New MBTI® Workshop Focuses on Leaders to Make Inclusive Cultures a Reality
80% of organizations are ineffective at developing a diverse and inclusive leadership bench. So says research by Gartner.
If your organization wants an inclusive culture but doesn’t know where to start, Inclusive Leadership: Harnessing Diversity of Thought—a new workshop from The Myers-Briggs Company—gives you the tools. And it’s based on the latest research.
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A third of leaders think they’re more inclusive than they really are
New research from The Myer-Briggs Company and recent webinar by Dr. Rachel Cubas-Wilkinson share that one third of leaders think they’re more inclusive than they really are (aka The Inclusion Delusion).
“To be effective, inclusivity must start at the executive level,” writes Sherrie Haynie, Director of U.S. Professional Services for The Myers-Briggs Company, in Forbes.
Focus on ‘the invisible diversity characteristic’ to be a more inclusive leader
The workshop introduces and explores diversity of thought—’the invisible diversity characteristic’—as a key way to increase inclusion. Diversity of thought refers to the less visible aspects of diversity, like thinking styles, lived experiences, work styles, personality types, and values. Leaders attending the workshop learn why this is a crucial part of inclusion, and why inclusion is essential if diversity is to work.
The workshop also covers:
- Self-evaluation of inclusiveness, open-mindedness, and self-awareness
- The differences between leaders’ backgrounds and their team members’ backgrounds
- 8 critical traits to developing inclusive behaviors, including flexibility, empathy and emotional intelligence.
- How to write personalized action plans based on the competency model and MBTI personality type.
Leaders leave with practical skills for leveraging differences effectively. They know exactly how to move forward to create inclusive teams and cultures.
New research: Inclusion has positive impact on well-being
According to the new report, Personality type and organizational inclusion, people who feel more included by their manager show higher levels of well-being. They also show less counterproductive behavior and are more likely to have a growth mindset.
“An inclusive leader is aware of their own biases and factors these into their decision-making,” said John Hackston, Head of Thought Leadership at The Myers-Briggs Company. “This empowers them to help others feel valued, respected and heard.”
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