The ROI of Inclusion

1. THE   BUSINESS CASE FOR INCLUSIONARY LEADERSHIP with Dale Thomas Vaughn

2. YOU WANT TO CHANGE THE WORLD AND GROW AT THE SAME TIME SIGN UP HERE FOR A CONSULTATION Workshops/Training Consulting/Culture Change Speaking “ ” I think you are on the ground ﬂoor of a major movement that is going to help men, women, organizations, and society! - Attendee, Professor,   University of Michigan

3. As Seen On: Previous Speaking, Clients and Programming:

4. TODAY’S AGENDA TODAY WE’LL COVER 1.THE PROBLEM 2.THE OPPORTUNITY 3.THE SOLUTIONS I. MY ROLE & RESPONSIBILITY

5. THE PROBLEM

6. 4 Based on a comparison of the full participant set for 2012 to 2015, averaged by company, with results weighted to match Fortune 500 industry composition. REPRESENTATION IN THE CORPORATE PIPELINE BY GENDER AND RACE8 % OF EMPLOYEES BY LEVEL IN 2017 ENTRY LEVEL MANAGER SR. MANAGER/ DIRECTOR VP SVP C-SUITE 11% WHITE WOMEN WHITE MEN 2016 PIPELINE % WOMEN 2017 PIPELINE % WOMEN CHANGE9 46% 47% 1% 37% 37% 0% 33% 33% 0% 29% 29% 0% 24% 21% -3% 19% 20% 1% 54% 47% 70% 67% 9% 31% 26% 26% 23% 12% 36% 61% 18% 18% 17% 11% 8% 6% 4% 3% 13% 16% 16%MEN OF COLOR WOMEN OF COLOR

7. THE PROBLEM GENDER AND INNOVATION ▸ Tech, Telecom, and IT services are underperforming in a KPI that is positively correlated to product innovation… ▸ …there is a market correction coming. REPRESENTATION OF WOMEN ACROSS INDUSTRIES % OF WOMEN BY LEVEL 6–7 | WOMEN IN THE WORKPLACE: CORPORATE PIPELINE MANAGERENTRY LEVEL SR. MANAGER/ DIRECTOR VP SVP C-SUITE ENTRY LEVEL MANAGER SR. MANAGER/ DIRECTOR VP SVP C-SUITE A CLOSER LOOK Different industries have different talent pipelines Although women are broadly underrepresented in corporate America, the talent pipeline varies by industry. Some industries struggle to attract entry- level women (technology), while others fail to advance women into middle management (food, beverage, and restaurants) or senior leadership (insurance). REPRESENTATION OF WOMEN ACROSS INDUSTRIES (CONT.) % OF WOMEN BY LEVEL 54% 47% 38% 27% 23% 59%CONSUMER PACKAGED GOODS 49% 38% 29% 20% 17% 57% INSURANCE RETAIL 60% 54% 48% 45% 33% 31% TECHNOLOGY (HARDWARE & SOFTWARE) 36% 30% 27% 25% 20% 17% MEDIA & ENTERTAINMENT 50% 48% 43% 41% 34% 27% TELECOM & IT SERVICES 33% 24% 23% 21% 14% 15% AUTOMOTIVE & INDUSTRIAL MANUFACTURING 26% 20% 20% 18% 16% 13% TRANSPORT, TRAVEL, LOGISTICS & INFRASTRUCTURE 53% 33% 32% 24% 13% 19% 51% 42% 36% 28% 25% 18% BANKING & CONSUMER FINANCE 48% 43% 42% 34% 22% 26% PROFESSIONAL & INFORMATION SERVICES (INCLUDING LEGAL) 47% 35% 32% 23% 17% 17% ASSET MANAGEMENT & INSTITUTIONAL INVESTORS HEALTH CARE 51% 44% 40% 35% 73% 69% 46% 40% 36% 26% 22% 52%PHARMACEUTICALS & MEDICAL PRODUCTS 39% 33% 26% 20% 49% 22% FOOD, BEVERAGE & RESTAURANTS ENERGY & BASIC MATERIALS 40% 22% 22% 22% 15% 16%

8. M N le a a o g w deserving employees fair and objecti Nearly 50% of men think women are well represented in leadership in organizations where only one in ten senior leaders is a woman

9. “THE MOST SIGNIFICANT OBSTACLE IDENTIFIED IS AN ENTRENCHED MALE CULTURE, A BARRIER THAT EVEN MEN ACKNOWLEDGED MUST CHANGE.” ManpowerGroup WHAT’S THE HOLDUP?

