James Weber is inviting you to a scheduled Zoom meeting featuring Dave Daniels:
Dave will present the IDI (Intercultural Development Inventory) assessment. It is the most effective global D & I evaluation with its focus on leadership development surrounding inclusion. He will offer the ITB membership a no-cost assessment accompanied by two one-hour consulting sessions, again at no cost. This off is limited to the first 5 ITB members that request it through my email.
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
His business approach is intended to exceed financial objectives by requiring and inspiring exceptional capabilities on the part of all team members. He is an accomplished facilitator and leader of results-oriented, cross-functional teams. He is most thankful and proud of his tenure as part of the McDonald’s Corporate Diversity team where he was recognized for his positive impact by being selected as an Accelerated Executive candidate. This profound contribution led to his tenure as the Sr. Regional Manager in Nashville, the fourth largest Region in the domestic system at that time. His extensive travels have contributed immensely to his understanding of diversity in a very broad sense.
Do Mentor programs really work? How do they differ from Sponsor programs? How do you select candidates? And how does an organization introduce these programs? These critical questions need to be answered proactively and thoughtfully before embarking on this part of the Diversity and Inclusion (D & I) strategy. Like any good business decision, there needs to be a predetermined Return on Investment (ROI = measurable results).
First, let us dive into the first question posed, because if your answer is “NO,” then usually you won’t pursue it. Here is my challenge to you, the CEO. How many times in your career have you witnessed a really good idea die on the vein due to several possible reasons? If you are like me, you file these ideas away to be utilized at another time when you can directly impact the outcome of the initiative. Examples of those failures could harken back to poor leadership, inadequate planning and/or funding, conflicting communications, or lack of commitment, to name a few reasons.
Allow me to explore the difference briefly and simply between Mentor and Sponsor programs. A standard Mentor/Mentee approach effectively establishes roles with the Mentee driving the process within well-defined parameters. A Sponsorship program should be reserved for the best of the best high potential employees, as identified by the organization’s Succession Planning process. This process is designed to be far more formal and structured with key checkpoints along the way. Unwavering commitment, communications, and accountability is a must to optimize success. While the Executive Leadership Team (ELT) member is key, I strongly recommend a central point of contact that both parties can draw on when needed.
These two powerful concepts can drive real change in your organization if you commit to the following steps:
1- Have the right person leading these processes. Competency and respect are paramount.
2- Use Succession Planning to identify the right high potentials pared with the right ELT.
3- Clearly define each program and the desired outcomes.
4- CEO commitment, follow-up, and regular involvement are a must.
5- Strive for continuous improvement with both processes. Learn from the past.
Determining the correct level of transparency will be critical to success. I work closely with CEO’s to determine what’s right for their culture. You guard current proprietary info closely. I believe that the Succession Planning process should follow this template. As a key part of this process, Mentor and Sponsor programs should follow this line of thinking.
Should you decide to implement and/or enhance Succession Planning in your company, I am available to guide you through the nuances. Next up: Diversity Councils and Resource Groups.
David Daniels, Daniels Consulting
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
All organizations can benefit from a robust Succession Planning process. Larger organizations often use sophisticated software solutions to administer the process which is often way too much for smaller businesses. Think SalesForce which I have found in several smaller organizations as their CRM and are not used due to their complexity. Like CRM’s, there are technology solutions for Succession Planning that fit the size of your company and have a much higher engagement level of use. While the administrative part of Succession Planning is important, identifying the desired “outcomes and impact” on the organization with Succession Planning needs to be clearly established along with a high commitment level from the ELT (Executive Leadership Team). Taking this step is a critical part of the equation.
Let us look at an example of a desired “outcome” of this process. An effective Succession Planning process should identify current and future gaps in organizational staffing and depth. Please remember from my previous Blogs, the D & I (Diversity and Inclusion) strategic approach is to bring an effective D & I lens to every aspect of the organization. Unfortunately, I often witness Succession Planning processes where desired outcomes and impact are not clearly defined and absolutely zero discussion on the demographic make-up of each business unit’s staffing levels. At best, company-wide demographic statistics may be available at the entire company level, but there is little to no understanding of how each business unit is doing. It becomes very easy to say: “We’ve improved representation of some under-represented groups“ and leave the session feeling progress (the Outcome) has been made.
As mentioned, a proactive and robust discussion on desired “Outcomes and Impact” will set the tone for ELT (Executive Leadership Team) preparation, expectations, and execution of the Succession Planning process. Often, it takes time for the ELT to get this critical process right, but a strong partnership of your HR and D & I leads should help you optimized this process. I recommend that your HR lead drive the Succession Planning approach with your CDO (Chief Diversity Officer) bringing the D & I lens to the process.
