A Time for Innovation, General Topics, Leadership

Why is Innovation often “hit or miss?”

By: Dr. Greg McLaughlin, VP, Global Targeting

This question has baffled many executives for quite some time. We all recognize innovation such as Apple’s I Pad without understanding how that innovation came about. Management tries to replicate the special event or circumstances that created the innovation but often fail. Companies have created positions such as Chief Innovation Officer, innovation teams, and organizational strategies that promote innovation through diversity, team dynamics and social networking. However, failure rates of 90% are common when innovations occur due purely to chance.

So, what is the key to successful innovation? Is it more allocated funds, more opportunities for good ideas to permeate the organization or is it better leadership and management practices? Although all these strategies are helpful, it is clearly not the answer to this baffling question. What sustains innovation in an organization is clarifying the meaning of innovation and applying this comprehension within the organization.

From our research at Global Targeting, we are finding that individuals define and clarify innovation into three separate but related components. The first component, a very traditional element of innovation, is a new product or service. That is, something different that has not existed previously. The second component is innovation that comes from improvement in product (service), process or procedure. The third component is innovation through change. Change refers to replacing what has existed with something different. What is fascinating is that for whatever cultural group studied, our research validates these three dimensions of innovation.

Diversity in the workforce is certainly a change occurring in the workforce that can lead to innovation. Think of innovation as portrait that individuals view and interpret. Each person views innovation and interprets its meaning with a unique perspective. The complexity in understanding innovation, at the individual level is that different people assign different importance and significance to these unique characteristics. There is, in fact, a diversity of perception in defining innovation. This diversity of perception is one of the compelling reasons why innovation is so often “hit or miss.” Therefore, defining innovation and aligning individuals to the perceived definition and desired outcome is critical for success.

In conclusion, for innovation to be successful beyond a “hit or miss” rate, leaders must accept the diversity of perception regarding innovation and find the tools that align individuals to desired outcome. Otherwise, chaos will persist and innovation is more a discrete event than a planned and managed function.

Come visit with Dr. Vinny Caraballo, Tony Bynum, Lino Carrillo, and myself on Wednesday afternoon at session W3-H, Beyond Diversity: Selecting Individuals/Teams to Maximize Innovation, so that we can share our insights with you. To get you ready for the session, look for some of our team members to post a few tidbits in this site. In the meantime, visit this site http://viewer.zmags.com/publication/88f3aa78#/88f3aa78/29 to read some more of our work. See you at the Forum.

General Topics

Transgender Inclusion: The Next Steps and Why They Matter

By Vanessa Sheridan

I’m delighted to present on the topic, “Transgender 202: The Next Steps” at the 2012 Multicultural Forum. I plan to share some vital information, practical tools, and helpful resources about this leading-edge area of business interest. You are warmly invited to attend.

As a diversity professional, you’re probably aware of the presence of transgender people in society. Perhaps you even know about the rapidly increasing visibility of transpersons in the workplace. Maybe your organization is already on board with transgender inclusion. If so, you’re part of something that’s very new for the modern business community.

In the year 2000, there were three Fortune 500 companies that included gender identity and/or gender expression in their employee non-discrimination policies. Today, almost half of the Fortune 500 has adopted such policies, and sixteen states currently protect the rights of transgender workers. Transgender employees (and customers) are finally beginning to be taken seriously by businesses, nonprofit organizations, and state/local governments. If you’re like me, you find that trend highly encouraging–but there is still much to be done.

I work with HR professionals in organizations of all sizes that seek to become transgender-inclusive. I’m also hearing from more and more companies that desire to move beyond the basics to ensure that their transgender employees will be fully integrated into the tapestry of their organizational culture. Enhanced cultural competence and full equality are the goals, and they carry significant implications for society. (As we know, social change often happens first in the workplace. Over time, people bring their acquired workplace habits, expectations, and methods of behavior into their homes and out into the larger society, thus precipitating cultural shifts.)

Going beyond “Transgender 101” and taking more comprehensive steps toward the full inclusion of transgender individuals is proving to be an excellent approach for organizations that seek to gain a competitive advantage in the marketplace. I help propel this strategy forward by providing expert transgender-related consulting, strategy, and awareness training services to these forward-thinking organizations.

We’ve all heard that knowledge is power, but when it comes to transgender in the workplace, many of us are still uninformed–or even worse, misinformed–about this complex, multifaceted subject. In these challenging economic times, we need to learn more about topics that will allow us to grow and be more successful in our work. The more accurate information we have about the transgender phenomenon, the better equipped we will be to:

  • enhance our cultural competence and diversity initiatives;
  • improve recruitment and retention of top talent;
  • position our organizations as recognized diversity leaders within our industries and the larger community;
  • be aligned/compliant with federal, state, and local laws as they change and develop over time to become more protective of the rights of transgender citizens, thereby addressing and lessening the risk and not-inconsiderable expense of discrimination lawsuits.