10. “UNCONSCIOUS”

11. STRATEGY: MAKING THE CASE Companies and employees also don’t see eye to eye on why gender diversity is important. While 90 percent of organizations say they prioritize gender diversity because it leads to better business results, only 42 percent of employees think this is the case for their company. EMPLOYEESCOMPANY AND EMPLOYEE VIEWS ON COMMITMENT TO GENDER DIVERSITY COMPANIES % OF COMPANIES AND EMPLOYEES THAT SAY . . . go ahead, building a business case to get funding from executive leadership. But I feel like we’re not there yet.” My company prioritizes gender diversity My CEO prioritizes gender diversity 90% 52% 86% 50% Because it contributes to a positive image of the company 23% 52% Because it is fair to all people (i.e., the right thing to do) 75% 60% 90% 42% Because it leads to better business results LEVEL OF COMMITMENT REASONS WHY

12. THE OPPORTUNITY

13. FIRMS WITH THE GREATEST GENDER DIVERSITY AMONG EXECUTIVES AND BOARD MEMBERS [EARNED] 300% MORE REVENUE   AND 50% HIGHER PROFIT   THAN THE AVERAGE COMPANY UC Davis 400 public companies reviewed THE BUSINESS CASE

14. THE BUSINESS CASE A PREPONDERANCE OF EVIDENCE ▸ Of 7,615 ﬁrms surveyed by the London Annual Business Survey, businesses run by culturally diverse leadership teams were more likely to develop new products than those with homogenous leadership. ▸ In Innovation: Management, Policy & Practice, 4,277 companies in Spain were analyzed… companies with more women (gender diversity) were more likely to introduce radical new innovations into the market over a two-year period. ▸ In a global analysis of 2,400 companies conducted by Credit Suisse, organizations with at least one female board member yielded higher return on equity and higher net income growth than those that did not have any women on the board. ▸ A 2015 McKinsey report on 366 public companies found that those in the top quartile for ethnic and racial diversity in management were 35% more likely to have ﬁnancial returns above their industry mean, and those in the top quartile for gender diversity were 15% more likely to have returns above the industry mean.

15. THE BUSINESS CASE “THE MAGNITUDE OF THE EFFECTS IS NOT SMALL” ▸ …the correlation between women at the C-suite level and firm profitability is demonstrated repeatedly, and the magnitude of the estimated effects is not small. ▸ For example, a profitable firm at which 30 percent of leaders are women could expect to add more than 1 percentage point to its net margin compared with an otherwise similar firm with no female leaders. ▸ By way of comparison, the typical profitable firm in our sample had a net profit margin of 6.4 percent, so a 1 percentage point increase represents a 15 percent boost to profitability. ▸ When considering a broader set of firms, both profitable and unprofitable, the result is even more striking. For the sample as a whole, the firm with more women can expect a 6 percentage point increase in net profit, while overall median net profit was just over 3 percent.

18. I GET IT GENDER PARTNERSHIP IS GOOD FOR BUSINESS  WHAT’S IN IT FOR ME?

19. PERSONAL CASE FOR MEN WHAT MEN GAIN PERSONALLY ▸ Less worry ▸ Less time at work ▸ More quantity AND quality time with loved ones ▸ Better relationship satisfaction ▸ Better sex - MICHAEL KIMMEL; MCKINSEY & LEAN IN

20. “FEMINISM WILL MAKE IT POSSIBLE FOR THE FIRST TIME FOR MEN TO BE FREE.” Michael Kimmel THE PERSONAL CASE

21. IF YOU ARE NOT ADVOCATING FOR WOMEN IN THE WORKPLACE, YOU ARE HURTING YOUR DAUGHTERS’ FUTURE. Jeffery Tobias Halter  Why Women? PERSONAL CASE FOR MEN