Now that we’ve examined one example of the desired outcome of the organization’s Succession Planning process, what’s the potential “impact.” Once gaps are established by business units and by position, the ELT member and their HR support have a much clearer understanding of the tactical step(s) to take to remedy the issue(s). Effective and focused action plans can be established i.e. targeted recruiting approaches (External) along with an improved focus on Mentorship and Sponsorship programs (Internal).
My next blog will explore the difference between Mentors and Sponsors and how they can become a strategic differentiator for the company. But for now, building a diverse pipeline of talent will enhance the future success of the organization. However, leadership, commitment, and execution by the ELT will provide the ultimate impact by creating a diverse and inclusive organization. Optimized results will follow.
David Daniels, Daniels Consulting
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Measurement of business goals can be elusive. There are several measurement tools available, and my current favorite is an updated version of SMART, called FAST. FAST is much better suited to today’s Agile companies. But, this blog is not meant to discuss the merits of either approach. When it comes to the measurement of D & I goals and action steps, I often find quite a bit of resistance. For example, I often hear that setting specific demographic targets for staffing levels and/or promotability will lead to hiring and promoting individuals who are not qualified.
My response is always the same. Every goal that is set in any given organization has the potential for loss of integrity. I have seen people manipulate financials to make themselves look better. I have seen bosses give people they like (friends) slack in their performance appraisals. The list goes on & on. When it comes to D & I measurement, I often hear from ELT members that they are concerned the company will start to hire and promote undeserving individuals. This perception may or may not be true, but I always find it interesting that utilizing this reasoning to avoid D & I measurement is more freely shared vs. the examples cited above.
When it comes to staffing and promotions, it is in the organization’s best interest to widen the pool of qualified candidates. No D & I expert worth their salt would ever suggest hiring and/or promoting a person who is not the most qualified person for the position. The focus should always be on expanding the pool of candidates from under-represented groups. Why? Because it produces a diversity of thought and experience that clearly helps optimize the company’s results. Most importantly, it enhances the probability that the best available person gets the job.
This approach applies to all parts of the organization and to all groups of people. Clearly, many organizations will benefit from targeting under-representative groups of women and people of color. This focus will improve the organization and open new business streams and improved productivity. So, does this same thought process involve all demographic groups? The answer is yes. There will be situations where one or more groups are under-represented. “Reverse discrimination” is a phrase that implies that white men have been adversely impacted. I would suggest that this term does not describe this dynamic effectively. Under-representation can happen with any group, and it takes honest conversation and approaches to overcome this disparity.
Every business unit in the organization needs to honestly and openly assess where a lack of diversity exists. It is not good enough to look at overall business unit numbers; each position should be scrutinized. Why? Each department runs the risk of missing valuable diverse perspectives. This growing complex dynamic can be overcome. The right measurement approach that is driven by the organization’s values and is applied to all levels of the organization will go a long way to overcoming unintended consequences that occur over time.
Effective measurement should consider two levels: Outcomes and Impact. Unfortunately, most organizations do not spend enough time assessing the effectiveness of their measurement process which has led many organizations to avoid accountability. Allow me to share an example of the difference:
Outcomes: Short term & mostly intermediate changes that occur in organizations.
Example: Your organization increases its gender representation of its ELT.
Impact: Significant changes that occur within the broader organization.
Example: Due to the outcome noted above, your organization has gained access to new markets comprised of primarily women. Additionally, you have become an Employer of Choice for women, resulting in improved engagement scores that lead to measurable revenue growth.
As part of the DDC approach, I work closely with every ELT member and their teams to establish both Outcomes and longer-term Impact measurement. We start by assessing how workflow and decisions are made. A simple change such as discussing the make-up of cross-functional teams can have a dramatic impact. And, if your organization does not have a robust Succession Planning process, the ELT may be missing a critical opportunity to ensure that the best rise to the top. More on this topic in my next blog.
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
As mentioned in my first Blog (Blog #1), I am not against formal classroom training for Diversity and Inclusion (D & I). As the CEO, you need to construct a strong foundation within your Executive Leadership Team (ELT), first. My last Blog (Blog #4) introduced the Intercultural Development Inventory (IDI), as the focus for ELT development. In my opinion, this assessment tool is the best at creating awareness and action-oriented development steps, when administered by a Certified IDI Coach.
As a Certified Coach with IDI, I strongly recommend that your internal Chief Diversity Officer (CDO) becomes familiar with the tool and should eventually become an IDI Administrator. Immersing your ELT to this development tool and the process will be one of the best investments that you make as a CEO. There are companies/individuals that charge up to $1000 per person for completing the assessment while providing a single feedback session. A Fractional CDO, certified in the IDI methodology, can bring this critical strategic action step to life in your organization. Once certified, it should become a critical component of the CDO’s role, as we work to identify a mid to long term solution for D & I continuity, once my “Sunset” work has been completed. The Fractional CDO should provide this service as part of their monthly stipend, except for a small Administrative Charge that IDI imposes on each assessment.
