SlideShare une entreprise Scribd logo
1  sur  6
Diversity, Inclusion & Innovation –
Strategic Leadership Assessment tool




                                 @Copyright KACarterGroup
                                   All Rights Reserved
DIVERSITY, INCLUSION & INNOVATION (DII)
                                  STRATEGIC LEADERSHIP SELF-ASSESSMENT TOOL

Name (optional)                                                     Date

Diversity & Inclusion (D&I) is the awareness and ability to acknowledge, value and leverage individual commonalities and differences to
achieve personal, team and organizational objectives. This tool assists individuals in leveraging D&I for business innovation and impact.


 STEP 1: QUESTIONNAIRE
Completion of questions and scoring may take approximately twenty minutes. The more honest your answers, the more you will be able
to identify your strengths and developmental opportunities.

For each of the statements ask “How often is this statement true for me?” and circle the appropriate number.

                                                                                                                                        A
                                                                                                               A                        l
                                                                                                               l                        m
                                                                                                               m                        o
                                                                                                               o           S            s
                                                                                                               s           o            t
                                                                                                               t           m      U
                                                                                                                     S     e      s     a
                                                                                                               n     e     t      u     l
                                                                                                               e     l     i      a     w
                                                                                                               v     d     m      l     a
                                                                                                               e     o     e      l     y
                                                                                                               r     m     s      y     s

 1.       I actively and critically examine the factors influencing my values, beliefs, preferences and        1     2     3     4     5
          behaviors when engaging with others.

 2.       I know how to align D&I to business or team objectives so that D&I is an important component         1     2     3     4     5
          of my performance review.

 3.       I seek out different perspectives before I make and/or contribute to people decisions (e.g.          1     2     3     4     5
          recruitment, reward, assessment, coaching, assignment, development etc.).

 4.       I actively encourage discussion and evaluation of work-life balance, particularly through the use    1     2     3     4     5
          of Internet technologies, for the purpose of meeting individual and team objectives,

 5.       I ask colleagues for feedback on the impact of what I say and do through informal conversations      1     2     3     4     5
          and/or formal feedback tools.

 6.       I can confidently report on employee demographic data (current and future trends) and utilize        1     2     3     4     5
          this data to inform my talent recruitment, selection, development and advancement decisions.

 7.       I actively and personally utilize Internet technologies to build relationships and affinity with     1     2     3     4     5
          people that could aid talent recruitment, selection, development and advancement.

 8.       I know how to utilize Internet technologies to leverage D&I to foster business practice, process     1     2     3     4     5
          and product innovation.

 9.       I appreciate that behaviors and words can take on different meanings in different cultures and       1     2     3     4     5
          adapt my actions appropriately to foster collaboration.

 10.      I say what I am thinking and feeling, with consideration of others and cultural differences, and     1     2     3     4     5
          match my actions with my words and values.

 11.      I actively ensure the outcomes of my people decisions, and/or those that I contribute, are fair      1     2     3     4     5
          and consistent such as deliberately reviewing people decisions that take place over time.

 12.      In some manner, I regularly inquire of my colleagues, team members and direct reports “what          1     2     3     4     5


               © 2012 Kevin A. Carter / KACarterGroup / All Rights Reserved / Not to be used without prior permission                  1
DIVERSITY, INCLUSION & INNOVATION (DII)
                              STRATEGIC LEADERSHIP SELF-ASSESSMENT TOOL

      don’t I know about you that could aid our collective success?”

                                                                                                                             A
                                                                                                             A               l
                                                                                                             l               m
                                                                                                             m               o
                                                                                                             o       S       s
                                                                                                             s       o       t
                                                                                                             t       m   U
                                                                                                                 S   e   s   a
                                                                                                             n   e   t   u   l
                                                                                                             e   l   i   a   w
                                                                                                             v   d   m   l   a
                                                                                                             e   o   e   l   y
                                                                                                             r   m   s   y   s

13.   I give constructive and appropriate feedback to all the people I manage, coach, support, or            1   2   3   4   5
      collaborate.

14.   When developing and/or implementing my plans, I consider the needs of, impact on and                   1   2   3   4   5
      mutually advantageous opportunities related to diverse communities, clients, customers,
      consumers and business partners.

15.   In interactions, I focus on the speaker, listen closely without interrupting, observe verbal and       1   2   3   4   5
      non-verbal cues and check for understanding.

