A modern competitive advantage.
Today`s leaders are leading with questions, changing the conversation, inviting challenge and demonstrating the powerful humility and self-awareness required to truly be inclusive. Hence inclusive leadership gives answers to developing cultural agility that starts with an open attitude, which leads to knowledge, talents, ability and skills to apply this knowledge.
Inclusive leadership requires two simple things. A mind-set that of the world that is not limited and does not exist yet and the understanding to share it.
That is why true inclusive leaders are balanced and produce the chemical of “Serotonin” the magical component, that makes one resilient not expecting anything in return, - but cultivate a sense of belonging. In today`s world people don’t buy what you companies do, - people buy purpose and learn to understand why they do it.
The first step towards transformation is awareness. The second is acceptance.
The question is who is the “self” in self-awareness and how must we apply it when it comes to leadership ? The qualities commonly associated with management and leadership – being authoritative, decisive forceful, perhaps somewhat controlling – if not moderated by a high degree of self-awareness as to how one comes across and its perceived by others, are also qualities that have the potential to easily alienate those on the receiving end. Hence self-awareness isn’t one of those big marquee leadership qualities it is “the” leadership quality.
Hence executives can no longer afford to ignore their evolvement of self-awareness. This means once feels simply omnipotent and often took crazy and wrong risks – or didn`t recognise when actions that felt authoritative were actually demoralising or generally didn’t have an accurate “red” on how others decoding the message they were sending.
In our modern world, leaders must learn how to work with people who are not like them and who think differently to them.
This can be challenging. This is the moment where cultural intelligence has found its place. We have never needed it more than we do right now.
As globalisation has rendered businesses more complex, dynamic, and competitive, the ability to function effectively in various cultural contexts – referred to as cultural intelligence (CQ) – has never been more important for organisations. Teams who possess a high level of cultural intelligence play an important role in bridging divides and knowledge gaps within an organisation: educating their peers about different cultures; transferring knowledge between otherwise disparate groups; building interpersonal connections; and smoothing interpersonal processes in a multicultural workforce.
Culturally intelligent teams have the potential to fill the problem solving process with innovation and creativity. They have the ability to integrate diverse resources, assisting the organisation in making best use of the multiple perspectives that a multicultural workforce brings to the workplace. Such abilities go beyond simply being intelligent, emotionally mature or having good general, social and leadership skills.