Come join me at the Forum to learn more about transgender inclusion, or visit my website, www.vanessasheridan.com, for further information.

A Time for Innovation, General Topics, Leadership

Beyond Diversity: Managing for Innovation Success

By Dr. Vinny Caraballo, CEO, Global Targeting

In the 21st century all business has the potential to be conducted on a global scale. Advances in Information Communications Technology (ICT) have created an environment where companies can reach markets in remote locations and deliver through a network of partners and alliances that add value along the supply chain. This meshing of organizational capabilities enables many firms to achieve parity on several fronts. In this environment companies must differentiate themselves to offset the advantages that a global communications infrastructure enables. Developing successful innovation programs and outcomes is how companies will differentiate themselves. “A Time for Innovation,” is more than a conference theme. It is also an opportunity for D&I Managers to take their skills to the next level, broaden their perspective, and learn new solutions.

Innovation is a complex concept that most firms treat as an event rather than an on-going and integral part of their business. Some companies also tend to focus on innovation process rather than focusing on the human aspect of innovation. Innovation emanates from human beings that are shaped by their cultural environment. Consequently, cultures will view and define innovation differently. Understanding attitudes, opinions, and disposition towards innovation is key to integrating resources and aligning them to produce successful innovation outcomes. It is this drive to understand how culture impacts innovation that drives the efforts of Global Targeting.

Operating in a global economy means you already have a diversified workforce. The concept of diversity and inclusion is predominantly a US construct, but more global firms have found that understanding diverse cultures will yield improved business performance. Integrating diverse ideas will also add to a collective body of knowledge. This same thought process has been applied to the concept of innovation, because many managers believe that diversity will automatically lead to innovation. But this approach is too simplistic and can lead to disappointing results if organizing teams for innovation is based on diversity alone. It goes beyond diversity.

Innovation success is based on understanding how cultures define innovation and selecting individual team members that are similar in their goal alignments. At the Forum, Global Targeting will share the results of our Project Impact research showing how innovation is defined and how to use our tools to select teams for individual success. Our study brings results from Australia, Hong Kong, Malaysia, South America, and the USA. Diversity managers can benefit from our insights and exposure to our tools and methodologies, because our research is:

·         Global in scale

·         Empirically based

·         Application driven

Come visit with Dr. Greg McLaughlin, Tony Bynum, Lino Carrillo, and myself on Wednesday afternoon at session W3-H, Beyond Diversity: Selecting Individuals/Teams to Maximize Innovation, so that we can share our insights with you. To get you ready for the session, look for some of our team members to post a few tidbits in this site. In the meantime, visit this site http://viewer.zmags.com/publication/88f3aa78#/88f3aa78/29 to read some more of our work. See you at the Forum.

General Topics, Religion

Are faith-based ERGs right for your organization?

By Laurie Trousil, Manager-Diversity & Inclusion, Ameriprise Financial

Any business that has sanctioned employee resource groups has had to wrestle with the question of faith-based groups. Ameriprise Financial has had faith-based ERGs since 1998 when our SALT Christian Network launched. We have since sanctioned a CHAI Jewish Interest Network (2003) and a MECCA Muslim Network (2010). However, I often speak to D & I professionals from other companies that are just now starting the dialogue about faith-based ERGs. For many, it is a conversation that brings anxiety and uncertainty.
In terms of benchmarking, there are four avenues down which organizations can tread:

Reject all faith-based groups
– Pro: Rejecting all such groups will prevent further deliberation about the future of faith-based ERGs because none will be allowed.
– Con: One key element of diversity and an employee’s whole self (including his or her spirituality) will be denied from fully entering into the workplace.

Permit non-sanctioned faith-based groups to exist within the organization
– Pros: The business can allow employees with similar spiritual beliefs to meet; yet will not be responsible for budgeting money for the groups.
– Con: Non-sanctioned groups will not be able to advance business initiatives as would ERGs with guidelines, goals and a budget.

Create multiple, sanctioned faith-based ERGs based on religious affiliation; i.e. Muslim Resource Group, Hindu Resource Group, Jewish Resource Group, etc.
– Pro: As with other ERGs, faith-based ERGs will be able to contribute by advancing business goals.
– Con: Once the company allows one faith-based ERG to form, they must give equal consideration to all potential groups who go through the application process – including those affiliations that may be negatively perceived by other employees or the community

Create one interfaith ERG made up of members representing a multitude of different systems of faith (or lack of faith)
– Pro: Collective decision-making in one ERG by members of a multitude of spiritual backgrounds can simplify an ERG program by decreasing potential employee disunity caused by numerous groups based on religious affiliation.
– Con: The potential for conflict within an interfaith ERG could be higher than within a group whose members have shared values and perspectives.