16.   I say or do something, in an appropriate way, to disapprove when others stereotype,                    1   2   3   4   5
      discriminate against or treat people poorly on the basis of their individual characteristics (e.g.
      race, ethnicity, culture, religion, sexual orientation, job level/seniority, contractual arrangement
      etc.).

17.   I can manage the tensions and emotions that often arise when talking about D&I.                        1   2   3   4   5

18.   I mentor, coach and encourage others I perceive as different than me in terms of age, gender,          1   2   3   4   5
      race, religion or other differences.

19.   I understand how my strengths can prevent others from utilizing their strengths in pursuit of          1   2   3   4   5
      organizational goals.

20.   I am conscious of the impact that I can have on people and situations and use that power in            1   2   3   4   5
      visible and subtle ways to include people and discourage exclusion.

21.   I champion the benefits of a diverse and inclusive organization with colleagues inside and             1   2   3   4   5
      outside the organization.

22.   Respecting privacy, I engage in non-work related conversations with my team members, both              1   2   3   4   5
      in-person and through Internet technologies, to get to know each of them as individuals.

23.   I regularly investigate and incorporate my knowledge of other disciplines such as process              1   2   3   4   5
      improvement, financial management and technology into D&I efforts to foster innovation and
      business impact.

24.   I work to create a safe and inclusion environment in which everyone feels valued and                   1   2   3   4   5
      empowered to share their skills, expertise and interests in pursuit of organizational goals.




           © 2012 Kevin A. Carter / KACarterGroup / All Rights Reserved / Not to be used without prior permission            2
DIVERSITY, INCLUSION & INNOVATION (DII)
                                    STRATEGIC LEADERSHIP SELF-ASSESSMENT TOOL




 Self-Scoring

 The questions in this self-assessment are classified into the following four dimensions of Diversity & Inclusion Leadership.

 Please transcribe your responses (1, 2, 3, 4 or 5) in the space provided below for each question.



 SELF-AWARENESS

    1.                  5.                  10.                    12.               15.                 20.

 The total of these 6 scores is ______ / 6 = _______




 STRATEGIC CONTEXT

   2.                  8.                   14.                 17.                 21.                  24.

 The total of these 6 scores is ______ / 6 = _______



 INCLUSIVE WORK ENVIRONMENT

    4.                 9.                   16.              19.                    22.                  23.

 The total of these 6 scores is ______ / 6 = _______




 TALENT MANAGEMENT

   3.                  6.                   7.                  11.                 13.                  18.

 The total of these 6 scores is ______ / 6 = _______




 Now transcribe the overall score you determined for each dimension into the spaces provided on the next page.




                 © 2012 Kevin A. Carter / KACarterGroup / All Rights Reserved / Not to be used without prior permission         3
DIVERSITY, INCLUSION & INNOVATION (DII)
                                     STRATEGIC LEADERSHIP SELF-ASSESSMENT TOOL

       STEP 2: DIMENSIONS REVIEW - Take a couple of minutes to review each dimension’s definition and behaviors

    _______SELF-AWARENESS - how you are continually increasing your self-awareness and managing your impact on others and
    situations

         Be aware of how your values, beliefs and preferences shape your view of others

         Recognize and seek feedback on your impact on others

         In new situations and cultural contexts, pay attention to verbal and non-verbal cues and adapt your behavior and communication
          style to be effective

         Use your personal and positional power to support diversity and inclusion

         Be authentic


    _______STRATEGIC CONTEXT - How frequently you: discuss the benefits of D&I; take D&I into account when making business
    decisions; and demonstrate D&I leadership behavior in external interactions (e.g. with suppliers, partners, communities)

         Understand why D&I is important to your organization and the priority of the neighborhoods and communities in which you work

         Use D&I to help you accomplish your organizational objectives

         Enhance your organization’s reputation by demonstrating D&I leadership in all external relationships

         Speak clearly and powerfully to your colleagues about the benefits to D&I

         Actively incorporate knowledge in other disciplines and technology in a practical way to achieve D&I objectives


    _______INCLUSIVE WORK ENVIRONMENT - how actively you create an environment in which all team members feel valued and
    draw on the rich diversity that exists among your colleagues, particularly using Internet technologies to foster the necessary
    collaboration for business practice, process and product innovation.