22. I GET IT GENDER PARTNERSHIP IS GOOD FOR ME  BUT IS IT TOP PRIORITY?

23. The economic case for gender parity of additional annual GDP in 2025 in the full-potential scenario of bridging the gender gap... … equivalent to the combined US and China economies today. $28 trillion Equal to 2x the likely contribution of women to global GDP growth in the business-as-usual scenario McKinsey Global Institute’s Gender Parity Score points to where 95 countries stand on gender parity. could be added in 2025 if all countries matched their best-in-region country in progress toward gender parity.$12 trillion

25. “97% OF MILLENNIALS THINK THEIR GENERATION WILL FINALLY ACHIEVE EQUALITY OF OPPORTUNITY FOR EMERGING FEMALE LEADERS.” ManpowerGroup THE FIRST NATIVE GENDER-NEUTRAL GENERATION

26. “MORE THAN HALF OF MILLENNIAL MEN THINK THAT THEY ENJOY MORE ADVANTAGES THAN WOMEN IN AMERICAN SOCIETY, LESS THAN 20 PERCENT OF THEM IDENTIFY AS FEMINISTS.” Spring 2016 Harvard Public Opinion Project poll WHY WE HAVE TO START ENGAGING MEN

27. THE SOLUTIONS EVENTS Better Man Movement PROGRAMMING Gender Leadership Group Inclusionary Leadership (D&I Strategy) Consulting Allies Strategy Intersectional Allies Workshop Gender Partnership Strategy Engaging Men Workshop Inclusionary Leadership Certificate Program Virtual, Scaleable, LMS- Compatible 10 Week Training Course Better Man Conference SF UK NYC Toronto Australia Social Media Event Better Man Chat In-House Events Better Man Circles Half Day Better Man Talks

28. Telstra WITI LADC Gallo

30. Diversity training. Do people who undergo training usually shed their biases? Researchers have been examining that question since before World War II, in nearly a thousand studies. It turns out that while people are easily taught to respond correctly to a questionnaire about bias, they soon forget the right answers. The positive eﬀects of diversity training rarely last beyond a day or two, and a number of studies suggest that it can activate bias or spark a backlash. Nonetheless, nearly half of midsize companies use it, as do nearly all the Fortune 500.

31. WHAT IS MY ROLE AND RESPONSIBILITY?

32. The Inclusionary Leadership Road Map SUSTAINABILITY LEADERSHIP COMMITMENT COMMUNICATION IMPACT Year 1 A Foundation in Allies Year 2 Leadership Buy-In Year 3 Cultural Value Awareness   & Conversation Action Sustainability • Workshop: Engaging Men as Allies [Live or Virtual] • Quarterly conference calls: To celebrate wins and coach on breakdowns. [Better Man Circles] • Inclusionary Leadership Training Program • Inclusion Initiative/Task Force • Cross-Gender Communication:   A “gender fishbowl” communication event to launch the next era of gender relations •Enrollment of senior executives as advocates • Full engagement from the top leadership is the single most important factor in culture change. • Initial Engaging Men Workshop for senior executives followed by individual coaching and quarterly one- day refreshers to engage with what is working well, needs improvement.. • Enrollment of middle management through a process similar to that for senior executives. • Middle managers are where the rubber meets the road in terms of executing on the new culture of gender partnership. They will need to be fully engaged and given tools to create gender partnership in their teams, their relationships with each other, and to be role models for the organization. •Roll-out of the initiative to all levels of the organization through short workshops, webinars, brown-bag lunches, and internal communications efforts •Anchoring of inclusive leadership as a core value with creation of forums, structures, and processes to ensure sustainability of the new culture.You Are Here • Policies Examined • HR, Training, Development, Management, Internal Communications • KPI Measurement • Teams, Tactics, Tasks • Structures and systems Post-Conference Show & Share Individual Culture Creation Experience and Education Individual Organizational Solutions   and Systems Leadership  and Commitment Individual

The ROI of Inclusion

The ROI of Inclusion

Recomendados

Más contenido relacionado

Was ist angesagt?

Was ist angesagt?(20)

Similar a The ROI of Inclusion

Similar a The ROI of Inclusion(20)

Más de Dale Thomas Vaughn

Más de Dale Thomas Vaughn(13)

Último

Último(20)

The ROI of Inclusion