A D&I World on its own: Management and Leadership Culture
Managers are in the focus of each and every change approach. What is different in D&I: The topic has complex links to strategic management, operational leadership and personal role modeling.
The responsibility of managers not only includes the achievement of business and people goals. Your management task involves considerable complexity. The discussion of D&I must take this into account and should not be guided by territorial thinking. How well does your company succeed in demonstrating the relevance of D&I, offering operationalization and providing real support for personal implementation?
Relevant topics – clear statements – ambitious agenda
Is D&I on the radar of your management? Does this attention go beyond simple KPIs? One of our tasks as D&I experts is to develop a strong foundation of meaning for D&I that positions the topic in a relevant way and enables the management to convey a comprehensible classification and clear expectations. Our broad expertise provides special added value for individual work with senior executives.
Operational management teams
specific priorities – own approaches – pragmatic proceedings
The business divisions, central functions or national companies in your organization pursue their own and therefore different priorities in order to make their respective contributions. Our work aims to link D&I with these specific focal points and thus create sustainable approaches. The operational character of our decentralized implementation of D&I leads to credible commitment and effective changes in day-to-day operations.
“Inclusive Leadership begins with a visionary perspective of the business and goes on to a modern view of people and uncompromising ethical behaviour.” Michael Stuber
Personal responsibility – strong role model function – best leadership quality
How clear is D&I in the behaviour of your managers? Especially in situations where it is important to show an open attitude in the form of objectivity and involvement? Our operationalized model for Inclusive Leadership starts with the tasks of a manager and helps her to make the best possible use of all potentials in daily personnel management – as an integrated and thus natural, authentic part of her leadership role.
If you say corporate culture and (should) mean management culture
Everyone is talking about corporate culture as a key topic for D&I. But most of our analyses show that the leadership culture of an organization should be the actual field of action. This is because there are unwritten laws and implicit norms that leave valuable potential untapped. We address these important levers with executives within the framework of our Unconscious Bias and Inclusive Leadership Instruments. ENGINEERING D&I.
MICHAEL STUBER ON INCLUSIVE LEADERSHIP