         Reinforce inclusive behavior and intervene to stop subtle and explicit exclusionary behavior

         Listen to others carefully to understand their meaning, reasoning and intent

         Use language and technology that is accessible and makes your values, priorities and needs explicit

         Solicit and learn from diverse perspectives and ways of doing things while staying performance driven

         Support individuals to achieve their own work-life balance in order to accelerate collaboration and improved performance


    _______TALENT MANAGEMENT - how effectively you make people decisions based on merit and identify/develop diverse talent
    taking key demographic data into account and leveraging Internet technologies to foster affinity and build relationships.

         Deliver transparent and fair (based on merit) processes and watch for unintentional biases and outcomes

         Consider current and changing people demographics when making plans for recruitment

         Recognize and value diverse styles of working, learning and leading

         Support and motivate all individuals and ask them what they need to develop, and succeed

         Give honest feedback on performance to all your direct reports in a respectful way

                   © 2012 Kevin A. Carter / KACarterGroup / All Rights Reserved / Not to be used without prior permission            4
DIVERSITY, INCLUSION & INNOVATION (DII)
                                  STRATEGIC LEADERSHIP SELF-ASSESSMENT TOOL

STEP 3: ACTION PLANNING
You may choose to focus your development on one or multiple lower scoring dimensions (your development opportunities). If you have a
4 or higher on each dimension, you may choose to instead focus on one or multiple higher scoring dimensions (your opportunities to build
on your strengths).

     For each chosen dimension, reference its behaviors (see Step 2: Dimensions Review) and your lower scoring responses to
      questions associated with that dimension (as indicated in Self-Scoring)
     Take a couple of minutes to reflect on and then write down actions you could take to enhance your competence on that Diversity &
      Inclusion Leadership dimension. In many cases, it may just be to do more of the behavior that is being probed by the question.


 Dimension:

   Question no.       ACTIONS

                      



                      



                      



                      




 Dimension:


   Question no.       ACTIONS

                      



                      



                      



                      




               © 2012 Kevin A. Carter / KACarterGroup / All Rights Reserved / Not to be used without prior permission                  5

Contenu connexe

Tendances

KRA and Performance Management Policy.doc
KRA and Performance Management Policy.docKRA and Performance Management Policy.doc
KRA and Performance Management Policy.docKRathika2
 
Management Core Skills Part I
Management Core Skills Part IManagement Core Skills Part I
Management Core Skills Part IIbrahim M. Morsy
 
Resource based strategy - strategic human resource management
Resource based strategy - strategic human resource managementResource based strategy - strategic human resource management
Resource based strategy - strategic human resource managementmanumelwin
 
Organizational Processes – Organizational Power, Organizational Politics, Emp...
Organizational Processes – Organizational Power, Organizational Politics, Emp...Organizational Processes – Organizational Power, Organizational Politics, Emp...
Organizational Processes – Organizational Power, Organizational Politics, Emp...Ashish Hande
 

Tendances (9)

Controlling (2)
Controlling (2)Controlling (2)
Controlling (2)
 
KRA and Performance Management Policy.doc
KRA and Performance Management Policy.docKRA and Performance Management Policy.doc
KRA and Performance Management Policy.doc
 
Management Core Skills Part I
Management Core Skills Part IManagement Core Skills Part I
Management Core Skills Part I
 
Leadership and culture ppt
Leadership and culture pptLeadership and culture ppt
Leadership and culture ppt
 
organisational structure
organisational structureorganisational structure
organisational structure
 
Resource based strategy - strategic human resource management
Resource based strategy - strategic human resource managementResource based strategy - strategic human resource management
Resource based strategy - strategic human resource management
 
Employee Empowerment
Employee EmpowermentEmployee Empowerment
Employee Empowerment
 
Leadership & Empowerment at KMT
Leadership & Empowerment at KMTLeadership & Empowerment at KMT
Leadership & Empowerment at KMT
 
Organizational Processes – Organizational Power, Organizational Politics, Emp...
Organizational Processes – Organizational Power, Organizational Politics, Emp...Organizational Processes – Organizational Power, Organizational Politics, Emp...
Organizational Processes – Organizational Power, Organizational Politics, Emp...
 

