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5 Practices of Managers Who Build Inclusive Teams
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  1. 5 Practices of Managers Who Build Inclusive Teams

  2. Welcome Igor Sakhnov Partner Group Engineering Manager

  3. Welcome Jo Miller Leadership Speaker. Founding Editor of Be Leaderly

  4. The Power of Diverse Teams

  5. 1. Don’t over-rely on heterogeneous groups to get things done. What are some ways to include more diverse participants on teams, projects, tasks, committees, etc.?

  6. “… it takes longer for such psychologically diverse teams to achieve good cooperation. They must first cultivate an openness to opposing opinions and recognize the value of exploring a problem from various angles.” — Doug Wilde

  7. The problem with diverse teams When a team doesn’t understand this diversity or fails to embrace it, it can be disruptive to the team’s performance.

  8. 2. Get comfortable with discomfort. Diverse teams can be more successful but less happy. It is hard to recognize and break our unconscious biases. Cognitive diversity feels like hard work. We are wired to conform, so “group think” feels much easier.

  9. 3. Foster psychological safety. Google’s Project Aristotle sought to discover the single characteristic that rock-star teams have in common. What can you do to create a atmosphere of safety for interpersonal risk-taking?

  10. 4. Co-create new participation norms. What can you do to make space for all at the table, to ensure all voices are heard?

  11. 5. Be diverse and equitable in who you sponsor

  12. “There is a special kind of relationship—called sponsorship—in which the mentor goes beyond giving feedback and advice and uses his or her influence with senior executives to advocate for the mentee. Our interviews and surveys alike suggest that high-potential women are overmentored and undersponsored relative to their male peers—and that they are not advancing in their organizations.” — “Why men still get more promotions than women” by Herminia Ibarra, Nancy M. Carter and Christine Silva, Harvard Business Review

  13. “A sponsor is someone who will use their internal political and social capital to move your career forward within an organization. Behind closed doors, they will argue your case.” — Cindy Kent, GM, 3M.

  14. “Four U.S.-based and global studies clearly show that sponsorship — not mentorship — is how power is transferred in the workplace.” “Why You Need A Sponsor — Not A Mentor — To Fast-Track Your Career,” Business Insider.

  15. What’s the difference between mentors and sponsors?

  16. 5. Be diverse and equitable in who you sponsor What are the qualities of good sponsor? What can you do to encourage a culture of diverse and equitable sponsorship?

  17. 5 Practices of Managers Who Build Inclusive Teams Don’t over-rely on heterogeneous groups to get things done. Get comfortable with discomfort. Foster psychological safety. Co-create new participation norms. Be diverse and equitable in who you sponsor

  18. This presentation is available at BeLeaderly.com/catpro