Week 3: Getting to Inclusive Leadership

Week 3: Getting to Inclusive Leadership

“Let’s Talk About EACH … Rounding Out Knowledge”
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Summaries

  • Week 3: Getting to Inclusive Leadership > Let's Talk About EACH (13 min.) > Video: The EACH Framework
  • Week 3: Getting to Inclusive Leadership > Let's Talk About EACH (13 min.) > Accountability in Action

Week 3: Getting to Inclusive Leadership > Let’s Talk About EACH (13 min.) > Video: The EACH Framework

  • As you read, this week we’re going to learn more about how to be an inclusive leader through real-life examples, not only for you personally, but in your own workplace.
  • So as Krista said, we’re going to talk about the EACH method, and how you can use EACH-Empowerment, Accountability, Courage, and Humility- to become an inclusive leader.
  • It’s really about thinking about those new product ideas, new solutions, going above and beyond the call of duty.
  • We’re going to do each of these behaviors, one at a time, so you get a better understanding of how this works and how can you be an inclusive leader using this method.
  • Empowerment is really about empowering your direct reports and people that you lead. And in our study, Krista, what we found was that folks that rated their managers high on empowerment were really talking about very simple things.
  • How can you, as a manager, support your team members to do that job well? Empowerment is really also about investing in your team.
  • Each of those team members on your team, as a leader, it’s your job and your responsibility to invest in their development and their advancement.
  • Finally-this is actually a really good one-empowerment, every time you empower your direct reports, you’re also encouraging them to think out of the box.
  • You’re encouraging them to not “Group think.” Everybody on your team does not have to think the same way.
  • They can think about their own ideas and be comfortable presenting their own ideas.
  • As you were talking through all these different characteristics of empowerment, reminded me of the story I heard about a senior attorney, and he was thinking about considering ways in which he could help his associates grow.
  • One of the ways was thinking about bringing this young associate with him to meet with a client.
  • He really wanted this person to grow in their role, give them the knowledge and skills and expertise that they needed to be a better attorney one day, and really give them the deep insights they needed to know about this client.
  • So accountability is really about-Krista, I’m sure you’ve experienced that in your career.
  • It really does apply in all of those situations, the accountability piece.
  • It’s holding people that you’re working with- whether as a manager or a leader, or in your personal situation-accountable for what you’ve tasked them with.
  • I think I need to try this out on my little guy, too.
  • What they have expectations set forth from their managers and their leaders to make sure they grow this culture of accountability.
  • Whether you’re a manager or a leader, or even your personal situation with your friends and family, any relationship that you have or will have, trust is such a critical part of that.
  • To be courageous, sometimes, you really kind of have to be an outlier.
  • We often think of courage and we think of firefighters or a heroic story coming out of it.
  • It’s about, as a leader, letting people know where you stand, who you are, demonstrating your true feelings to your staff.
  • Really being true to who you are and letting people know who you are.
  • In a workplace situation, I would extend that argument, and maybe think about courage in a way that it’s taking one for the team.
  • Then there’s somebody who is really an outlier about an idea.
  • I think that’s a courageous moment for that person, an individual.
  • Often, when you think of humility or being humble, we don’t necessarily think of a leader, right? So this gets lost in that shuffle, right? Sure.
  • Humility, or being humble, or demonstrating humility as a leader.
  • It really is about being comfortable, sharing your limitations and weaknesses with people around you, whether that’s your team or your friends or family.
  • As a leader, you’re still learning, and allowing yourself to do that.
  • Lastly, it really is about learning from different opinions and ideas that people have.
  • It’s really encouraging people to bring their different ideas to the table, expressing them.
  • You as a manager or a leader learning from those ideas, and valuing those ideas.
  • That really reminds me of the story I heard about this organization that was implementing same-sex benefits.
  • What the leader did within that organization really allowed people to talk about it in a forum, and by listening and understanding really validated those concerns.
  • Humility also extends really well into your personal situation as well.
  • I think that that really exemplifies this whole EACH framework.
  • If you can think about that as you think about being inclusive leader, solving it, seeing it, owning it, doing it will make you a better leader in your organization or, personally, within your own life.
  • The quote says this-“Because what’s critical to being an effective leader in this environment is that you have to be willing to relinquish power. And it’s not just humility in creating space for others to contribute,” says Bock, “It’s intellectual humility. Without humility, you aren’t able to learn.” With that, Deepali and I bid you farewell to go show humility, empowerment, accountability, and courage.

Week 3: Getting to Inclusive Leadership > Let’s Talk About EACH (13 min.) > Accountability in Action

  • This story is something I experienced personally outside of Kimberly-Clark.
  • What we call culture of accountability is just the opposite.
  • Right? So culture of accountability is all about results, about impact.
  • Nowhere in it it says, “Hey, you have to be in the office for 10 hours, or you have to come before your boss and leave after your boss.” So this is the privilege of working for Kimberly-Clark.
  • Culture of accountability makes it real that this is all about touching people’s lives and trying to make it a little bit better.

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