Executive Coaching – developing and enhancing global and cultural leadership skills. Beasley Intercultural offers customised individual and small group coaching for executives working in diverse and global workplaces.
‘Whether it’s your customers or your workforce, respecting diversity and treating people inclusively is the right thing to do, plain and simple. It’s also the smart thing to do, because if you’re appealing to the widest range of people, you’re strengthening your ability to grow, attract the best talent and innovate.’
Alan Joyce, CEO, Qantas
A report released today ‘Missing Out: The business case for customer diversity’ by Deloitte and the Australian Human Rights Commission highlights significant unmet customer needs in diverse communities.
Stereotyping, unconscious bias, and lack of awareness are leading to experiences of exclusion for customers. Customers are more powerful than ever before, and prefer to buy from organisations which treat them respectfully and fairly, and openly support diversity.
Less than half of the people surveyed believed organisations treat customers respectfully, regardless of their personal characteristics. As Australians, we live in a country where one in five people speaks a language other than English at home, 18% of people have a disability, 11% of people identify as LGBTI.
Diversity is not just ‘something HR manages’. Understanding the diversity of the Australian community is about accessing and servicing the broader client base, and about better business results.
What’s needed is to build capability for tangible change. A first step is to build cultural awareness, take concrete steps to minimise the impact of unconscious bias, and develop inclusive leadership. These measures are all required to better understand and service diverse customers.
In 2016, participants from Australia and 15 countries across Europe, Asia and South America participated in the Beasley Intercultural Inclusive Leadership program. Many of our global participants engaged in the fully online program which includes a diagnostic, six eLearning modules and application of learning to real-life scenarios and project work. In Australia, we delivered blended programs incorporating face-to-face workshops in Sydney, Melbourne and Perth. Participant feedback was fascinating and highlighted the impact the program continues to have.
What was your experience of the program?
“One of the essential programs for an organization with global operations. The well structured programs unveils the fine nuances of inclusive leadership, through case study, videos & briefing.”
“Even if you think you are a Leader this Program will provide you with an opportunity to step back and ensure you consider all the aspects.”
“The program goes beyond age and culture and gives you practical ways to deal with many sorts of challenges encountered when managing a team of diverse people.”
What do you expect will be the implications for your team and their performance?
“I expect the team’s performance to be higher, as we will be fully leveraging people’s potential.”
“Improved participation and engagement.”
What will you do differently?
“I’ve started listening more and talking less. I’ve also started to encourage the quiet team members to speak up at team meetings.”
“I’m committed to being more open and accepting.”
“Being open towards people, ensure every team member is and feels included.”
Thank you to all of our wonderful participants in 2016. We will keep in touch as you continue your Inclusive Leadership journey.
We work with clients at what we like to call the ‘pointy end’ of change – businesses which are ‘Going Global’.
This isn’t easy, it may involve mergers and acquisitions, working with very powerful Asian investors and clients, and running operations in developing country environments with high levels of ambiguity and risk.
The top 5 issues we see when ‘Going Global’ are:
1. Developing global strategy based on the assumption that the world is the same as the originating country of the business. What may have worked in one country, and at one point in time, doesn’t necessarily work in different cultural, political and economic contexts.
2. Not understanding the complexity of different stakeholder contexts. Policy settings and foreign governments are far more involved in license to operate and business decisions in many contexts.
3. Not anticipating or managing real risks. Building risk management strategies based on the ‘home’ country of board and senior executive team members, not the global and local context.
4. Not investing in developing the required awareness, perspective, knowledge and capability in staff at the forefront of change. Staff often are the ones bearing the brunt of change, and poor skills development leads to disengagement and lack of performance.
5. Assuming that culture is something that ‘other people have’ and you are culturally neutral. To be effective, it’s critical to understand the assumptions and biases of your worldview and how they may be perceived.
Tamerlaine and the Senior Consulting team regularly work with Boards and Executive Teams at their global strategy meetings, both in Australia and offshore. These advisory services mitigate common risks and ensures our clients can apply strategies to maximise performance and global business results.