Traditional diversity and inclusion approaches that have been used for decades have not done much to move the needle toward meaningful, long-lasting systemic change in the business environment. They address superficial concerns and lead to unsurprisingly superficial results. They are flawed because they don’t begin at the leadership level and often lack an experiential component.
Engages the head and the heart
Prioritizes experiential learning
Leans Into difficult conversations
Engages white men to drive diversity efforts
Examines D&I through a dominant group lens
Links a commitment to diversity with leadership development
Changes the collective thinking through which pressing issues are addressed
Promotes the productivity and profitability that can emerge from genuine cultural change
Engages only the thinking brain
Prioritizes training over changing mindsets
Avoids uncomfortable topics
Ignores, sidelines and/or blames white men
Focuses only on non-dominant groups, such as people of color, white women and LGBTQ
Limits leadership development priorities to management or business skills
Attempts to “fix a problem” so the organization can move on to other pressing issues
Incorporates threats and negative business incentives
Planning The Strategic Road Map
Informed by a Readiness Assessment, an organization finds its own pathway towards diversity. Once a critical mass of executive leaders is built, the organization reaches the tipping point that makes it impossible to return to the status quo.
THE READINESS ASSESSMENT
A straightforward, yet important measure to help you determine where to begin the process of systemic transformation. Based on 7 Readiness Indicators, we partner with you to evaluate the results, and develop a custom plan to create a critical mass of committed leaders.
7 READINESS INDICATORS
- Diversity sponsors have C-Suite access and influence
- White male leaders willing to speak out and lead
- Focus on long-term systemic change vs. quick-fix solutions
- D&I efforts are aligned with leadership development
- Focus on transforming culture vs. compliance training
- Willing to stay the course through turbulence and ambiguity
- Time and resources to ensure long term commitment
BUILDING CRITICAL MASS
Entry Point 1
Builds Leadership Curiosity and Engagement | 12-18 months
Entry Point 2
Cultivates a Sponsor Group | 6-12 months
Entry Point 3
Reaching Critical Mass | 25-36 months
THE TIPPING POINT
Reaching critical mass, an organization moves into Full Partnership which builds engagement and alignment across a greater breath of the organization, helping heart-felt leaders practice new behaviors and embed them into the process of leading inclusively.
• Raise Consciousness & Competence
• Grow Individuals, Team, Organizational Effectiveness
• Engage more Employees and People Managers
Leaders emerge from Phase 1 with consciousness, competence and courage, ready to lead the organization into Phase 2 full partnership.
KEYS TO SUCCESS
- Focus on personal transformation that enables organization change
- Practice the 8 Critical Leadership Skills
- Inspire senior leaders to be courageous and visible change agents
- Embrace D&I as an ongoing process, rather than a check-the-box solution
The WMFDP WAY accelerates diversity efforts by removing obstacles and creating opportunities for courageous leaders.
- Apathy, Status Quo | Enlightened Self-Interest
- Fear, Breaking Rank | Freedom to Embrace Turbulence and Ambiguity
- Ignorance, Lack of Awareness | Clarity, Consciousness, Confidence
TRANSFORMING THE CULTURE
Factors that drive impactful and lasting change.
- Linking leadership effectiveness directly with diversity and inclusion.
- Emphasizing personal transformation that then contributes to organization change.
- Connecting the head with the heart through a proven experiential approach.
- Enabling and preparing senior leaders to be courageous and visible change agents.
- Examining the role of white men in exploring the often unexamined dimensions of diversity that leave some people out.
- Bringing into clear focus the impact of dominant business culture on employee engagement, morale and work partnerships.
- Embracing diversity and inclusion efforts as an ongoing developmental process rather than a check-the-box solution.
Leaders proactively practice their full inclusion learning
White men engage other white men and workplace teams
Increased cultural competency of leaders
Increased retention of marginalized groups
Leaders practicing 8 Critical Leadership Skills
Enhanced listening and inquiry between colleagues and teams
D&I integrated in business strategy
Leaders routinely view their business through a D&I lens
Courageous conversations are every day occurrences