While today many organizations have become more inclusive in their talent recruitment drives, many are not following it up in actual practice when it comes to perception building. It is now well- assured that organizations with greater inclusivity tend to do better at business, yet this perception needs to be built from the very top. A study conducted has provided a surprising conclusion that leaders aren’t very good at evaluating their own levels of inclusivity. The study measured two broad themes. The first was initiative taken to support people with differing perspectives and backgrounds. The other being actively fostering trust and appreciation between people from separate backgrounds and work styles. This business research conducted by Zenger Folkman on over four-thousand leaders clearly shows that those who are actually good at it, tend to underrate their own contributions, while others not so proactive have lofty views on their own inclusivity levels. Another interesting observation to emerge is that senior leaders were more inclusive than less experienced, junior level ones. Senior leaders notably seem to have imbibed values of inclusivity over the course of their careers having experienced the pitfalls of not doing so. Women tend to be bit more inclusive though the differential isn’t significant.


Uploaded date:24 November 2017

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