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    Becoming An Inclusive Leader: How To Navigate The 21st Century Global Workforce
    Becoming An Inclusive Leader: How To Navigate The 21st Century Global Workforce
    Becoming An Inclusive Leader: How To Navigate The 21st Century Global Workforce
    Ebook144 pages1 hour

    Becoming An Inclusive Leader: How To Navigate The 21st Century Global Workforce

    By Shirley Engelmeier

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    About this ebook

    The inversion of power within today's global workforce has created an urgent need for the death of command and control style leadership to successfully manage the new democratized workforce. A confluence of factorsâ including increasingly diverse demographics, personal communications technology that provides a stage for every citizen's voice, and a highly participative Gen Y permeating the workforceâ has created an environment where leadership must quickly change to succeed. Employees have an increasing need to be heard and feel that they are contributing to the overall business. Shirley Engelmeier's newest book, Becoming an Inclusive Leader, delivers a timely primer on the new style of leadership required to effectively manage the 21st century workforce and drive success today in any modern organization. Becoming an Inclusive Leader delineates the traits, tools, and behaviors that will drive improved business outcomes. It also offers experience and insights from Fortune 500 leaders at Walmart, FedEx Office, Cisco, Kraft and Sodexo on Inclusive Leadership as the most effective way to effectively manage the new workforce.
    LanguageEnglish
    PublishereBookIt.com
    Release dateApr 26, 2016
    ISBN9781456623579
    Becoming An Inclusive Leader: How To Navigate The 21st Century Global Workforce

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      Book preview

      Becoming An Inclusive Leader - Shirley Engelmeier

      everything!

      ACKNOWLEDGEMENTS

      An insightful and gifted group of business people assisted me in making this book a reality. I had the privilege of gaining insights from thought leaders who work for global giants in industry. Their business brilliance provides practical considerations and applications for the important work of becoming an inclusive leader. Their experience, expertise and accomplishments are too many to list in this acknowledgement. In alphabetical order, by name, thanks to Rohini Anand of Sodexo, Donald Fan of Walmart, Manny Fernandez of FedEx Office, Sandy Hoffman of Cisco and Jorge Quezada of Kraft. I am honored you have participated. I thank each and every one of you for your tremendous insights and thoughtful contributions.

      Within my own team, there has been a talented and business savvy village contributing to this work. Thanks to Lin Grensing-Pophal and Mike Greece, my first team of co-editors, for their guidance on how to position this work so it garners the absolute importance it deserves in an ever-changing business environment. They each understand the importance of leadership for navigating the 21st century global workforce. Thanks to Kevin Hohlstein, the final editor and proofreader; Kevin ran the marathon on this book, living with it nearly every day for the past two months and never giving up with countless changes from all of us involved. Thanks for sticking with it and insisting on the highest standards from all of us.

      To Debbie Scheriff, for your steadfast support of me in all my intensity. To Taylor Vernstrom and Kevin Hohlstein, thanks for the fantastic book cover design. To Dr. Maria Hernandez and Dr. Steve Johnson, your contributions to the book and the Inclusive Leader 360 that is resulting from work in this field are awesome. To Phyllis Jefferson, Jacqui Clelland, and Taylor Vernstrom thank you for your insightful, continued contributions to the cutting-edge leadership learning that is resulting from this book. To Ning Lv and Arnold Guo, from our China office, and Yumiko Suzuki from our Japan office, thank you for commitment to this important work.

      Personally, I come from a strong-minded and hardworking gene pool. My mom and dad are both farm kids from rural Minnesota. My parents were literally born in Lake Wobegon—home of Garrison Keillor’s fabled weekly broadcasts—where all the women are strong, all the men are good-looking and all the children are above average. That’s my family! So thanks to my parents who began this spectacular family legacy of four girls (Shirley, Sharon, Susan and Sheila—for real) and a baby brother Larry (my dad’s namesake)! As I begin this new year, I realize how blessed I am with all this magnificence of love, intelligence and hard work in one family unit.

      Once again to the men in my life, a huge thanks! To my husband, Russ, who puts up with my energy and my absolutely nothing is impossible spirit. To my older son, John Michael, my business peer and the most stunning young person I know, and my younger son, Zach—aka Boy Wonder, who is embarking on his college career in STEM. Thanks for loving me at the depth you do!