Establishing the ELT IDI foundation should take no longer than 60 days. Once the ELT journey has begun in earnest, then the CDO should work with you and your team to establish a series of ongoing “Listening Sessions.” It starts with the CEO & CDO facilitating a company-wide session followed by each ELT member replicating a similar session within their own business units. Leveraging your CDO in preparation, delivery, and follow-up should be your best approach to optimizing honest and constructive feedback. This format should occur on a regular basis for the first year, minimally.
These two steps, IDI and Listening Sessions, will go a long way in establishing your commitment as the CEO. Your team will sense your sincerity, especially if you reinforce your message by becoming a member of the “CEO Action” group, now counting over 1000 USA based CEOs from businesses of all sizes. There is no cost to join and membership provides your ELT a litany of fantastic DEI resources. Your CPO should be able to help you get signed up with this group. When you couple these three (3) steps with a strong Diversity Council and integration of a strong D &I lens in every aspect of your business, your company’s DEI approach will truly start to enhance positive outcomes and impact improving engagement that drives financial results.
My next Blog will continue Part 3 of the DDC Systemic Approach by diving deeper into measurement and expanding D & I advocates. Please remember, a Fractional CDO approach can balance results and costs, quickly and effectively. The DDC approach is meant to be a “Sunset” position that ensures sustainable value and impact for years to come. At the end of the engagement, together, we will identify the proper advocates whether a Full-Time CDO or a sharing of the responsibilities by all members of the ELT.
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
My first 3 Blogs focused on the selection process to obtain the best possible Diversity and Inclusion (D & I) candidate for your organization, then transitioned to Step 1 of the DDC approach – the Assessment. Before exploring Step 2, I wanted to add a bit more texture to Step 1. It starts by gathering key information on the company i.e. the vision statement, values, and demographic composition of all levels of the organization. This information helps the CDO frame confidential 1 on 1’s with each member of the leadership group starting with the CEO. These sessions are critical to obtaining a relationship of trust allowing for a free and honest sharing of information to the CDO, which is best achieved by utilizing an outside resource.
Once these 1 on 1’s are completed, the CDO meets with the Executive Leadership Team (ELT) twice with the goal of reaching alignment. The first meeting focuses on sharing D & I priorities, solidifying key D & I definitions, and finalizing the Vision of Success (VOS). The second meeting revolves around integrating a D & I lens and actions around the current/future Annual Plan. Next, the ELT establishes measurement components (outcomes vs. impact) utilizing the measurement technique currently used by the organization i.e. SMART, FAST, etc. Finally, a communications plan is established to cascade the good work done by the ELT, led by the CEO.
Once the aforementioned steps have been completed, three new key steps need to be energized. First, a D & I Council needs to be established and comprised of a diverse group of “high potential” employees. The right Chief Diversity Officer (CDO) should lead this selection of this group and with the lead of the Succession Planning process in the organization. The CDO should also lead the guidance and implementation of this group. The primary purpose of this group should be to provide the CEO & the ELT with honest and constructive input on a regular basis. The company vision, values, and VOS need to guide this group, so it stays focused on its primary mission, optimizing the engagement of all employees leading to improved results.
The second part of this step centers around the CDO meeting with each ELT member and his/her key team member(s). Why? To take a similar approach within each business unit, as undertaken by the ELT. This action step helps ensure that the D & I lens, along with accountability, is cascaded throughout the company. The CDO partners with each ELT member to ensure integrity and continuity within the entire company.
Finally, the CDO needs to shape the Learning and Development (L & D) roadmap for the organization, as part of the 4-5-year strategic D & I plan. While every company’s needs will vary, I strongly urge you, the CEO, to focus on the ELT, first. Build and improve the skills of this level to optimize your results. Avoid the tactical trap of doing a bunch of D & I related courses, initially, as so many companies do. The best tool for 1 on 1 development for the ELT is the Intercultural Development Inventory (IDI). As a certified administrator with significant experience with the IDI, I can administer and coach your team to expand their skillset in selecting and developing a diverse team through real-world and effective guidance.
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
In my first two blogs, I focused on the selection of the right person to lead your organization’s Diversity and Inclusion (D & I) initiative. With that critical decision made, how do I begin? With best intentions, most companies focus on specific classes, i.e. Unconscious Bias, etc. targeting and attended primarily by employees at mid to lower levels of the organization. The theory is that creating better civil discourse at this level creates a more inclusive and more harmonious workforce.