En vedette

D & i strategic leadership assessment tool
D & i strategic leadership assessment toolD & i strategic leadership assessment tool
D & i strategic leadership assessment toolNorma Jones
 
Diversity, Inclusion & Innovation - Strategic Leadership Assessment
Diversity, Inclusion & Innovation - Strategic Leadership AssessmentDiversity, Inclusion & Innovation - Strategic Leadership Assessment
Diversity, Inclusion & Innovation - Strategic Leadership AssessmentKevin Carter
 
Innovations in Intercultural leadership
Innovations in Intercultural leadershipInnovations in Intercultural leadership
Innovations in Intercultural leadershipDesertKnowledge
 
Diversity manager perfomance appraisal 2
Diversity manager  perfomance appraisal 2Diversity manager  perfomance appraisal 2
Diversity manager perfomance appraisal 2tonychoper5804
 
Leadership Practice Canada Client Overview
Leadership Practice   Canada   Client OverviewLeadership Practice   Canada   Client Overview
Leadership Practice Canada Client Overviewebeaudan
 
Diversity assessment tool
Diversity assessment toolDiversity assessment tool
Diversity assessment toolWakeel Ahmed
 
From Diversity to Innovation Workshop
From Diversity to Innovation WorkshopFrom Diversity to Innovation Workshop
From Diversity to Innovation WorkshopKevin Carter
 
Bank manager performance appraisal
Bank manager performance appraisalBank manager performance appraisal
Bank manager performance appraisalcampbelljonny439
 
The Top 9 Leadership Behaviors That Drive Employee Commitment
The Top 9 Leadership Behaviors That Drive Employee CommitmentThe Top 9 Leadership Behaviors That Drive Employee Commitment
The Top 9 Leadership Behaviors That Drive Employee Commitmenttconsolini
 
44 martin court
44 martin court44 martin court
44 martin courtDon Munro
 
Addressing diversity through branding and targeted outreach | Talent Connect ...
Addressing diversity through branding and targeted outreach | Talent Connect ...Addressing diversity through branding and targeted outreach | Talent Connect ...
Addressing diversity through branding and targeted outreach | Talent Connect ...LinkedIn Talent Solutions
 
Focusing on Inclusion in STEM Leadership Roles
Focusing on Inclusion in STEM Leadership RolesFocusing on Inclusion in STEM Leadership Roles
Focusing on Inclusion in STEM Leadership RolesHuman Capital Media
 
Mba internship guide 2013
Mba internship guide 2013Mba internship guide 2013
Mba internship guide 2013Fran Johnson
 
IPSEC2014 - Surprise! You're Hosting an Event
IPSEC2014 - Surprise! You're Hosting an EventIPSEC2014 - Surprise! You're Hosting an Event
IPSEC2014 - Surprise! You're Hosting an EventPatrick "Tod" Colegrove
 

En vedette (20)

D & i strategic leadership assessment tool
D & i strategic leadership assessment toolD & i strategic leadership assessment tool
D & i strategic leadership assessment tool
 
Diversity, Inclusion & Innovation - Strategic Leadership Assessment
Diversity, Inclusion & Innovation - Strategic Leadership AssessmentDiversity, Inclusion & Innovation - Strategic Leadership Assessment
Diversity, Inclusion & Innovation - Strategic Leadership Assessment
 
Innovations in Intercultural leadership
Innovations in Intercultural leadershipInnovations in Intercultural leadership
Innovations in Intercultural leadership
 
Diversity manager perfomance appraisal 2
Diversity manager  perfomance appraisal 2Diversity manager  perfomance appraisal 2
Diversity manager perfomance appraisal 2
 
Ledership course
Ledership courseLedership course
Ledership course
 
Leadership Practice Canada Client Overview
Leadership Practice   Canada   Client OverviewLeadership Practice   Canada   Client Overview
Leadership Practice Canada Client Overview
 
Diversity assessment tool
Diversity assessment toolDiversity assessment tool
Diversity assessment tool
 
Leadership Assessment
Leadership AssessmentLeadership Assessment
Leadership Assessment
 
From Diversity to Innovation Workshop
From Diversity to Innovation WorkshopFrom Diversity to Innovation Workshop
From Diversity to Innovation Workshop
 
Bank manager performance appraisal
Bank manager performance appraisalBank manager performance appraisal
Bank manager performance appraisal
 
The Top 9 Leadership Behaviors That Drive Employee Commitment
The Top 9 Leadership Behaviors That Drive Employee CommitmentThe Top 9 Leadership Behaviors That Drive Employee Commitment
The Top 9 Leadership Behaviors That Drive Employee Commitment
 
ODO E-Brochure
ODO E-BrochureODO E-Brochure
ODO E-Brochure
 
44 martin court
44 martin court44 martin court
44 martin court
 
C3 Navega
C3 NavegaC3 Navega
C3 Navega
 
Addressing diversity through branding and targeted outreach | Talent Connect ...
Addressing diversity through branding and targeted outreach | Talent Connect ...Addressing diversity through branding and targeted outreach | Talent Connect ...
Addressing diversity through branding and targeted outreach | Talent Connect ...
 
