Dec 18, 2020

Deloitte: Six traits of inclusive leadership

Deloitte
Leadership
Strategy
human capital
Janet Brice
5 min
Leadership
Six signature traits to becoming an inclusive leader in today’s diverse and challenging workplace identified by Deloitte...

Six signature traits to becoming an inclusive business leader in today’s diverse and challenging workplace have been identified in a report from consultants Deloitte. 

“Collectively, these six traits represent a powerful capability highly adapted to diversity,” says the report. “Of course, the core aspects of leadership, such as setting direction and influencing others, are timeless, but we see a new capability that is vital to the way leadership is executed. 

The six C’s identified by Deloitte for inclusive leadership include: 

  • Commitment 
  • Courage
  • Cognisance of bias
  • Curiosity 
  • Culturally intelligent 
  • Collaborative 

Deloitte points out the report is designed to help leaders think about how traditional notions of leadership must change. “Understanding and being adept at inclusive leadership will help leaders thrive in their increasingly diverse environment.”  

According to Deloitte in the paper, The six signature traits of inclusive leadership, four simultaneous shifts are reshaping the skills required of leaders to succeed in the future. These include:

  • Diversity of markets
    With their growing middle class this represent the biggest growth opportunity
  • Diversity of customers
    Empowered through technology a diverse customer base expects better personalisation
  • Diversity of ideas
    Organisations must “innovate or die,” extols Bill Gates. Digital 
  • Diversity of talent
    Shifts in age profiles, education, and migration flows are impacting employee populations

Since 2011 Deloitte has polled more than 1,000 global leaders, quizzed the views of 15 leaders and experts and surveyed more than 1,500 employees on their perceptions of inclusion.

“Our research revealed that when people feel that they are treated fairly, that their uniqueness is appreciated and they have a sense of belonging, and that they have a voice in decision making, then they will feel included,” comment Deloitte.

Six signature traits of inclusive leadership

To achieve these aims highly inclusive leaders should demonstrate the following six signature traits say Deloitte:

1 Commitment

“Highly inclusive leaders are committed to diversity and inclusion because these objectives align with their personal values and because they believe in the business case,” says the report.

More than just talking, when leaders prioritise time, energy, and resources to address inclusion, it signals that a verbal commitment is a true priority, says the report.

Mike Henry, president of operations for Minerals for Australia at BHP Billiton tells Deloitte, prioritisation includes treating diversity and inclusion as a business imperative: “Like any other organisational priority it needs to be part of the business plan, management conversations, and targets and you need to have an objective way of assessing whether you are achieving what you want to achieve.”

At a personal level, inclusive leaders also believe that creating an inclusive culture starts with them, and they possess a strong sense of personal responsibility for change. 

2 Courage

“Highly inclusive leaders speak up and challenge the status quo, and they are humble about their strengths and weaknesses,” says Deloitte.

The courage to speak is cited as a central behaviour and occurs at three levels: with others, with the system, and with themselves.

“Courage also comes into play in a willingness to challenge entrenched organisational attitudes and practices that promote homogeneity. There’s a vulnerability to being an inclusive leader, because confronting others and the status quo immediately invites the spotlight to turn on the speaker.”

In 2014, the US-based think tank Catalyst identified “humility” as one of the four leadership behaviours that predicted whether employees felt included. “Courage and humility therefore go hand in hand,” comment Deloitte.

3 Cognisance of bias

Highly inclusive leaders are mindful of personal and organisational blind spots and self-regulate to help ensure “fair play.”

According to Sodexo’s Anand. “At the individual level, they are very self-aware, and act on that self-awareness. And they acknowledge that their organisations, despite best intentions, have unconscious bias, and they put in place policies, processes, and structures to mitigate the unconscious bias that exists.”

Deloitte comments that biases are a leader’s Achilles’ heel, potentially resulting in decisions that are unfair and irrational. 

4 Curiosity

“Highly inclusive leaders have an open mindset, a desire to understand how others view and experience the world, and a tolerance for ambiguity,” says Deloitte.

Asking curious questions and listening are core skills that are key to deepening the understanding of perspectives from diverse individuals. 

The report reveals that since the 1970s, Oscar-winning producer Brian Grazer has conducted “curiosity conversations” with over 450 diverse strangers – talks that have inspired many of the films and shows he has produced, including Apollo 13 and A Beautiful Mind.

5 Culturally intelligent

“Highly inclusive leaders are confident and effective in cross-cultural interactions,” says Deloitte.

According to the report they also recognise how their own culture impacts their personal worldview, as well as how cultural stereotypes - including the misuse of cultural models - can influence their expectations of others.

