Page 13 - index
P. 13
RESEARCH, ANALYSIS & TRENDS
It’s called authenticity, and in the workplace, a Journal a mindset that focuses on diversity and inclusion, while
of Happiness study has found that the greater an em- at the same time balancing client needs and expecta-
ployee’s feelings of authenticity, the better their job sat- tions.
isfaction, engagement, and self-reported performance. Inclusion not compliance
Another study, cited by Harvard Business Review, in- Today’s workplaces are strictly governed by legislation.
volving two hundred and thirteen employees, saw a There are obvious workplace requirements that need to
very clear theme emerge: being allowed the freedom to be fulfilled, including preventing discrimination and har-
be authentic improves productivity, increases perfor- assment; ensuring flexible work options for all employ-
mance and success, and allows employees to exert ees and addressing unconscious bias during the re-
less energy and time censoring or hiding themselves. cruitment, retention and reward phases. But beyond
Similarly, employees who spent less time and energy compliance – most companies don’t actively pursue
on ‘self-monitoring’ had more time and energy for focus- inclusion.
ing on the task at hand.
If they did, the Mohawk and the comb-over would work
Authenticity is not only good for people – it’s good for with each other towards a shared purpose – such as
business too. creating an exceptional client experience. It would be
the outcomes they produce and the value they create
Difference is not division for the organization that would be important, and not
how they looked when they were creating them. If they
Sadly, those who are ‘out of whack’ with what’s per- did, people would not need to use unconscious bias as
ceived to be ‘corporate’ are often seen as disruptive, an excuse for not engaging with and supporting each
and often by the very people who are responsible for other in the workplace. If they did, diversity would not
supporting their careers. Different shouldn’t ever be be associated with minority groups, but rather be some-
disrespectful. It’s quite the opposite, actually, as it rec- thing proudly worn on everyone’s lapels. If they did,
ognizes an important truth: we can be united, yet not businesses would get to truly unleash the potential of
the same. That said, the caveat of balancing authentici- their employees and reap the benefits of an inclusive
ty with a healthy respect for the people you are doing workforce. The world we live in is an exquisite potpourri
business with still applies. of shapes, sizes, cultures and genders. Why does the
workforce not mirror this montage?
The challenge for many organizations is “How do we
support managers to lead with difference at the fore- The forward thinking companies of tomorrow will be
front of their minds?” Diversity Council Australia’s re- those who see authenticity as an enabler. They’ll un-
search sheds valuable light on the need for inclusive derstand that allowing people to bring their authentic
leadership and what it takes to build more inclusive self to the table is what results in the best client experi-
leaders. Importantly – inclusive leadership isn’t built ence. They won’t only welcome the Mohawk and comb-
overnight. Leaders have a responsibility to develop and over… they’ll celebrate them!◊
improve their inclusive leadership capabilities by honing By Abbie Wright and Matt Aberline
MediaBUZZ Pte Ltd - Independant ePublisher for Asia
It’s called authenticity, and in the workplace, a Journal a mindset that focuses on diversity and inclusion, while
of Happiness study has found that the greater an em- at the same time balancing client needs and expecta-
ployee’s feelings of authenticity, the better their job sat- tions.
isfaction, engagement, and self-reported performance. Inclusion not compliance
Another study, cited by Harvard Business Review, in- Today’s workplaces are strictly governed by legislation.
volving two hundred and thirteen employees, saw a There are obvious workplace requirements that need to
very clear theme emerge: being allowed the freedom to be fulfilled, including preventing discrimination and har-
be authentic improves productivity, increases perfor- assment; ensuring flexible work options for all employ-
mance and success, and allows employees to exert ees and addressing unconscious bias during the re-
less energy and time censoring or hiding themselves. cruitment, retention and reward phases. But beyond
Similarly, employees who spent less time and energy compliance – most companies don’t actively pursue
on ‘self-monitoring’ had more time and energy for focus- inclusion.
ing on the task at hand.
If they did, the Mohawk and the comb-over would work
Authenticity is not only good for people – it’s good for with each other towards a shared purpose – such as
business too. creating an exceptional client experience. It would be
the outcomes they produce and the value they create
Difference is not division for the organization that would be important, and not
how they looked when they were creating them. If they
Sadly, those who are ‘out of whack’ with what’s per- did, people would not need to use unconscious bias as
ceived to be ‘corporate’ are often seen as disruptive, an excuse for not engaging with and supporting each
and often by the very people who are responsible for other in the workplace. If they did, diversity would not
supporting their careers. Different shouldn’t ever be be associated with minority groups, but rather be some-
disrespectful. It’s quite the opposite, actually, as it rec- thing proudly worn on everyone’s lapels. If they did,
ognizes an important truth: we can be united, yet not businesses would get to truly unleash the potential of
the same. That said, the caveat of balancing authentici- their employees and reap the benefits of an inclusive
ty with a healthy respect for the people you are doing workforce. The world we live in is an exquisite potpourri
business with still applies. of shapes, sizes, cultures and genders. Why does the
workforce not mirror this montage?
The challenge for many organizations is “How do we
support managers to lead with difference at the fore- The forward thinking companies of tomorrow will be
front of their minds?” Diversity Council Australia’s re- those who see authenticity as an enabler. They’ll un-
search sheds valuable light on the need for inclusive derstand that allowing people to bring their authentic
leadership and what it takes to build more inclusive self to the table is what results in the best client experi-
leaders. Importantly – inclusive leadership isn’t built ence. They won’t only welcome the Mohawk and comb-
overnight. Leaders have a responsibility to develop and over… they’ll celebrate them!◊
improve their inclusive leadership capabilities by honing By Abbie Wright and Matt Aberline
MediaBUZZ Pte Ltd - Independant ePublisher for Asia
