritocracy is only possible when gendered filters are diminished
Environmental symbols – marketing, websites, workspaces
Policies that make it difficult for women and men to participate equally in the home and work
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www.ActionInclusion.org
Create a sense of urgency
Form a guiding coalition
Create a visionCommunicate the
visionEmpower
others to actCreate short
term winsProduce more
changeMake it stick
• Identify where in Kotter’s model, communication plays a key role and how
Kotter’s Change Model
www.ActionInclusion.org
CREATE THE CLIMATE FOR CHANGE 12
Create UrgencyKeep up with
researchCull the data
Apply the data to your organization
Build a Guiding Coalition (goes beyond naming
sponsors)
Share the data and
take a pulse on passion
Tap from all functions and affinity groups
Establish a meeting cadence
Create a VisionGet clear on end game
Phase in the goals
Link clearly to business
objectives
www.ActionInclusion.org
• Return on Equity: On average, companies with the highest
percentages of women board directors outperformed those
with the least by 53 percent.
• Return on Sales: On average, companies with the highest
percentages of women board directors outperformed those
with the least by 42 percent.
• Return on Invested Capital: On average, companies with
the highest percentages of women board directors
outperformed those with the least by 66 percent.
The
Fa
cts
Source: Catalyst Research
www.ActionInclusion.org
•Going from having no women in corporate
leadership to a 30% female share is associated with
a one-percentage-point increase in net margin —
which translates to a 15% increase in profitability for
a typical firm*.
•Trickle down effect - Leadership diversity is greater
in firms with more women on boards and in the C-suite.
•Having women on a board was statistically
correlated with having more women in the C-suite
•Women-friendly firms extend inclusion to both
genders, offering paternity leave and flex time to
both parents
The
Fa
cts
Critical
Mass3
Harvard Business Review, based on Peterson Institute for International Economics working
paper survey of nearly 22,000 global firms.
www.ActionInclusion.org
ENABLE THE ORGANIZATION 15
Communicate the Vision
(directly and indirectly)
Internal and external website
MarketingPolicies that
enable equality
Empower Others to Act
Raise self-awareness
through unconscious bias
training
Common language. Equip managers with
practical tools to implement daily
Assign strategic imperatives to affinity groups
Create Short-Term Wins
Highlight the bright spots
already there
Make it company-wide
Publish movement
toward goals
www.ActionInclusion.org
NOT ME!
I am a rational human
being. I base my
decisions on facts.I am fair and just.
How likely are you to judge
a woman’s behavior as
aggressive when that same
behavior is acceptable
from a man?
Would you
discard resumes
based on the
name?
When is the last time you
thought a woman would
not want that job?
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Confirmation Bias
Affinity Bias
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Jennifer and John
Heidi and Howard
Students, friends, colleagues
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Often, when it comes to women, it is not a question of their capability it is our inability to see it.
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Inattentional
Blindness
www.ActionInclusion.org
She’s not collaborating like I expect.
He needs to exert more authority.
She is too direct.
He’s too nice.
She’s too ambitious.
He is not ambitious.
She is acting like a man.
He needs to man up.
She is bossy.
He’s a great boss.
She shouldn’t be so aggressive. 20
Even positive stereotypes
about male and female
attributes strengthen
“inattentional blindness”
and impact our ability to
accept those who step
outside expected
gendered behavior
www.ActionInclusion.org
TIPS FOR MANAGERS
Compliment Power in Women
That was great leadership.
I admire your ability to analyze.
You are a great problem solver.
I appreciate your courage.
It takes strength to do what you
just did.
Build Power in Women
• Thanks, John. Lisa suggested
that when we started. I’m glad
you are on the same page.
• Pam has a great idea. Let’s
listen to what she has to say.
• What’s your opinion?
• Gina is very ambitious. How can
we support her goals?
