So you want to create a more diverse and inclusive workplace that’s both good for business and good for your people?! Then there are some fundamental challenges that you’ll need to overcome. There are some mindsets that you’ll likely need to shift.

In the first episode of this three-part video series, I share the initial challenge that many businesses face when trying to create a more powerfully diverse and productively inclusive organisation.

We’re asking plenty of questions about the problems in our workplaces, but we’re not asking enough of the RIGHT questions about the solutions.

Click to see my YouTube video

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…that’ll be solved by changing the demographics of your organisation.

In fact, it isn’t a problem at all.

It’s the most powerful and important leadership opportunity of the 21st century.

It’s a chance for you, as a leader, to tap into the rich variety of knowledge, experiences and perspectives of your people to create a thriving business AND a more fulfilling workplace.

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Time to stop flapping about and survey your situation

As just about everyone is saying, these are indeed unprecedented times. The speed and pervasiveness of the change created by the global pandemic compares to nothing else that the world has seen. It has called for rapid, decisive action to ensure the potential health crisis didn’t spin out of control. But as the urgency around the measures necessary to stop the spread of the virus begin to subside, it’s now time to shift our response to focus on the collateral impacts – the ‘long tail’. It’s now time to move from reaction to adaptation.

Time to stop flapping about and survey your situation

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In my work with business and team leaders, the question of ‘culture’ invariably comes up…

“Jeff, it sounds like what you’re really talking about is creating a specific culture.”

To that I often respond that culture isn’t something that a leader creates – culture belongs to your people. Your role as a leader is to be a gardener. You shape the environment where a certain type of culture might grow.

A member of my Akimbo community, Mary Ellen Bratu, recently shared a watercolour she’d painted and the gardening story that inspired it.

Reprinted by permission of Mary Ellen Bratu


Mary Ellen’s story inspired me to expand on this idea of ‘cultural gardening’.

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In an improvisation workshop I was taking, the instructor explained that “good improv is like walking backwards into the future. You’re constantly on the lookout for the things around you – the things that you and your fellow improvisors have created – that you can pick up and place behind you to see where they might take you.” That imagery really resonated with me and is helping to make me a better improvisor.

It also struck me how similar it is to the way many businesses approach strategy. This approach is all very useful thinking for improv but can be extremely dangerous for business strategy. Because improvising your strategy is the surest way to trip over the things that you don’t see and fall on your arse.

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Strategy comes from a military tradition and was based on the knowledge that to successfully pursue your objectives in highly uncertain and constantly changing environmentsyou need future-focused thinking that’s fluid and activities that constantly adapt as conditions and events unfold. It’s an ongoing process of ‘execute and learn’ where purposeful thought informs action that looks for threats, advantage and opportunity in the shifting landscape.  

Yet, despite the increasingly dynamic environment, business strategy has become a very static, analytical ‘plan and measure’ discipline where having something to show for your strategic efforts – plansblueprints, pillars and ‘yes’ even roadmaps – is valued over the work of adapting to an uncertain future 

As a result, business-speak has made ‘strategy a noun – something you have – when it needs to be a verb – something you do – if it is to make a meaningful difference to the future of your organisation 

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In today’s constantly shifting business landscape, the thriving organisations will be those that are nimble enough to adapt at the pace of change. To create this fast-paced adaptability, business leaders need to establish and maintain a meaningful connection with their people. The most powerful way to create that connection is by engaging them in the business’s strategic journey.

Projects – the right kind of projects – are the best vehicle for undertaking this journey. They allow you to be intentional about engaging your people in shaping the business and the workplace for the future that it aspires to. By using a project mindset to adapt and evolve the business, you create a bridge that connects the business to your people…in a way that generates opportunities for both.

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In today’s highly-dynamic world, strategy-making needs to be more than just strategic planning, although planning is certainly involved. It’s not simply high-level strategic thinking because thought alone doesn’t drive business outcomes. It’s not even just strategic execution because plenty of strategic activity fails to produce strategic value.

Good strategy-making is the work of consistently and persistently evolving your business toward the future that it aspires to.

This includes evolving every aspect of your business. Not just your annual financial results and business KPIs but how you decide what services you offer your customers, how you improve those services, how you better serve those customers and how you shape the workplace that underpins your ability to implement those decisions.

This makes business strategy a future-focused activity and strategy-making a journey into your business’s future.

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To thrive – or perhaps even survive – in today’s highly dynamic environment, requires future-focused thinking that’s fluid. It requires anticipatory activity that will allow you to adapt to conditions and events as they unfold. It requires that you and your people devote deep thought to what might lie ahead in an effort to prepare for that future.

Yet, the ‘business of busyness’ – our obsession with being constantly productive and maximising efficiency – is a major obstacle in getting this future-focused work done. Because, all things being equal, future-focused work will always lose out to the immediate and urgent unless that work is set apart through distinction. And to distinguish strategic activity from other operational expectations it needs to have importance and priority – people need to see that it’s valued by their leaders.

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