September 15, 2023
Inclusive Leadership

How do I show my commitment to EDI as a Leader?

You’ve connected to why equality, diversity and inclusion matters to you personally and what diversity can bring to your team and culture but so what? How do you now transform the vision, the purpose, into reality. How do you become the inclusive leader…

Firstly, you openly talk about it. You explain to others your reasons why it’s important to you and to the organisation. You discuss it in every appropriate context. You notice and celebrate where diversity is good. You are clear where it needs to be better. You use your power as a leader and be proactive.

You support and champion people who are different to you. You educate yourself about people whose experiences are different to yours and notice how others are affected in different situations. You also amplify the voices of those not being heard.

You create a business rationale for Diversity and Inclusion. You hold yourself and others accountable to this and to positive behaviours including using the right language and communication around inclusion. If you don’t know, just ask. Refer to people as what they are rather than what they are not.

You set criteria for equality benchmarks and have a clear plan for progress – what are you actually trying to achieve? How will you know you’ve got there? What are the advantages/gains you will notice? 

You are able to acknowledge when you get it wrong and accepting your vulnerability as a strength you wish to role model. You are open to challenge and getting it right.

In short, lead by example, be open to change, show commitment and act!

“Inclusive leadership is not a destination. It’s a journey that requires humility, curiosity and courage.” Thais Compoint

August 25, 2023
What can Diversity bring to your Team?

Once individuals have connected to ‘why EDI matters to them personally’, it’s then important to understand the organisation’s bigger purpose moving away from the individual, to answering these questions from the organisation’s point of view.

Why would any organisation want to be inclusive?

What will it look like for your organisation to be inclusive? 

How will you know you’re getting there and then, achieved it? 

But a more fundamental question is this one….

What can Diversity bring to your Team?

In other words, what’s the purpose, what’s the why behind becoming a more diverse, equitable and inclusive workforce?

“In diversity there is beauty and there is strength” Maya Angelou

Answering this together, as a team can help pick apart the questions about what Diversity would look like, also by beginning to look at their current state in the representation of diversity. What areas of diversity does the company feel they have good representation, where do they feel vulnerable, what’s the desired state? This is where I aim to really help them scrutinise the 100% truth in their discussions. In the work I have done to date with teams, I have experienced organisational blind spots where being well represented in one area of diversity, can often lead to them struggling to see where they lack in others. It’s vital here I am really explicit about protected characteristics and specifically those which are not always visibly evident.

I ask them to consider, what’s the organisational culture? How do they believe difference is experienced? Is it missed, judged, de-emphasised. Or is it deeply understood and bridged? 

How do they know?

“Inclusion is not what you think; it is how people feel.”  John Berger

Next time, Inclusive Leadership….

August 18, 2023
Why does EDI matter to you personally? 

It’s great to hear how so many organisations desire to put Equality, Diversity and Inclusion at the core of what they do and how they want to show up in the world. Some even aiming for Diversity Accreditation schemes, using this to ensure their vision for EDI is supported by action plans and is an umbrella for all they do.

I’ve had the pleasure of working with the leadership teams of organisations over the last six months who are trying to achieve this. They look inwards at themselves to really reflect on whether they are an inclusive company. I’m always curious to know their answers to the following: 

Why would any organisation want to be inclusive?

What will it look like for your organisation to be inclusive?

How will you know you’re getting there and then, achieved it? 

But my actual starting point is the title question:

Why does EDI matter to you personally? 

“When we are advantaged, it is difficult to spot. When we are disadvantaged, we spot it instantly”.

The responses to this often get to the heart why individual team members FEEL the importance of being inclusive and diverse. Everyone has a story where they have witnessed or been victim of some form of bias or prejudice. Giving space for individuals to share these stories and to describe their emotions at the time or now, brings those feelings to the surface. My purpose for doing this is to truly understand whether the organisation wants to simply respond to the law or to adapt its’ culture from a place of integrity. Then the work begins…

The next part…..where to go from here…..

February 14, 2022
Leadership and Enneagram Types 7-9

Here are the final three types E7-9, in the series of the enneagram and leadership styles. All types make fantastic leaders and while there are many strengths in each type, there are also growth paths to become even better, to integrate the strengths of other types into our own and to notice, accept and find ways to challenge those aspects of our leadership where we would like to adapt to be more successful in our leadership.

Starting with Type 7, ‘The Enthusiastic Visionary’ 
These spontaneous, optimistic, fun-loving people are a joy to be with. They appreciate and bring energy to everything, fascinated by new ideas, they are innovative and entrepreneurial.

