This presentation was delivered at the Migration and the Global City Conference at Ryerson University, October 2010. Presented in partnership with Yogesh Shah.

1. MIGRATION & THE GLOBAL CITY
Round Table
Harnessing Differences of the Transnational
Communities to Enhance Multicultural
Leadership Initiatives and their impact on
the Global City
Presented by
Cathy Gallagher-Louisy
Yogesh Shah
1

2. Agenda
• Overview of Toronto demographics.
• Toronto In the Global Context - Leadership at
All Levels.
• ‘Diversity our greatest strength’
• Dimensions of Culture – Developing
Crosscultural Competence
• Round Table Discussions
• Reporting, Wrap-up & Conclusion
2

3. “Demographics more than economics
or technology would be the dominant
factor for business over the next two
decades.”
Peter Drucker, ‘The Future that has Already
Happened’
3

4. The Impending Talent Shortage
• Labor force grew by
226,000 per year for
last 25 years
• Last decade it grew
by only 123,000 per
year
• As of 2010 it drops
to 42,000
• By 2016 growth will
be near zero
4

5. Canadian Demographic Projections
•GTA
•Negative population:
natural 9.1 million
•900,000 to increase
1,000,000 •63% of
•All pop.
• GTA vacant jobs GTA are
growth
population: in Canada “visible
exclusively
5.6 million due to minorities”
from
• Nearly half exodus of immigration
• 2,320,200 the of GTA mature
“foreign are employees
born” immigrants
people in
the GTA.
2006 2010 2012 2020 2036
Source: Statistics Canada
5

6. Immigrants by City
50%
45.7%
45%
39.6%
40% 36.5%
34.7%
35% 31.7%
28.9% 27.9%
30%
25%
20.6% 19.9%
20%
15%
10%
5%
0%
to er i les ey ne Cit
y al n
ro
n
o uv iam ng
e dn o ur rk t re ingto
To nc M
s A Sy elb Yo on sh
Va Lo M w M
W
a
Ne
Source: Statistics Canada 2006 Census
6

7. Lost Opportunity:
Visible Minority Leadership in
The Greater Toronto Area
SECTOR PERCENT
Government Agencies 22.3%
Education Sector 19.9%
Elected Officials 15.4%
Voluntary Sector 12.5%
Public Sector Executives 9.4%
Corporate Sector 4.1%
Total Leadership Average 14.0%
DiverseCity – The Greater Toronto Leadership
Project 7

8. Lost Opportunity:
Visible Minority Representation
9.9 %
Sr. Mgrs
17.9%
Middle and
Other Managers
25.6%
Professionals
40.8%
Semi-Professionals and Technicians
8

9. Toronto
In the Global Context
• Vision
• Youth & Dynamism
• Innovation & Enterprise
• Productivity
• Competitiveness
• Resources & Investment – Infrastructure
• Leadership & Change Initiatives
• Security
9

10. Challenges
Toronto is recognised as an emerging global city
But…
Consumers more than investors?
What is the city’s plan for future? What is the
story?
Positioning viz USA and Global Markets?
What are the big initiatives that can capture
imagination?
Is the ‘quality of place’ under threat?
What is Toronto the best in the world at?
10

11. Defining ourselves
• What makes Toronto the truly global city?
The diverse population is the “greatest strength”.
• To what extent are we are we utilizing the true
potential of this strength?
11

12. Global Patterns: Change is Rapid
• Berlin. Missed Opportunity
• Miami. Capital of new America
• Hong Kong. Back to the top
• Finland. Top of the League. Poland? Korea? Chile?
• Long term bets. Dublin? Cambridge? Canberra?
• TORONTO ?
12

13. Multiculturalism Delivers
•Growth and Customer Focus
•More Effective Teamwork
•Global Mindset
•Integrative Thinkers
•Self-Aware Learners
13

14. Why Diversity in
Leadership Matters
Leaders shape our society and the institutions that
guide us into the future. They make decisions which
affect a significant number of people.
Leaders also symbolize who belongs and who doesn’t.
With an inclusive society where everyone has the
opportunity to lead, we can truly realize our full
potential.
Ratna Omidvar and John Tory
Co-Chairs, DiverseCity:
The Greater Toronto Leadership Project
14

15. The Advantage of Diverse Leadership
• Supports improved financial and organizational
performance
• Provides stronger links to domestic and global
markets
• Helps organizations attract and retain the best talent
• Supports creativity in decision making
• Promotes social inclusion
15

16. The Business Case
16

17. Managing Diversity & Inclusion
Monocultural Teams
Multicultural Multicultural
Teams Average Teams
- Performance +
-- - + ++
--- + ++
- +
Less Effectiveness More
Leader ignores or suppresses
in creative Leader acknowledges and
cultural difference tasks supports cultural difference
Cultural difference becomes Cultural difference becomes
an obstacle to performance an asset to performance
Reference: Adler, N. J. International Dimensions of Organizational Behavior. 4th ed. Cincinnati, OH: South-
Western, 2002.
c. Milton J.Bennett, 2008
17

18. Iceberg Model of Culture
Music
Art  Dress
Greetings  Food & Drink
Manners  Rituals  Outward Behaviours
Attitudes  Values  Beliefs  Perceptions
+
Orientation to:
Respect  Power  Status Competitiveness
Individualism  Community  Action 
Communication  Emotion  Thinking
Environment  Structure  Time  Space
18

19. Components of
Crosscultural Competence
a) Awareness of your worldview
b) Attitude towards cultural differences,
c) Knowledge of different cultural
practices, and
d) Crosscultural Skills
19

20. Dimensions of Culture
Task vs. Relationship
→How do we get things done?
Achievement vs. Ascription
→How do we confer status?
Individualism vs. Communitarianism
→How do we work with others?
Fons Trompenaars and Charles Hampden -Turner
20

21. DMIS – Developmental Model of
Intercultural Sensitivity
Increasing Perception of the Complexity of Cultural Differences
Denial Defense Minimization Acceptance Adaptation Integration
Ethnocentrism Ethnorelativism
c. Milton J.Bennett
21

22. Roundtable Discussion
1. What are you doing around harnessing
differences in your organizations /
communities?
2. What best practices have you come
across to harness multi-cultural
leadership?
22

23. Developing the Leadership Pipeline
De-condition thinking. Change Mindsets
• “Think Leader, Think White Male”
Develop Visionary Thinking
• Decisions & Actions on all aspects of HRM are for
the present and with ‘blinkers’.
Harness Resourcefulness and Creativity of Diversity
• Utilizing set & ‘standard’ resources & methodologies.
23

24. Developing the Leadership Pipeline
• Creating forums and institutions for more
participation and contribution by the diverse human
capital
• Developing focussed strategies for each segment
• Leveraging multicultural diversity through
collaborating and complementing competencies and
creativity
24

25. “Change will come not through
revolution but through millions of
earthworms preparing the soil.”
-Ursula Franklin
25

26. COMPETITIVENESS – CREATIVITY – COLLABORATION MODEL
The City’s action plan to stimulate economic competitiveness and growth:
Pillar 1 - Proactive Toronto:
Improve the business climate within the city to enable, attract and
accelerate economic growth.
Pillar 2 - Global Toronto:
Diversify our international portfolio by substantially increasing the
economic activity with cities beyond North America with a focus on
emerging markets.
Pillar 3 - Creative Toronto:
Anchor and expand strategic industry sectors through increased competition
and collaboration.
Pillar 4 - One Toronto:
Enhance and expand Toronto’s labour force and ensure that all residents
have equitable access to the benefits of Toronto’s enhanced economic
competitiveness and growth 26