Focusing on Inclusion in STEM Leadership Roles
Focusing on Inclusion in STEM Leadership RolesFocusing on Inclusion in STEM Leadership Roles
Focusing on Inclusion in STEM Leadership Roles
 
Mba internship guide 2013
Mba internship guide 2013Mba internship guide 2013
Mba internship guide 2013
 
IPSEC2014 - Surprise! You're Hosting an Event
IPSEC2014 - Surprise! You're Hosting an EventIPSEC2014 - Surprise! You're Hosting an Event
IPSEC2014 - Surprise! You're Hosting an Event
 
TMA Technology HR Conference2013v
TMA Technology HR Conference2013vTMA Technology HR Conference2013v
TMA Technology HR Conference2013v
 
Como inscribirse al rut persona natural
Como inscribirse al rut persona naturalComo inscribirse al rut persona natural
Como inscribirse al rut persona natural
 

Similaire à Diversity, Inclusion and Innovation Strategic Leadership Assessment Tool

To Infinity And Beyond March 2011 Ammended For Dissemination
To Infinity And Beyond March 2011 Ammended For DisseminationTo Infinity And Beyond March 2011 Ammended For Dissemination
To Infinity And Beyond March 2011 Ammended For DisseminationNigel Wynne
 
Going Social - Tapping into Social Media for Nonprofit Success
Going Social - Tapping into Social Media  for Nonprofit SuccessGoing Social - Tapping into Social Media  for Nonprofit Success
Going Social - Tapping into Social Media for Nonprofit SuccessJason Kapler
 
How to Knock Down a Silo With a Hammer: An Easy-to-Follow Roadmap to Execute ...
How to Knock Down a Silo With a Hammer: An Easy-to-Follow Roadmap to Execute ...How to Knock Down a Silo With a Hammer: An Easy-to-Follow Roadmap to Execute ...
How to Knock Down a Silo With a Hammer: An Easy-to-Follow Roadmap to Execute ...hjc
 
Hrd Foundation Brief(2003)
Hrd Foundation Brief(2003)Hrd Foundation Brief(2003)
Hrd Foundation Brief(2003)ashfaqzaki
 
Superiority, Equivalence, and Non-Inferiority Trial Designs
Superiority, Equivalence, and Non-Inferiority Trial DesignsSuperiority, Equivalence, and Non-Inferiority Trial Designs
Superiority, Equivalence, and Non-Inferiority Trial DesignsKevin Clauson
 
Appirio State of Social eBook
Appirio State of Social eBookAppirio State of Social eBook
Appirio State of Social eBookAppirio
 
Conole Lams Keynote 7 July
Conole Lams Keynote 7 JulyConole Lams Keynote 7 July
Conole Lams Keynote 7 Julygrainne
 
Transport and mobility
Transport and mobilityTransport and mobility
Transport and mobilityAnupam Saraph
 
Introduction to aligning classroom assessments in k 12 social studies(formatt...
Introduction to aligning classroom assessments in k 12 social studies(formatt...Introduction to aligning classroom assessments in k 12 social studies(formatt...
Introduction to aligning classroom assessments in k 12 social studies(formatt...Michelle McLaughlin
 
Understanding and preventing suicide september 2010
Understanding and preventing suicide september 2010Understanding and preventing suicide september 2010
Understanding and preventing suicide september 2010Carolyn Firestone
 
How to be a Successful Technical Writer
How to be a Successful Technical WriterHow to be a Successful Technical Writer
How to be a Successful Technical WriterManish Mohan
 
Helping businesses to solve a wicked problem: Getting profits from CX design
Helping businesses to solve a wicked problem: Getting profits from CX designHelping businesses to solve a wicked problem: Getting profits from CX design
Helping businesses to solve a wicked problem: Getting profits from CX designPeter Bogaards
 