Their strengths as leaders include their ability to see the big picture, their flexibility, desire to learn more and ability to make things happen while inspiring others as they lead.
Their growth includes, finishing what they start before boredom sets in, tempering their restlessness, following protocol and, slowing down to ’embrace the tedium’ while allowing others to catch up. 

Their high level of activity can be a real positive but can also create tension as others are obliged complete the activities started by them.

Type 8, ‘The Active Controller‘. These strong, decisive, magnetic people exude charisma, energy and a lust for life. They are dynamic, direct, authentic and courageous, symbolised by the lion.

Their strengths as leaders include their ability to take charge and demonstrate their self-assurance. They make things happen and have impact, they are determined, reliable, supportive and fiercely protective of others.

Their growth is to accept their own and others’ limitations, be less intense and more tolerant and self-aware, and to be more in touch with their vulnerable side. They also need to be less confrontational as they follow their desire to change the world and to challenge injustice.

And finally, Type 9, E9, ‘The Adaptive Peacemaker’. These unassuming, easy-going and accommodating people always try to keep the peace and avoid conflict wherever possible. They seek harmony and comfort and are archetypal lovely people.

As leaders, their strengths include an amicable sense of fairness, their desire to play down their own achievements by placing their colleagues/team members in the limelight, their ability to listen to and validate the views of others and their acceptance of mistakes, remaining positive and optimistic wherever possible.

Their growth pathways include an acceptance of their own brilliance and not to always deflect to the team, to move into action more quickly and be more dynamic, to share and sometimes exert their opinion rather than always listen to others and, to be more decisive.

If you’re curious to learn more about your type and how you show up as a leader, do get in touch.

January 26, 2022
Leadership and Enneagram Types 4-6

Here are the next three types, E4-6, in my continuing series of posts looking at leadership styles through the lens of the Enneagram. Each of the nine Enneagram Types will show up in leadership, and in life, in different ways. All will demonstrate huge strengths as leaders but all will also have a pathway of growth both to better engage these strengths or through integration across the enneagram leaning into the strengths of other types.

Continuing with Type 4 or E4...

Type 4s are ‘Intense Creative’ people. They can be sensitive, expressive, intense and emotional, driven by being authentic and expressing individuality and being attuned to their emotions. They need to make a difference.

When they are at their best as leaders they are purpose driven, imaginative and inspiring, intuitive and courageous. They are usually open to exploring different ways to accomplish tasks and therefore don’t tend to restrict the creativity in those they lead. Because of their own innate internal emotional intuition, they can be good at understanding others’ emotions with tact, gentleness, and compassion.

Their growth path is to let go of their story and step into a sense of belonging of their team and organisation. They need to try to refrain from comparing themselves with other leaders and trust themselves, remembering they make intuitive and gifted leaders.

Type 5, E5 are the ‘Quiet Specialists’…

These types are driven by the motivation of ‘needing to understand’ and the pursuit of knowledge. They look for the meaning in life, why things happen and often need to intellectualise and analyse problems before them. 

They can be shy, detached, forgiving, reflective and cerebral BUT they love being around people especially if they are learning and understanding something from them.

Their strengths as leaders include their ability to see everyone’s point of view and get to the core of the problem, their desire to research potential solutions, their innovation and drive to complete and their capacity to re-engage.  Their motto is Think. Analyse. Solve.

Their growth is around lowering their boundaries and letting people in, being less self-reliant and independent and using the strengths of their team to complement their own rather than see these as threats. 
If your leader shows up as a E5, spark their curiosity, give them time and space to process information, and always allow them time to reflect.

E6 are ‘Loyal Sceptics’. 

These great team players do not miss detail. They are cautious, prepared, loyal and sensing, and they build strong relationships with others. 

At their best as leaders, strengths include creating stability and safety, being the glue to the team, planning ahead and being alert to all the potential mishaps along the way.

Their growth is knowing that their ‘yes, but what if’ stance can sometimes feel distrustful to others, and ‘paralysis by analysis’ can slow them and their teams’ progress.

If this is you, try going with your intuition and take the risks you might always try to avoid. What’s the worst that can possibly happen?

Do any of the three types above (or in my previous post) resonate with you? How would you bring the best out of yourself in leadership depending on your type? How can you do this of others?

If you are interested in learning more about your type and your leadership strengths, get in touch.

The final three types E7-9 to follow.

December 16, 2021
Leadership and Enneagram Types 1-3

Here are the first three types in my series of posts on looking at leadership styles through the lens of the enneagram. Each of the nine #enneagramtypes will show up in leadership in different ways. All will demonstrate huge strengths as leaders but all have a pathway of growth either to better engage these strengths, or through integration across the enneagram leaning into those of other types.


Starting with Type 1 or E1….