When making the decision as to whether or not faith-based ERGs are right for your company, always remember to:
– Put concrete policies and procedures in place to prevent ambivalence as well as protect the organization against litigation.
– Determine if and how an ERG(s) will advance the organization’s bottom line.
– Do your homework. Research what other companies are doing with regards to faith-based ERGs and model the practices that are most applicable to your organization.

In the end, no one can tell you what is right for your organization. Sanctioning faith-based ERGs must be a collective decision between D & I leaders and executives to determine whether or not they can add value to your business.


Twelve Statements to Ponder as You Build Your D&I Leadership Potential

Guest post from Richard Friend, Ph.D., Friend and Associates.

If leadership involves the use of self to influence others, and leaders at their best are lifelong learners, this is the perfect time of year to commit to the ongoing self-development required to enhance YOUR diversity and inclusion (D&I) leadership potential.  Below are 12 statements to ponder, one per month, over the next year.  Explore each statement in writing then discuss them and solicit feedback from your colleagues, trusted friends, family members and from those whose followership you are trying to inspire and mobilize.  Pay attention to the themes that emerge each month as you contemplate each of the statements, and notice the patterns that surface during this year long self-reflection process.

Since people follow people before they follow plans, leadership development at its core is a journey inward.  The first set of statements focus on knowing yourself, building authenticity and aligning your actions with your values.  The remaining few focus more outward on the leadership resources required to influence others.

  1. The most critical life event that has shaped the diversity and inclusion leadership path I’ve taken is…
  2. The difference I want to see/make with respect to diversity and inclusion is…
  3. The risk I need to take to be a more effective D&I leader is…
  4. My D&I “hot buttons” and “blind spots” include… I have learned to manage them by…
  5. With respect to D&I, times when I am at my best include…  Times when I am most challenged include…
  6. An example where I recently leaned into discomfort as a pathway for D&I learning includes…  What this taught me was…
  7. If others didn’t hold me accountable, one of the things I might not be doing as well or as often with respect to D&I is… If I didn’t hold others accountable, one of the things that might not be happening as well or as often with respect to D&I is…
  8. 8. The people who have helped me grow and stretch most with respect to D&I include… Today I surround myself with folks who continue to teach me about D&I by…
  9. What is uniquely mine to do or be, that engages others to WANT to do what it takes to promote inclusion includes…
  10. With respect to D&I, I know I am I worthy of being followed because…
  11. While it’s not about me, the part of promoting D&I that is up to me is … I manage this paradox by…
  12. How I am able to foster a sense of purpose that transcends me, my team and the organization so we are connected to make a difference that matters in the larger world includes…

Seriously consider these statements and take the time to reflect and dialogue with others about them.  Ongoing and honest self-assessment of this type enhances your ability to make the difference you are here to make as a D&I leader.  On March 20 – 22, 2012 join me and other thought leaders in the D&I field at this year’s Multicultural Forum on Workplace Diversity.  I will be facilitating an experiential workshop (W1-F) on what followers expect from D&I leaders where we will explore some of the challenges and opportunities embedded in the statements above.  I look forward to seeing you in Minneapolis!

General Topics, Religion

The December Dilemma: ‘Tis the Season for Innovation!

Guest post from Mark Fowler, director of programs, Tanenbaum Center for Interreligious Understanding.

December can be chocked-full of holidays and observances representing a variety of traditions. At Tanenbaum, we typically get calls as early as September from companies with all sorts of questions. While December may seem like the perfect time of year to embrace a company’s religious diversity – more often Diversity and Inclusion teams are caught off guard and struggle to find ways to make everyone happy.

You can access some helpful tips on decorations, scheduling, holiday celebrations, and accommodations, which may help you answer some of your more pressing questions.  In keeping with the Multicultural Forum’s theme of “A Time for Innovation”, this December, we challenge you to look forward to 2012.

The concerns of employees around the holidays are often the same concerns some employees have throughout the year when they seek accommodations for traditions that may not be as familiar within U.S. workplaces.  In order to proactively address concerns around the holidays in your workplace, and address religious diversity more generally, we believe that religion should be integrated into your overall Diversity & Inclusion strategy – not just your anti-discrimination policy.

With the year already packed with diversity programming, addressing religious diversity can seem daunting. So, we’ve devised three steps that can help keep you ahead of the curve, and avoid all of the added holiday fuss.