      INTRODUCTION

      On June 21, 2013 in the Huairou District on the outskirts of Beijing, an American CEO, Chip Starnes of Specialty Medical Supplies, was taken hostage by the company’s local workers. Perhaps a modern day shot heard round the world with regard to the inversion of power in the workplace, this event should serve as a wakeup call for CEOs in companies everywhere.

      With the seismic demographic shift in the global workforce and the dramatic increase in empowerment of workers, the clear and present call to action is about the urgent need for managers to adapt to a culture of inclusive leadership. As this dramatic incident illustrates, there is danger in failing to do so. Fortunately, for most organizations, that danger will generally be less a hostage situation than an erosion in the social compact between worker and employer.

      The body of knowledge around leadership dates back to the Stone Age—when size and strength were the prerequisites for leading. Over the years, the notion of leadership has been analyzed endlessly, most often focusing on the personal traits, behaviors and experiences of those engaged in leadership roles. But effective leadership is inexorably connected to the context and today, the dramatic change underway in the workforce demands a new perspective on how leaders must lead.

      For the most part, the evolving best practices and guideposts related to leadership have been inside out. The focus over the last century has been primarily on the traditional command and control culture where managers and their organizations seem comfortable. Historically, titled supervisors called the shots and the minions saluted. If followers responded without too much angst or pushback, this was all the better. Title trumped reason; seniority often dominated ingenuity.

      The hierarchical management ecosystem has existed for centuries—feudal empires and a multitude of corporate dynasties have survived, even thrived, on the notion that leaders lead and everyone else follows. But a transformation in the global workplace has caused an urgent requirement for a new way to lead people. A confluence of contextual factors has changed the game. This book is dedicated to providing a roadmap for leaders to manage and thrive in this environment.

      CHAPTER 1: THE NEW WORKPLACE CONTEXT—THE 21ST CENTURY ORGANIZATION

      Quietly but steadily, the workplace has changed. The context within which leaders lead has become profoundly different for a variety of reasons:

      • The internet has given everyone a voice, the means and the power to participate.

      • Gen Y ¹, who are by nature participative, have entered the workforce en masse and 46% of Gen Y are multicultural.

      • The globalization of the workforce and customer base has created the ability for a broader reach responding to diverse needs and multiple voices.

      • New technologies have provided new channels and pathways for communicating that take place with or without formal leaders.

      Any one of these factors, alone, would be challenging but not revolutionary. It is the confluence of these factors—which Sandy Hoffman, Chief Diversity Office at Cisco, calls the collision points that require inclusion—occurring simultaneously that demands a significant shift in how leaders lead today.

      Demographic Shifts

      This isn’t your parent’s workplace (although, there’s a good chance that your parents, maybe even your grandparents, are still in it). Poised on the edge of retirement just a few short years ago, The Baby Boomers² are now still firmly entrenched as they wait out the economic downturn in the hopes that planned retirements can be as rosy as they had once hoped. Right behind them, and anxious for them to leave, is Generation X³ and nipping at their heels is Generation Y. Gen Y is truly destined to prompt significant culture change in organizations not only around the country, but around the globe! And, yes, there is still a fourth generation in the workforce (referred to as Traditionalists or Matures)—those born before 1946.⁴

      Whether your company is selling to a global market or not, you are part of a global economy. And we are seeing dramatic shifts, both domestically and internationally, resulting in significant workforce and market changes.

      If your business is U.S.-centric, your world is already changing significantly. Suppose that you’re a company that serves the Chicago metro area. About 33 percent of the Chicago population is black according to the U.S. Census⁵. Let’s suppose you’re a company that serves the Los Angeles market. About 48 percent of that market is Hispanic⁶. Take a look around. How many Hispanic people do you see? There are four majority-minority states: California, New Mexico, Texas and Hawaii. The District of Columbia is also a majority-minority population. Within the next decade we can expect Nevada, Maryland, Georgia and potentially Florida to join them.⁷

      Why does it matter? Follow the money! The Selig Center tells us that in 2012, the Hispanic market in the U.S. represented $1.2 trillion—larger than the GDP of Mexico. And as

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