Inclusify Buchzusammenfassung - das Wichtigste aus Inclusify

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Zusammenfassung von Inclusify

Name: Inclusify
Rating: 4.2 (131 reviews)
Author: Stefanie K. Johnson

Stefanie K. Johnson

The Power of Uniqueness and Belonging to Build Innovative Teams

4.2 (131 Bewertungen)

22 Min.

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Inclusify
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What’s in it for me? Learn how to make your workers happy and productive through inclusivity.

When you were at school, did people segregate themselves at lunchtime? Did the Latinx kids, Black kids, Asian kids, and white kids all sit in different areas?

Sadly, that sort of behavior is all too common – even among adults. But if you’re a manager, the last thing you want to see is a sharply divided workforce. That’s just as bad as having a workforce where everyone’s exactly the same!

There are plenty of good reasons to desire a diverse workforce, made up of happy workers who feel that their uniqueness is appreciated. After all, happy workers are productive workers. So your job as a manager should be that of what the author calls the Inclusifyer: a leader who celebrates diverse perspectives and makes sure everyone feels a sense of belonging. These blinks will show you just how that can be done.

In these blinks, you’ll learn

how inclusive workplaces create more successful businesses;
why meritocracy can create horrible workplaces; and
how White Knights can end up undermining their employees.

Inclusivity is powerful, but to benefit we need to acknowledge and overcome our biases.

Have you ever worked for a place that made you feel invisible? A place where you had to hide certain aspects of your personality to fit in? Maybe you don’t like to drink alcohol and find sports boring, but you felt you had to pretend to enjoy these things in order to be a team player.

No one wants to feel like they don’t belong. Which is why inclusivity is so important – especially in the workplace. People do their best work when they feel like they’re a valued part of the organization. When they feel like they belong, they’re happier and more engaged.

What’s more, according to a 2013 Gallup study, the most engaged workers are as much as 21 percent more productive, and 22 percent more profitable.

But cultivating an inclusive workforce isn’t easy.

The key message here is: Inclusivity is powerful, but to benefit we need to acknowledge and overcome our biases.

Why is it hard to create a truly inclusive workplace? Well, one of the main reasons is that we all have biases that can get in the way.

Maintaining a sense of belonging among all your workers is full of pitfalls. Even dedicated CEOs with the best intentions have fallen short – often because of their own unconscious biases.

Think about it: when you conjure up the image of a powerful CEO in your mind, who do you see? If you’re like most people, you probably see a middle-aged white guy. When you think of a successful lawyer, who do you see? And when you think of a dangerous criminal, who comes to mind?

These are all biases that so many people have. And it’s completely normal. Through upbringing, experiences, and the stories all around us we all develop certain biases. This is a big reason why, as of early 2019, only 5 percent of Fortune 500 CEOs are women. It’s also why, in a study of American lawyers, 50 percent of women and 57 percent of women of color reported being mistaken for custodial or administrative staff.

So how can you avoid these biases and make lasting change that will make your workforce feel more engaged and more productive? You’ll find out in the blinks ahead.

All six managerial types have to work on becoming Inclusifyers – starting with the Meritocracy Manager.

Our biases can be hugely disruptive in the hiring process, and studies prove it. In one study, over 400 HR professionals were given résumés that were exactly the same, except for the name: one had a man’s name, the other a woman’s. When the HR professionals were asked to evaluate the candidates based on meritocracy, guess what – the male résumé did better.

Sadly, we can’t simply banish bias once and for all. But we can fight to dismantle it. And one of the best ways to begin this process is learning to recognize bias in our leaders.

Culture Crusaders often end up with a homogeneous workforce, but they too can be Inclusifyers.

In its early days, PayPal had a guiding principle: all new hires should be people you’d “want to have a beer with.” This might sound harmless enough, but what it meant in practice was that all new hires should be like the company’s cofounder, Max Levchin.

Levchin was a Culture Crusader. He knew precisely what he wanted PayPal’s culture to look like. As Levchin explained to Forbes magazine in 2007, when hiring he’d focus on cultural fit, which meant that the candidate had to tick a few boxes. He described it as: “He looks like me, he’s just as geeky, and he doesn’t get laid very often. Great hire!”

Team Players work hard to be in charge, but they can fall short in helping others.

For every type of manager, there’s a different way to transform into an Inclusifyer. But each solution involves a combination of individual actions to promote individuality, and group actions to promote belonging.

In the author’s parlance, these strategies involve two acronyms: SELF and TEAM. SELF stands for support, empathy, learning, and fairness, while TEAM stands for transparency, empowerment, alignment, and motivation.

White Knights often mean well, but their actions can undermine diversity efforts.

Imagine the situation: you’re the only woman on a small team at work. There’s a deadline looming, and everyone is preparing themselves for a long night to finish off a proposal.

But then, at five o’clock, your manager – a White Knight – comes into the room and says that you don’t have to stay late like everyone else. You have a kid at home, and he wants you to call it a day so you can spend some time with your family. And he says all this stuff right in front of the rest of the team to let everyone know what a good guy he is!

Shepherds can seem to be playing favorites, but with the right strategy they can become great Inclusifyers.

When a White Knight is a woman, a person of color, or LGBTQ+, they’re our fifth type of manager: the Shepherd. This is another case where good intentions can backfire and make people feel excluded rather than included. And resolving the situation can require making some subtle distinctions.

Oftentimes, in the workplace, it’s the impression that really matters. It may be the case that a Shepherd isn’t playing favorites in her attempts to be an Inclusifyer, but if that’s the impression that she’s giving to the rest of the workplace, then it still needs to be addressed.

Optimists want diversity, but their actions tend to fall short.

If you’ve got this far, there’s a good chance you’re genuinely interested in promoting equality and inclusivity at work. But there’s a big difference between being a supporter and backing up your good intentions with positive action.

This brings us to the last manager: the Optimist. The Optimist will speak highly of inclusivity, but tends to think that these issues will work themselves out. It’s just a matter of time before all workplaces are inclusive, right? So the Optimist doesn’t feel the need to get personally involved.

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Worum geht es in Inclusify?

Inclusify (2020) offers some valuable guidance for managers and CEOs who would like to increase the diversity of their workforce. Facts show that diversity is a powerful contributor to success on a variety of levels. Inclusify introduces the proven steps that the biggest and best businesses are taking to be more inclusive and more successful.

Bestes Zitat aus Inclusify

The result of making people feel invisible is lowered well-being, mental health, productivity, and commitment to the job.

—Stefanie K. Johnson

Wer Inclusify lesen sollte

Who’s it for?

Managers who want happier employees
People seeking ways to create safer workplaces
CEOs who want to create more competitive businesses

Über den Autor

Dr. Stefanie K. Johnson is an associate professor at the Leeds School of Business, University of Colorado Boulder, where she teaches students about leadership and inclusivity. She’s been a frequent contributor to the Harvard Business Review and her work has also been published by the Wall Street Journal, Newsweek, and the Economist.

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