Inclusive Leadership For Dummies

Title Page
Copyright Page
Table of Contents
Introduction
	About This Book
	Foolish Assumptions
	Icons Used in This Book
	Beyond the Book
	Where to Go from Here
Part 1 Getting Started with Inclusive Leadership
	Chapter 1 Establishing the Basics of Leadership and Inclusion
		Knowing Why Inclusive Leadership is Important
		Summarizing Key Workforce Shifts
		Understanding Inclusive Terminology
			Belonging
			BIPOC
			Diversity
			Equity and Equality
			Implicit bias
			Inclusion
			Intersectionality
			Microaggressions
			Neurodiversity
			Phobias and -isms
		Looking at Leadership Models and Frameworks
	Chapter 2 Revealing What the New Generation of Talent Needs at Work
		Understanding the Workforce Demographics of the Future
		Addressing the Needs of the Changing Workforce
		Honing the Competencies and Key Traits of an Inclusive Leader
		Tackling the Challenges of Leading a More Diverse Workforce
			Unconscious bias
			Communication barriers
			Cultural differences impeding teamwork
			Retaining diverse talent
			Developing inclusive leaders from within
		Recognizing the Benefits that Top Talent of the Future Brings
	Chapter 3 Making the Business Case for More Inclusive Leaders
		Accessing a Larger Talent Pool
		Enhancing Financial Performance and Company Reputation
		Boosting Employee Engagement, Productivity, and Retention
		Driving Innovation and Creativity
		Growing Customer Loyalty and Expanding New Markets
		Digging into Examples of Inclusive Leadership in Action
			Biases and lack of visible diversity
			Microaggressions and a hostile work environment
	Chapter 4 How Inclusive Are You? Assessing Your Effectiveness as a Leader
		Understanding Why Assessing Yourself is Important
		Identifying Your Passion and Ability to be an Inclusive Leader
		Assessing Your Unique Leadership Skills and Talents
		Identifying Your Leadership Style
			Selfless leadership style
			Transformational leadership style
			Transactional leadership style
			“Laissez Faire” leadership style
			Democratic leadership style
			Situational leadership style
		Building Your Personal Brand and Reputation
			Why building a strong personal brand matters
			Why your reputation as a leader matters
			Strengthening your personal leadership brand
		Diagnosing Your Level of Inclusiveness
Part 2 Developing the Skills to Lead Yourself
	Chapter 5 Getting Clear on Your Purpose, Vision, and Values
		Knowing the Importance of Your Purpose
		Asking the Right Questions to Uncover Your “Why”
		Getting Grounded on Your Personal Vision Statement
		Establishing and Living Your Personal Values
	Chapter 6 Minimizing Your Own Biases and Microaggressions
		Defining Unconscious Bias
		Figuring Out Microaggressions
		Understanding Intent versus Impact
		Identifying the Effects of Bias in the Workplace
			Sourcing and selecting new talent
			Onboarding and orienting new talent
			Developing, promoting, and engaging talent
			Communicating with talent
			Retaining top talent
		Interrupting Biased Behaviors
			Step 1: Recognize when a bias has occurred
			Step 2: Validate or invalidate your bias
			Step 3: Chart your path forward
	Chapter 7 Leading with Authenticity and Transparency
		Defining Authenticity and Transparency and Seeing How They Relate
			Authenticity
			Transparency
		Understanding Why Some Leaders Shy Away from Authenticity and Transparency
		Analyzing Your Effectiveness as an Authentic and Transparent Leader
		Mastering Authentic and Transparent Leadership
	Chapter 8 Demonstrating Empathy and Emotional Intelligence
		Understanding Empathy and its Role in Leadership
		Digging into the Three Types of Workplace Empathy
			Cognitive empathy
			Emotional empathy
			Compassionate empathy
			Being an empathetic leader
		Figuring Out the Four Domains of Emotional Intelligence
			Self-awareness
			Self-control
			Social awareness
			Relationship management
		Discovering Your Level of Empathy and Emotional Intelligence
		Realizing the Need for Greater Empathy and Emotional Intelligence
		Applying Empathy and Emotional Intelligence in the Workplace
	Chapter 9 Developing Cross-Cultural Competence and Cultural Intelligence
		Defining Culture
		Knowing the Difference between Cultural Competence and Cultural Intelligence
		Discovering Why these Competencies Matter to Leaders
		Mapping the Two Mindsets of Intercultural Competence
			Monocultural mindset
			Intercultural mindset
		Exploring the Five Orientations of Cultural Competence
			Denial
			Polarization
			Minimization
			Acceptance
			Adaptation
		Becoming a Culturally Competent and Culturally Intelligent Leader
Part 3 Leading Others
	Chapter 10 Assembling and Leading Diverse and Hybrid Teams
		Sourcing Diverse Talent
		Acclimating New Hires to the Team
		Leading Your Team Through Five Stages of Development
			Forming
			Storming
			Norming
			Performing
			Adjourning
			Figuring out what stage your team is at
		Maximizing the Benefits of a Diverse Team
			Creativity and problem solving
			Collaboration
			Increased business performance
			Engagement and retention
		Fostering an Environment of Trust and Belonging
		Leading Across Differences and Distances
		Avoiding Common Pitfalls when Leading a Diverse Team
	Chapter 11 Establishing Trust and Psychological Safety
		Defining Trust and Psychological Safety
		Outlining the Four Stages of Psychological Safety
			Inclusion Safety
			Learner Safety
			Contributor Safety
			Challenger Safety
		Realizing the Benefits of a Trusting and Psychologically Safe Workplace
		Identifying the Factors that Drive and Undermine Psychological Safety
			Factors that undermine trust and psychological safety
			Factors that cultivate trust and psychological safety
		Creating Psychological Safety
			Increasing Inclusion Safety
			Increasing Learner Safety
			Increasing Contributor Safety
			Increasing Challenger Safety
		Measuring Psychological Safety
		Recognizing Best Practice Companies
			Pixar: “Fail Early and Often”
			Eileen Fisher: “Leadership is About Listening”
			Barry-Wehmiller: “What We Do Matters”
			X Development LLC: “Shoot for the Moon”
	Chapter 12 Coaching and Giving Feedback
		Acknowledging the Impact of Not Providing Coaching and Feedback
		Understanding the Difference between Coaching and Feedback
		Customizing Your Coaching Approach using Situational Leadership
			Telling
			Selling
			Participating
			Delegating
		Avoiding Common Feedback Pitfalls
			Being unprepared
			Failing to establish trust
			Ignoring cultural context
			Treating everyone the same way
			Avoiding reciprocal feedback
		Giving Great Feedback
			Before the conversation
			During the conversation
			After the conversation
	Chapter 13 Communicating Inclusively
		Recognizing the Benefits of Inclusive Communication
		Understanding the Impact of Non-Inclusive Language
		Working With Human Resources to Promote Inclusive Language
		Practicing Inclusive Communication
	Chapter 14 Dealing with Conflict
		Addressing the Reasons We Avoid Conflict
		Normalizing Conflict as a Tool for Higher Performance
		Identifying the Topics We Tend to Avoid
		Seeing the Benefits of Engaging in Uncomfortable Conversations
		Interpreting Two Models for Managing Conflict
			Thomas–Kilman conflict modes
			Intercultural Conflict Styles
		Applying Best Practices to Real-World Scenarios
			Do you need to engage?