Claire Milsom - Student expectation in the contemporary climate
Claire Milsom - Student expectation in the contemporary climateClaire Milsom - Student expectation in the contemporary climate
Claire Milsom - Student expectation in the contemporary climateHEA Law
 
BCC 2004 - Research Needs In Biometrics
BCC 2004 -  Research Needs In BiometricsBCC 2004 -  Research Needs In Biometrics
BCC 2004 - Research Needs In BiometricsDuane Blackburn
 

Similaire à Diversity, Inclusion and Innovation Strategic Leadership Assessment Tool (19)

To Infinity And Beyond March 2011 Ammended For Dissemination
To Infinity And Beyond March 2011 Ammended For DisseminationTo Infinity And Beyond March 2011 Ammended For Dissemination
To Infinity And Beyond March 2011 Ammended For Dissemination
 
Going Social - Tapping into Social Media for Nonprofit Success
Going Social - Tapping into Social Media  for Nonprofit SuccessGoing Social - Tapping into Social Media  for Nonprofit Success
Going Social - Tapping into Social Media for Nonprofit Success
 
How to Knock Down a Silo With a Hammer: An Easy-to-Follow Roadmap to Execute ...
How to Knock Down a Silo With a Hammer: An Easy-to-Follow Roadmap to Execute ...How to Knock Down a Silo With a Hammer: An Easy-to-Follow Roadmap to Execute ...
How to Knock Down a Silo With a Hammer: An Easy-to-Follow Roadmap to Execute ...
 
Hrd Foundation Brief(2003)
Hrd Foundation Brief(2003)Hrd Foundation Brief(2003)
Hrd Foundation Brief(2003)
 
Superiority, Equivalence, and Non-Inferiority Trial Designs
Superiority, Equivalence, and Non-Inferiority Trial DesignsSuperiority, Equivalence, and Non-Inferiority Trial Designs
Superiority, Equivalence, and Non-Inferiority Trial Designs
 
Who Wants To Be A Librarian
Who Wants To Be A LibrarianWho Wants To Be A Librarian
Who Wants To Be A Librarian
 
Appirio State of Social eBook
Appirio State of Social eBookAppirio State of Social eBook
Appirio State of Social eBook
 
Conole Lams Keynote 7 July
Conole Lams Keynote 7 JulyConole Lams Keynote 7 July
Conole Lams Keynote 7 July
 
Social Media Monitoring
Social Media MonitoringSocial Media Monitoring
Social Media Monitoring
 
Psychology of Learning
Psychology of LearningPsychology of Learning
Psychology of Learning
 
Transport and mobility
Transport and mobilityTransport and mobility
Transport and mobility
 
Introduction to aligning classroom assessments in k 12 social studies(formatt...
Introduction to aligning classroom assessments in k 12 social studies(formatt...Introduction to aligning classroom assessments in k 12 social studies(formatt...
Introduction to aligning classroom assessments in k 12 social studies(formatt...
 
One Green Score for One Earth
One Green Score for One EarthOne Green Score for One Earth
One Green Score for One Earth
 
Understanding and preventing suicide september 2010
Understanding and preventing suicide september 2010Understanding and preventing suicide september 2010
Understanding and preventing suicide september 2010
 
Networking Seminar Slides
Networking Seminar Slides Networking Seminar Slides
Networking Seminar Slides
 
How to be a Successful Technical Writer
How to be a Successful Technical WriterHow to be a Successful Technical Writer
How to be a Successful Technical Writer
 
Helping businesses to solve a wicked problem: Getting profits from CX design
Helping businesses to solve a wicked problem: Getting profits from CX designHelping businesses to solve a wicked problem: Getting profits from CX design
Helping businesses to solve a wicked problem: Getting profits from CX design
 
Claire Milsom - Student expectation in the contemporary climate
Claire Milsom - Student expectation in the contemporary climateClaire Milsom - Student expectation in the contemporary climate
Claire Milsom - Student expectation in the contemporary climate
 
BCC 2004 - Research Needs In Biometrics
BCC 2004 -  Research Needs In BiometricsBCC 2004 -  Research Needs In Biometrics
BCC 2004 - Research Needs In Biometrics
 