  1. Use Calendars. Holidays and religious observations occur year-round, not just during December. Understanding when holidays fall out throughout the year is a great place to start integrating religious diversity into your D&I programming. The BBC’s Interfaith Calendar is a helpful resource that provides information on 12 faith traditions’ “dates-to-remember.” You can also circulate instructions on how to upload significant religious days onto Microsoft Outlook calendars, which can help you and your employees avoid scheduling faux-pas.
  2. Consider Employee Resource Groups. Although less common in workplaces, religious and interfaith Employee Resource Groups can provide your managers and employees with the information they’re looking for around “unfamiliar traditions” year round. They can also provide an appropriate time and place to celebrate holidays and observe holy days in an inclusive and voluntary way, or simply help sensitively organize those pesky “holiday parties”.  They can also make suggestions on introducing your company to potential new markets during the holiday season and year round.
  3. Foster Curiosity. We’re all familiar with what comes from making assumptions. However, too many of us seem to have lost the childish curiosity that compels us to be brave and ask questions that we fear might make us (or our colleagues) uncomfortable. Train your managers and employees how to ask respectful questions about colleagues’ beliefs and practices. After all, there’s no way any one person can know everything there is to know about a particular faith tradition. Even Christians, who represent the majority religion in the United States and would be considered a “familiar” group, are subdivided into countless denominations with distinct beliefs, practices and points of view on what and how to celebrate. Asking respectful questions can help to create a more inclusive environment, and knowing how to do this right is especially useful in anticipating and preventing conflicts around the holidays.

Our Workplace program works closely with companies to address these complex issues and prepare them to respond when religious tensions emerge. For the past three years, I have participated in the Multicultural Forum on Workplace Diversity, and am honored to be a member of the Program Committee as well as a presenter at the March 2012 conference. Bring your thoughts and questions to our Professional Development Institute, “Digging Deeper: Religious Diversity and the 10 Bias Danger Signs,” and practice some more concrete skills to manage religious diversity issues and create productive work environments year-round. I look forward to hearing how you have already begun thinking about religious diversity in your workplace at our session! And, Happy Holidays!

General Topics

Nominate Your Diversity Champion

Recently we announced that nominations were open for the 2012 Multicultural Forum on Workplace Diversity’s Winds of Change award. In sending out the call for nominations I had cause to reflect on the award and why we have presented it the last four years.

When the award was first conceived, the Forum was just marking twenty years of experience in providing workplace diversity training in a conference setting. That represented hundreds of presenters passing on their insights on diversity and inclusion (D&I) to thousands of attendees. It also represented an incredible amount of change over time in how the work of D&I was done.

In reflecting on that history, it struck Forum leadership that there were clearly individuals who had given enormous amounts of themselves to the cause, who truly stood out as leaders and who had brought about tremendous change in their communities, companies, industries or across the nation. That was also true of organizations both large and small that had dedicated their efforts to the work of diversity and inclusion.

With twenty years of conferences behind us, it seemed appropriate that we should begin honoring those individuals and organizations in some way. The theme of the 20th annual conference was “The Winds of Change.” What better way to call out those who have been catalysts for change then to use such visually compelling language for the award title.

So, as you contemplate who you would nominate for the Winds of Change award, consider those who have truly impacted D&I. Who are the individuals or groups who, without their leadership, ideas, determination, encouragement, mentorship or hard work, the work of D&I would not have advanced to the level it is today. Use key words from the criteria to help you; consider sustained support, catalyst, impact, change.

Finally, take a look at past awardees as a guide. They represent multiple industries, government and nonprofits. Some have had local or regional affect; others even when working locally have brought about national change; some have done most of their work on a national stage. Who do you know who is deserving of recognition?

I look forward to seeing your nominations.

A Time for Innovation, General Topics

Announcing the 2012 Conference Theme

I am excited to announce this year’s conference theme, A Time for Innovation. Diversity is largely a U.S. construct. But much of the innovation that will shape the future of diversity and inclusion (D&I) may come from outside the U.S. The Multicultural Forum will explore these ideas throughout the three-day conference.

Carol Evans will explore the need to be prepared for the challenges ahead in her opening keynote, The New Paradigm of Diversity and Inclusion Innovation.  Forbes Insights will present (W1-E) on the direct link between D&I and innovation while that link is challenged in the session titled, Beyond Diversity: Selecting Individuals and Teams to Maximize Innovation (W3-H). In that session, speakers will argue that the issue is much more nuanced than “diversity = innovation.” Finally, Cargill will demonstrate their D&I policy (W4-H) and how it plays out in cultures around the world.

I hope you will join us for these insightful and challenging presentations on the D&I innovations coming our way.

Steve Humerickhouse