At gothamCulture, we conduct bi-weekly internal meetings dedicated to discussions about Diversity, Equity, Inclusion, and Belonging (DEIB) and how to continuously embed them in our operations, services and work. One of our ongoing initiatives is to ensure the diversity of our network of partners and suppliers and the fair opportunities for them to be included across our projects and workstreams. In other words, we are actively working on achieving and maintaining supplier diversity; a key item of any DEIB strategy.
So what is supplier diversity?
Supplier diversity is a proactive effort to ensure that all potential suppliers have fair and equal opportunities to conduct business within an organization’s supply chain. Organizations that exert this effort create opportunities for inclusion of minority, underserved and underrepresented group-owned businesses such as ethnic minorities, immigrants, women, LGBTQ+ people, armed forces veterans, and people with a disability.
Why is it important to achieve supplier diversity?
Like every genuinely developed and implemented DEIB initiative, supplier diversity is critical for your people, your customers, your business and the bottom line, and the wider community.
People: Across the nation, people have vocalized their expectations around prioritizing DEIB in their organizations. In our own State of Culture 2021 study, we found that organizations performed better from a culture perspective when they openly and honestly discussed diversity and social justice issues. Moreover, the new generation of candidates value working for organizations that are actively investing in DEIB. Therefore, supplier diversity can impact employee satisfaction and in turn retention as well as widen your talent pool for recruitment. Read More…
As organizations begin to implement their change initiatives and re-establish the way they do work, I cannot help but think about the body of knowledge I worked with during my time in graduate school around covert processes at work. Robert Marshak describes six dimensions that impact any organizational change plan that need to be addressed to ensure the success of that effort. In a previous article, I discussed the different themes organizations need to consider as they set up their ‘return to office’ (or not) strategies. In this article, I will be covering Marshak’s work on hidden covert processes that you will need to keep an eye out for and consider to ensure your organizational change plan is implemented and managed successfully.
To start, what are covert processes?
Unlike overt processes, which can be observed, covert processes are hidden, unspoken, and unacknowledged. They are the collective unconscious dynamics that exist within organizations that regularly impact the interactions and responses of people within the organization. If change management leaders do not account for them in their plans, these processes or dimensions can impact the workflow and stand in the way of achieving organizational goals and change objectives. It is important to know that covert dynamics occur outside of our awareness and you and your employees can be engaging in them without knowing it.
The 6 dimensions of change
Marshak lists six dimensions of change: Reason, Politics, Inspirations, Emotions, Mindset, and Psychodynamics. The first is the only overt dimension out of the six whereas the latter 5 are covert. Read More…
Over the last year, business leaders and organizational development experts have been emphasizing the strategic priority of figuring out what the ‘return to work’, or more accurately, ‘return to office’ is going to look like. We heard about ‘hybrid models’, ‘permanently remote models’, and ‘rotating shifts models’. While all of these ideas might be great in theory, the specifics still seem fuzzy to most. With restrictions being eased and more and more people getting vaccinated, the pressure to have ready-to-launch plans that answer all of the diverse workforce needs is on more than ever.
I recently attended an interactive seminar on change leadership with a group of 30 or so organizational development experts and HR leaders to explore how real-life organizations will need to address the challenges of returning to the office (or not). We huddled up and discussed actionable change management plans we would implement to make the transition successful. My colleagues in the virtual room had brilliant ideas to share, and it was evident that while there was agreement around some aspects of the change management plans, people had very different ideas of what needed to be done. And they all seemed like really good ideas. Read More…
If we were to ask leaders of organizations around the world what was the most disruptive event or thing to have happened in 2020 that impacted their business, the overwhelming majority would point their fingers towards COVID-19 and the pandemic. However, disruption is a tale as old as time and an inevitable part of any maturing organization’s life cycle. One of the key antidotes to surviving the disruption that was 2020, is the same as it has always been: A strong, healthy organizational culture.
Before we get into that, I’d first like to ground the word disruption into something more tangible. Disruption is not always a world-wide pandemic pushing organizations to pivot to remote work and to adjust to rollercoaster-like fluctuations in the economy. Disruption can be a natural change in the markets, it might be a change in an organization’s structure, a merger or acquisition, a change in leadership, or even a change in strategic direction. If you are a five-person team, disruption can be losing or gaining a single team member.
While there are different approaches to managing change, one thing experts seem to agree on is that it is hard. Regardless of its nature, managing change requires a significant amount of attention and resources. It creates instability and fear for people within the organization, and if it is not tended to, it can negatively impact the change process, leading to its doom. Read More…
The events of the past 8 months have only added to the complexities of life and the stress of the work environment. Employers and employees across the globe met the transition from in-person to remote work with mixed emotions. Our collective recent experiences have changed the way we work and live. And for those who admit to feeling moments of depression coupled with a shot of elation, or feelings of freedom with a side of restriction and confinement, you are not alone.
The quest for balance is one that has been discussed and sought since the 1980s when the term ‘work-life balance’ was initially coined. As new generations entered the workforce, employers became increasingly more aware of the need to help employees navigate their complex lives and their work lives in more creative and flexible ways, in order to retain them. Work-life programs have become table-stakes for employers, and have been proven to boost morale, reduce absenteeism, decrease cost, and increase overall performance. Read More…
Companies invest in high potential programs with the goal of developing their star employees into future leaders. As exciting as these programs seem, poorly designed versions of them might cause more harm than good. While there is no secret recipe for a high potential program, here are three ideas to keep in mind when designing your company’s program to ensure it is effective and fair:
1. Companies that invest in high potential programs financially outperform their competitors.1
High potential programs sit in talent management, a practice that focuses on identifying and developing the ‘A players’— those who have the highest leadership potential and are of great interest to companies — with the potential to fill future leadership roles.2 This segmentation of the workforce allows companies to achieve their business objectives and motivates those labeled as high potential A players to strive and thrive. After tracking 300 organizations across 31 countries over 7 years, researchers found that investment in high potential programs correlated with better financial performance.1
These programs are not faultless, however. Regardless of intention, high potential programs can alienate the B players who make 80-85% of the workforce,3 leading to demotivation, a decrease in productivity and engagement,4 and even at times, higher turnover.5Read More…
Across the globe, neighborhoods have been firing up with the sounds of banging pots and claps as tribute to the medical and healthcare workers who have been risking their lives and their families to serve at the frontlines of this pandemic. We have all seen videos and heard of very human stories about the fatigue, defeat yet enduring commitment these superheroes in scrubs are facing every day. I am sure I am not alone in feeling humbled, inspired, heartbroken and grateful for their change leadership, bravery and selflessness in healing our world.
The systems thinking approach encourages looking at the different parts of a system and how they interrelate. We need to look at the world as a global interconnected system. The medical and healthcare workers are at the epicenter of our system and as they are doing their part, every government, industry, community, organization, and individual is responsible for playing a part in repairing it.
We are seeing several laudable individual and grassroots initiatives supporting our healthcare superheroes. Aside from monetary donations, we are also seeing many organizations creatively leveraging their expertise, know-how, and resources to support our medical and healthcare workers in any way they can. So, we will now turn to a couple of examples of these organizations that are teaching us a thing or two about how true change leadership requires a systems thinking approach. Read More…