We are ‘Strict Perfectionists’, we want to see good in the world, we often judge those around us, and we are principled and live by strong values. Our motivations are ‘Doing the right thing, avoiding mistakes and working towards self-improvement and self-control’. 
Our #strengths include striving for high standards, being systemic in our thinking and role modelling by living our beliefs and values.
Our #growth is to trust others by relinquishing control, be able to delegate, value others’ input and accept and enjoy good enough and imperfection.

Type 2 or E2, otherwise known as ‘considerate helpers’….

These generous and caring individuals often take on leadership or central roles as they enjoy being able to build their influence and connections. They can be great in the limelight. They are motivated by helping and providing for others with a deep-seated need to be liked and appreciated. 
Their #strengths include building strong relationships, engaging groups, communities and broader systems often standing out from the crowd. They are ambitious, strategic & goal-oriented.
Their #growth is to catch themselves out when giving unsolicited advice. Ask themselves, “Am I disempowering you by always being there? Am I smothering the creativity and growth of my team?” 
You will reap the benefits of stepping back a bit, putting some of your needs first and delighting in watching others grow.

Type 3 or E3, the ‘competitive achievers’….

Type 3’s are charming, charismatic individuals striving for success and to be the best at whatever they take on. They can be ambitious, focused, task-oriented, adaptive and are motivated by their need to outshine the rest. They may have an overwhelming desire to prove themselves often worrying about their image and how the world sees them.

Their #strengths as leaders include always having their eye on the prize, knowing where they are going and being hugely energetic and organised multi-taskers who have a deep seated desire to be successful. They are driven, inspiring leaders and can focus their competitiveness on supporting others to personal achievement.
Their #growth includes slowing down so as to not lose people, allowing themselves to feel failure to learn from it and therefore allowing others to do the same, collaborate more and be open to others’ views and lastly, reconnect to who they really are.
If you are interested in learning about your type and your leadership strengths, let me know.

Types 4-6 to follow…

August 29, 2019
Why Leadership Matters (even on holiday)

I have spent two weeks this summer cycling from the north of Vietnam to Hoi Chi Minh City in the south – a long and potentially arduous journey, made more difficult with temperatures exceeding 350C on some days. That said, it was one of the best experiences I’ve had in terms of personal and team resilience, commitment and achievement, all made possible by the incredible leadership of our group leader. I witnessed all aspects of what makes a great leader unfold over the fortnight all of which can be applied to leadership in all we do.

Clarity of Purpose

During our welcome meeting, we were re-introduced to the values of the cycling company and indeed, that of the leader. Why responsible travel was fundamental to our holiday choice, why getting to know the country, it’s culture, history, language was key to our experience and, why enjoyment, fulfilment and achievement was his and our intention. There was absolute clarity in what would be expected from us on a daily basis and an unshakeable belief that all were physically capable of the cycling journey ahead.

Team Spirit

The group members were from Europe, US, Australia, New Zealand with an age range of 18-67, all from diverse backgrounds. Some had experienced long bike rides while for others, it was their first; some were focussed on their personal goals while others were ‘just doing it’; some were anxious about their fitness levels while others tackled each day with an awe inspiring confidence. Despite these differences, there was a commitment to a common goal – all were to complete each day with a sense of pride in ourselves and in our team. There was a collaborative spirt fostered by our leader. He created a supportive camaraderie regardless of difference – ‘high fiving’became routine at the end of each day.

Positivity and Reality

Everyone can do this!The leader’s motto regularly heard over breakfast, during our morning briefings, as we mounted our bikes. Always accompanied by the reality of the day – the distance, the terrain, the gradient, the beauty of the landscape, the breaks. We knew exactly what was ahead of us with very few surprises. His experience of the journey fostered a sense of trust and assurance in the team.

Fear and Laughter

Cycling into and out of busy Vietnamese cities was something we just could not imagine – it looked terrifying. The number of possible calamities was too great to count. Our leader’s calm and protective approach soon diminished these fears, so much so, we often found the funny side, screeching hysterically as hundreds of mopeds came towards us. We laughed a lot – even climbing an unrelenting 10km mountain pass, gradient of 8-10%, we laughed. We found humour in extreme situations, each other, with

him and with people we met along the way. The good natured group dynamic enabled us to feel comfortable in laughing at ourselves and each other.

Endings

We made it! The sense of achievement was incredible both from an individual and team perspective. As well as organising moments to celebrate, our leader ensured we were able to have opportunities to reflect and share our highs and lows with each other. He was also incredibly keen to hear what he could do better on his future trips. This was one question where we had little to say – he was the best leader we could have possibly hoped for. He made our trip and for that we thank him. As to us……we’re planning to go away together next year – that’s team spirit!

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