@SangitaInSight
www.ActionInclusion.org
IMPLEMENT & SUSTAIN 22
Produce More
Change
Internal and external website
MarketingPolicies that
enable equality
Make it Stick
Reinforce (what’s worked), remind (why we’re doing this), review (for improvement)
Solidify behavior expectations and incorporate into the way business
is done
Give “teeth” to inclusion through
performance reviews, elevate affinity groups
www.ActionInclusion.org
No gender difference in ambition or confidence
Women lag men in starting salary (not because
they didn’t ask)
Women less likely to get high visibility/high risk
assignments that lead to promotion this feeds the
later argument that women are just not ready
Men are promoted on potential, women on proven
track record
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Catalyst followed high achieving women and
men from the top business schools and found:
Gender wage gap
Women have been
outnumbering men in
college graduation
Year the wage gap closes
at current rate of change
www.ActionInclusion.org
GLOBAL TALENT 2021 SUGGESTS REDEFINED SKILLS NEEDED TO SUCCEED
Oral and written communication
Co-creativity and brainstorming
Collaboration
Teaming (including virtual teaming)
Relationship building (with customers,partners, government, etc.)
0 10 20 30 40 50 60 70
% of respondents
Relationship building
0 10 20 30 40 50 60
Ability to see the “big picture”
Managing paradoxes,balancing opposing views
Innovation
Ability to consider and prepare for multiple scenarios
Dealing with complexityand ambiguity
% of respondents
Agile thinking
Ability to use social media and “Web 2.0”
Digital design skills
Understanding of corporate IT software and systems
Ability to work virtually
Digital business skills
0 10 20 30 40 50 60
% of respondents
Digital business skills
Global operating skills
Foreign language skills
Ability to managediverse employees
Ability to work in multiple overseas
locations
Cultural sensitivity
Understanding international markets
0 10 20 30 40 50 60% of respondents
Source: Global Talent 2021 Study conducted by Oxford Economics and Towers Watson, 2012.
Skil
ls in
Hig
hest
Dem
an
d
Over
Next
5 –
10 Y
ears
www.ActionInclusion.org
We are not fully leveraging the talent in our workforce BECAUSE
We do not always “see” the talent before us BECAUSE
Our filters, mental models and expectations fuel inaccurate assumptions AND
We are all complicit in this BUT
With awareness, discipline and focus, we can achieve make change and achieve great process
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THE CHANGE WE
WANT TO MAKE:
Fully recognize and leverage
the talent available to us
Stop judging people based
on gender (it impedes our ability to leverage talent)
Accept those who’s
behavior violates expected
gender norms
www.ActionInclusion.org
Implicit Association Test https://implicit.harvard.edu/implicit/takeatest.html
Can We Have Gender Equality at Work without having it at Home? http://www.workingmother.com/can-we-have-gender-
equality-at-work-without-having-it-at-home
Gender Bias in the C-Suite http://www.swosu.edu/academics/aij/2012/v2i1/miller-sisk.pdf
Firms with More Women in the C-Suite are More Profitable: https://hbr.org/2016/02/study-firms-with-more-women-in-the-c-
suite-are-more-profitable
Fortune – Female performance evaluations, women perceived as more abrasive than men
http://fortune.com/2014/08/26/performance-review-gender-bias/
Catalyst – Ambition Gap Myth http://www.catalyst.org/zing/ambition-gap-myth
Heidi v. Howard http://www.huffingtonpost.com/2013/04/23/sheryl-sandberg-lean-in-competent-nice_n_3134913.html
Jennifer v. John http://gender.stanford.edu/news/2014/why-does-john-get-stem-job-rather-Jennifer
Unfinished Business, Anne-Marie Slaughter
References & Recommended Reading
www.ActionInclusion.org
Action Inclusion’s mission is to build organizational capacity through strategies, consultations, coaching and
workshops in:
•Inclusive Leadership•Unconscious Bias•Workplace Diversity Strategies•Gender Equality•Global Mindset•Cross-Cultural Intelligence and simulations•Change Management•Team dynamics via MBTI (Myers-Briggs), DiSC and more
How Leaders Conquer Gender Bias in Forbes
Gender equality at work and home in Working Mother
Unpacking the Gender Wage Gap in Diversity MBA magazine
Click for my TED Talk on Gender and Culture
Follow me on Twitter
Let's connect on LinkedIn
Visit Our Website
Let's Talk: (847)567-1549
Ge
t in
To
uc
h
Re
ce
nt
Pu
blic
atio
ns