A Career Shortcut that Devastates Inclusion

There’s a common shortcut at work that’s devastating to you, your team and inclusion that doesn’t really get talked about

Get your pen and paper ready because we’re talking about a short cut that is devastating for inclusion

This is the first in a two-part series about unearned benefits. Here when we talk about unearned benefits, we’re usually talking about privilege, unearned benefits, advantages and opportunities that people take for granted.

This isn’t that. This is something more sinister

In today’s show we discuss several things including:

  • A common career shortcut that you should avoid
  • The dark side of unearned benefits
  • The relationship between self efficacy and ethical leadership and much more

Taking unethical shortcuts harms the people you lead

“Research shows that ethical leadership encourages self efficacy in the people being lead”

Taking unethical shortcuts harms yourself

“But there’s a cost to the individual, it may take longer but it is truly devastating in terms of self efficacy”

We need self efficacy to create an inclusive workplace

“It’s useful to think of Self efficacy as a task-specific form of self confidence; It’s worth understanding the distinction”

SHOWNOTES

Linking ethical leadership to employee performance: The roles of leader–member exchange, self-efficacy, and organizational identification

Self Efficacy

Kuljit Dhillon Linkedin Post

Indira Ghandi

Imposter Syndrome and Inclusion Part 1

Imposter Syndrome and Inclusion Part 2

 

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences