Link to the video interview here:  http://youtu.be/-WvkSXjojwg  

Full post here:  Business Change | IMD.

There are still plenty of blind spots.  I worry about the ones we are not conscious of, our micro-behaviors.  These have a more immediate impact on our daily interactions, and when multiplied and sustained, might even feel a bit like unethical treatment to the people that receive them.

Article here: Blind Spots: We’re Not as Ethical as We Think — HBS Working Knowledge.

“Lovve-oriented solutions are almost impossible to sustain in the predatory atmosphere of any political or competitive power structure. To really make change happen, you need to balance love and power”.

This has some relevance to the way corporate inclusion work is often framed up, as part of an effort to create a more compassionate and caring workplace.  This clearly has a role, don’t get me wrong, but there is also something to the point that this must be balanced with strong decision making, clear vision setting and accountability.

Full post here: How to Balance Power and Love.

This article uses the context of ethics.  It may be worth considering how this might eventually turn out.  In the Diversity and Inclusion field, most best-in-class companies have moved far away from a list of diversity “donts” (keeping a focus on legal requirements still exists) and are focusing on modeling “desired behaviors”.  Of course, there isn’t much change happening in most places I work for.

Perhaps the key is to meet somewhere in the middle?  Like tacking a sailboat to the wind, the real skill when thinking about behaving ethically and inclusively may be to learn how to be situational and aware.

Full post here:  The Importance of ‘Don’t’ in Inducing Ethical Employee Behavior — HBS Working Knowledge.

Full article here:  The Rise of Generation C.

In a nutshell, if the authentic you is a jerk, perhaps you should try to be a bit less authentic and a bit more circumspect, diplomatic or, dare I say it, sensitive (I can hear the collective groans of all the leaders who have suffered through diversity sensitivity training…).   At the very least, one should try to be more aware and a bit more situational in how authenticity is deployed if that authenticity is authentically counterproductive.

Full post here:

Authentic Leadership Can Be Bad Leadership – Deborah Gruenfeld and Lauren Zander – The Conversation – Harvard Business Review.

The real challenge is to replicate this insight and flexibility when multiculturals and biculturals are not present.

INSEAD Knowledge: Biculturals and Multiculturals in Organisations.

I sorted against the categories “Inclusion” “Diversity” and “Leadership”.  Great stuff is out there, and now it’s easy to read!

The link below has today’s “paper” and a way to subscribe.  Everyone is welcome as a reader!

Global Leader 2.0.

Of the three types of organizational cultures: (communal culture, hierarchical one,  “market pricing” or “star” culture), it appears, according to this research, that a communal culture improves revenue associated with innovation by as much as 15%. Interesting findings which might carry over to the corporate sector, given that this survey was done in the non-profit, where a communal culture may be more likely from a statistical point of view.

Full post here:  The Surprising Effect of Company Culture on Innovation | BNET.