Happy New Year to all our readers.

I hope that 2023 brings happiness, growth and exciting new opportunities.


We kicked off of the year by facilitating 2 days with a leadership team working on their DEI Roadmap for the year ahead. It was a great opportunity for the team to educate themselves, engage in dialogue and brainstorm ideas for execution as the year unfolds.


The team found it useful to have the time to have some in-depth conversations on the subject and its application and challenges to their environment. They were able to explore what were the specific steps that could be taken for them to be more inclusive not just among themselves but with their extended teams. It was surprising to me, that even though the team was formed a number of months ago, they had not had the chance to spend time together to formulate their approach in this area.


We presented the team with a number of models to assist in framing our discussions. One of the models we used was the DEI Maturity Model from Ella Washington (2022). It was interesting to hear the various perspectives of where individuals put themselves and the organisation they work for, then to articulate the reasoning.






We are planning to have a check in process as a team in the middle of the year and at the end of the year to ascertain progress and the opportunity to recalibrate. It will be interesting to see how the team executes on the objectives they have set out for themselves.


Do you have a roadmap for 2023? Are you creating the time with your team to map your DEI approach?

 

 

 

Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things.

In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why?

The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care.

Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a "Circle of Safety" that separates the security inside the team from the challenges outside.

Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.