6 Collaborative

“Highly inclusive leaders empower individuals as well as create and leverage the thinking of diverse groups,” says Deloitte.

Rather than controlling the flow of ideas they encourage autonomy, empowering their teams to connect with others in the pursuit of diverse perspectives. “The end state for a good performing team is an autonomous team,” says Deven Billimoria, CEO of Smartgroup Corporation.

“Embodiment of these traits enables leaders to operate more effectively within diverse markets, better connect with diverse customers, access a more diverse spectrum of ideas, and enable diverse individuals in the workforce to reach their full potential,” concludes Deloitte.

Read more

For more information on business topics in Asia Pacific, Australia and New Zealand, please take a look at the latest edition of Business Chief APAC.

Follow Business Chief on LinkedIn and Twitter.

Share article

Jun 13, 2021

Seo JungJin: Who is EY’s World Entrepreneur of 2021?

EY
entrepreneurs
Leadership
celltrion
Kate Birch
3 min
From just US$45,000 capital in 2003 to a world-leading biopharma giant with revenues of US$1.69bn today, Seo JungJin is crowned EY World Entrepreneur 2021

Seo JungJin, founder of biopharma firm Celltrion, which most recently developed an antibody treatment for COVID-19, has been named the EY World Entrepreneur of the Year 2021, becoming the first South Korean in the award’s 21-year history.

Regarded as one of the world’s most prestigious business awards program for entrepreneurs, the EY Entrepreneur of the Year celebrates visionary and innovative leaders from across 60 countries who are transforming the world and fostering growth.

JungJin, who is now honoroary chairman of Celltrion Group, was up against a worthy cast of entrepreneurial competitors, taking the crown from among 45 award winners across 38 countries and territories.

Speaking during the virtual event, JungJin described his own interpretation of entrepreneurship as something that brings together “a group of people toward a common vision, embracing challenges as opportunities and committing oneself to contribute to the greater good”.

Why was JungJin crowned King Entrepreneur?

A South Korean native and now 63 years of age, JungJin founded biopharmaceutical firm Celltrion in 2003. In the nearly two decades since its founding, Celltrion has lived up to its goal of advancing health and welfare for all by developing ground-breaking drugs to treat autoimmune disease, various forms of cancer and, most recently, COVID-19.

The company, which JungJin started with just US$45,000 and five of his colleagues, has since growth to more than 2,1000 employees with sales permits in more than 90 countries and revenues exceeding US$1.69bn.

According to the panel, JungJin’s story is a shining example of the power of an unstoppable entrepreneur to change the world with the pandel moved by both his incredible story and his purpose-driven leadership, innovative mindset and entrepreneurial spirit.

Described by the chair of the EY judging panel Rosaleen Blair as “representing everything an unstoppable should be” from taking on the world’s biggest health care challenges to consistently creating long-term value for his company, JungJin’s story is one of incredible tenacity and perseverance that the judging panel felt most represented the entrepreneurial spirit.

“He’s taken breathtaking risks, both personal and professional, to found Celltrion and grow it into one of the world’s leading biopharmaceutical companies,” says Stasia Mitchell, EY Global Entrepreneurship Leader. “His passion for creating affordable, life-saving health care and flair for tackling global problems has led to many treatments that have helped millions of people worldwide and was especially evident this past year through the creation of a COVID-19 antibody treatment.”

How did JungJin get there?

JungJin's entrepreneurial journey started at an early age when he worked as a taxi driver to get himself through Konkuk University in Seoul, South Korea. After studying industrial engineering, he rose through the ranks of Daewoo Motor Co. before losing his job amid the carmaker’s financial troubles following the 1997 Asian economic crisis.

Following this, JungJin started collaborating with colleagues to explore business opportunities in different industries, though none delivered lasting success. The turning point came after he attended a talk hosted by renowned scholars, which inspired him to focus on the biopharmaceutical sector.

And so he founded Celltrion with just US$45,000 of his savings. The launch of Remsima, credited with being the world's first antibody biosimilar, quickly moved Celltrion up the ranks of the country's fairly underdeveloped pharmaceutical sector. Celltrion followed this success with the launch of drugs for breast cancer and lymphoma that today are being used worldwide.

With ambitions to be the world’s first in different areas, Celltrion has pioneered numerous uncharted areas to great success over the past two decades, most recently responding to the global pandemic by successfully developing an antibody treatment for COVID-19 and working to ensure a timely supply of the safe and effective treatment.

“When I first started, my vision was to help patients gain access to safe, effective and affordable medicines and thereby enhance the quality of people’s lives,” explains JungJin. “The success of Celltrion has enabled me to expand on this while finding new ways to fuel my entrepreneurial drive.”

 

Share article