I have conducted my fair share of D & I learning sessions, and there are some excellent curriculum and instructors out there. Here is my concern. Unfortunately, there are other approaches that do more harm than good. D & I classes occur due to a desire to impact Civil Discourse quickly and positively, especially in today’s polarized world that is seeping into the workplace more and more every day. However, despite good intentions, the impact is minimal and can even be disruptive for the organization. Why??
A vast majority of companies take a very tactical approach to D & I implementation. D & I education surely seems like the right thing to do. But, there is a far more effective way forward. The DDC Approach takes a very laser-focused, strategic process that starts with you, the CEO, and your Executive Leadership Team (ELT). The “Approach” begins with a comprehensive ELT assessment and alignment process that sets the foundation for your company’s 4-5-year strategic D & I journey.
There are several critical steps in the assessment component that produces key definitions and a Vision of Success (VOS) that support your specific culture and its current vision, mission, and values. Most importantly, it allows for ELT input that helps create alignment and integration of DEI while laying a foundation for a strategic roadmap that embraces and supports your vision for the organization.
Achieving success with this part of the process will depend on the skillset of your Chief Diversity Officer (CDO) that you have selected. By now, I’m positive that you are asking yourself: “What’s the potential pitfall to taking this step?” Candidly, I advise NOT moving forward, if you are not prepared to assign a CDO title with this person reporting directly to you, the CEO.
If you are truly committed and believe that the right DEI approach will enhance your strategic results, then move forward. If not, expect mediocre results at best. It starts with the selection of the right person followed closely by the approach that optimizes the overall outcomes and impact that you seek for your organization. Remember, the correct DEI strategy needs to impact EVERY aspect of your business. It can’t be an HR and/or a PR initiative. It needs to be real.
David Daniels, Daniels Consulting
Dave Daniels is an accomplished Senior Business and Human Resource executive with a proven track record of developing, implementing, and delivering upon both short and long-term results. He has held management and executive-level positions with companies large and small throughout the United States. Dave has managed his career in a way that provides him with an exceptional breadth of experience and capacity to contribute to improving brand and financial results for his employer in every capacity he has served.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
As the CEO of a small or mid-sized organization, you understand the urgent need to take a significant step forward in your DEI (Diversity, Equity, and Inclusion) efforts. You want to take the right approach, but resources are tight. Your instinct is to proceed slowly and thoughtfully. This critical decision revolves around selecting the right person to lead your efforts. In my first blog, I offered several tips on how to go about this critical decision.
So, let us dig into this selection process even further. The person that you select and their title, yes, their title, will send a message within the company on how sincere you are along with your personal commitment level. For example, I recently worked with a new President of a large gaming company who was sincerely committed to taking the right steps forward. He truly wanted his business unit to lead this multi-business organization in the Diversity and Inclusion (D & I) arena.
Unfortunately, many in his employee base came to a quick determination that his actions were a token not to be taken seriously. Why?? He hired a wonderfully dedicated woman but brought her in at a “Manager’s” level. While she had a strong passion and desire to succeed, her background, skillset, and experience reflected this entry-level title. To make matters worse, she was faced with a matrix reporting relationship which created total confusion. Predictably, the results have been minimal and frustration levels are high.
Here is the moral of this story. This very large and financially successful conglomerate could only muster a “Director” level as the company’s D & I lead. Now, here you sit as a small to mid-sized CEO trying to chart a course back to financial viability. Your organization’s resources are stretched, especially in these turbulent times. So, what is the answer??
My strong advice is to find a highly qualified person, inside or outside of the organization, while being cost-conscious. Seems like an oxymoron, doesn’t it? This strategic move is no different than any other that you have or will make in the future. Throwing money, money you do not have, at this strategic imperative is not the answer. As I have mentioned before, a well thought out strategic plan that integrates with your current strategic plan is the way to go. So many organizations of all sizes often take a very tactical approach that focuses on entry-level employee training versus a more strategic top-down plan.
My next blog will provide recommendations on how to focus on the right steps for your organization, once you have selected the correct person who can provide real and sustainable results for the organization, now and in the future. If you have this person who can absorb this role internally, you are very fortunate. Most likely, you will have to look outside. Consultants are a dime a dozen; a sunset “Fractional” CDO (Chief Diversity Officer) may meet the qualifications and cost criteria. Feel free to reach out to find out how this can work for you.
I hope you enjoyed our point of view and would like to receive regular posts directly to your email inbox. Toward this end, put your contact information on my mailing list.
Your feedback helps me continue to publish articles that you want to read. Your input is very important to me so; please leave a comment.
Do Mentor programs really work? How do they differ from Sponsor programs? How do you select candidates? 