			What is the source of the conflict? Where do you stand?
			How will you engage?
			What is the preferred outcome?
			What barriers currently exist?
			What are the implications globally or among multiple stakeholders?
Part 4 Cultivating a Culture of Inclusion and High Performance
	Chapter 15 Assessing the Employee Experience
		Defining the Employee Experience
		Evaluating the Current State of Your Company Culture
		Checking Out the Culture Spectrum
			Exploring the Red Zone
				Silence
				Fear and retaliation
				Power and privilege
				Excuses and enabling
				Exclusion
				Inaction and complacency
			Stepping into the Green Zone
				Open dialogue and open-door policy
				Trust and respect
				Principle
				Empowerment
				Belonging and inclusion
				Swift action and high performance
		Applying Strategies to Address Gaps in the Employee Experience
		Demonstrating Accountability as a Leader
			Consistency matters
			Taking ownership matters
			Sound decision making matters
			Providing feedback matters
			Communicating effectively matters
	Chapter 16 Tracking and Measuring Inclusion Initiatives
		Bridging the Accountability Gap
		Recognizing the Importance of Measuring Inclusion Initiatives
		Looking at Ways to Measure Inclusion Initiatives
			Recruitment and selection
			Development, advancement, and retention
			Employee engagement and job satisfaction
			Compensation and benefits
			Employer brand
			Supply chain and procurement
		Avoiding Common Pitfalls When Measuring Inclusion Initiatives
	Chapter 17 Advocating for Inclusion
		Differentiating Between Advocacy and Activism
		Understanding Why Advocacy Is Needed
		Defining the Role of an Ally
		Identifying Multiple Methods of Advocating
			Launching and leading Employee Resource Groups
			Championing Diversity, Equity, and Inclusion education
			Mentoring and sponsoring diverse talent
				Mentorship
				Sponsorship
			Seeking and leveraging diverse perspectives and solutions
			Demonstrating courage in difficult and unpopular situations
	Chapter 18 Applying an Equity Lens and Inclusive Mindset in Decision Making
		Differentiating Equity from Equality
		Understanding Why an Equity Lens Matters
		Asking the Right Questions When Applying an Equity Lens
			In leading people
			In everyday decision making
			In recruiting
			In onboarding and orienting new talent
			In education and training
			In development and advancement
			In organizational communications
			In community and customer relations
			In marketing and branding
		Developing Competencies for Applying an Equity Lens
Part 5 The Part of Tens
	Chapter 19 Ten Mistakes to Avoid if You Want to Be an Inclusive Leader
		Lacking Vision and Goals
		Treating Everyone the Same
		Showing Favoritism
		Acting Inflexibly
		Being a Know-It-All
		Overlooking Recognition or Reward
		Failing to Provide Feedback to All
		Overlooking Microaggressions
		Ignoring Psychological Safety
		Failing to Develop Cultural Competence
	Chapter 20 Ten Things That Inclusive Leaders Must Navigate
		Leading through Global Socio-Political and Economic Unrest
		Enhancing The Employee Experience
		Attracting and Retaining Top Diverse Talent
		Supporting Mental Health and Emotional Well-Being
		Upskilling to Meet the Needs of the New Generation of Talent
		Transforming Workplace Culture to be More Inclusive
		Working with Artificial Intelligence and Automation
		Managing Remote and Flexible Work
		Leading Change in Tumultuous Times
		Saying the Wrong Thing
	Chapter 21 Ten Practices that Inclusive Organizations Have in Common
		Maintaining a Positive Employer Brand and Reputation
		Embedding Inclusion into Strategic Priorities
		Assessing Employee Experience
		Leading Change with Agility and Resilience
		Educating and Developing Leaders at All Levels Consistently
		Removing Organizational Barriers to Equity and Inclusion
		Fostering Trust, Psychological Safety, and Well-Being
		Assembling and Leading Diverse Teams for Maximum Performance
		Tracking, Measuring, and Holding Each Other Accountable
		Recognizing and Rewarding Top Performance
Index
EULA