Plus de Kevin Carter

Strategic Equity, Diversity and Inclusion (EDI) Leadership Assessment
Strategic Equity, Diversity and Inclusion (EDI) Leadership AssessmentStrategic Equity, Diversity and Inclusion (EDI) Leadership Assessment
Strategic Equity, Diversity and Inclusion (EDI) Leadership AssessmentKevin Carter
 
Strategic Diversity Equity and Inclusion Leadership Assessment
Strategic Diversity Equity and Inclusion Leadership AssessmentStrategic Diversity Equity and Inclusion Leadership Assessment
Strategic Diversity Equity and Inclusion Leadership AssessmentKevin Carter
 
ManToMan #MeToo Session: Being the Imperfect Ally
ManToMan #MeToo Session: Being the Imperfect AllyManToMan #MeToo Session: Being the Imperfect Ally
ManToMan #MeToo Session: Being the Imperfect AllyKevin Carter
 
On Behalf of Usher's New Look Urban Game Jam Event May 21st
On Behalf of Usher's New Look Urban Game Jam Event May 21stOn Behalf of Usher's New Look Urban Game Jam Event May 21st
On Behalf of Usher's New Look Urban Game Jam Event May 21stKevin Carter
 
Network of Executive Women: The NEW Male Champion blog post series (downloa...
Network of Executive Women:   The NEW Male Champion blog post series (downloa...Network of Executive Women:   The NEW Male Champion blog post series (downloa...
Network of Executive Women: The NEW Male Champion blog post series (downloa...Kevin Carter
 
Intercultural Competence and Women's Advancement
Intercultural Competence and Women's AdvancementIntercultural Competence and Women's Advancement
Intercultural Competence and Women's AdvancementKevin Carter
 
Network of Executive Women (NEW) The NEW Male Champion Report-Out
Network of Executive Women (NEW) The NEW Male Champion Report-OutNetwork of Executive Women (NEW) The NEW Male Champion Report-Out
Network of Executive Women (NEW) The NEW Male Champion Report-OutKevin Carter
 
Kevin A Carter NEW Leadership Summit 2015 Planning Guide
Kevin A Carter NEW Leadership Summit 2015 Planning GuideKevin A Carter NEW Leadership Summit 2015 Planning Guide
Kevin A Carter NEW Leadership Summit 2015 Planning GuideKevin Carter
 
From Diversity to Impact: Our Journey at Campbell Coup
From Diversity to Impact: Our Journey at Campbell CoupFrom Diversity to Impact: Our Journey at Campbell Coup
From Diversity to Impact: Our Journey at Campbell CoupKevin Carter
 
Inclusive Performance Management
Inclusive Performance ManagementInclusive Performance Management
Inclusive Performance ManagementKevin Carter
 
Disruptive Inclusion _ Kevin Carter Biography
Disruptive Inclusion _ Kevin Carter BiographyDisruptive Inclusion _ Kevin Carter Biography
Disruptive Inclusion _ Kevin Carter BiographyKevin Carter
 
Technology Adoption Lifecycle meets Intercultural Competence Continuum
Technology Adoption Lifecycle meets Intercultural Competence ContinuumTechnology Adoption Lifecycle meets Intercultural Competence Continuum
Technology Adoption Lifecycle meets Intercultural Competence ContinuumKevin Carter
 
Disruptive Inclusion: How to Use Internet Technologies to Foster ERG Collabo...
Disruptive Inclusion: How to Use Internet  Technologies to Foster ERG Collabo...Disruptive Inclusion: How to Use Internet  Technologies to Foster ERG Collabo...
Disruptive Inclusion: How to Use Internet Technologies to Foster ERG Collabo...Kevin Carter
 
Catalyst Study: Turnover and Retention
Catalyst Study: Turnover and RetentionCatalyst Study: Turnover and Retention
Catalyst Study: Turnover and RetentionKevin Carter
 
Updated Diversity, Inclusion & Innovation - Strategic Leadership Assessment tool
Updated Diversity, Inclusion & Innovation - Strategic Leadership Assessment toolUpdated Diversity, Inclusion & Innovation - Strategic Leadership Assessment tool
Updated Diversity, Inclusion & Innovation - Strategic Leadership Assessment toolKevin Carter
 
Inclusion Innovates Brochure
Inclusion Innovates BrochureInclusion Innovates Brochure
Inclusion Innovates BrochureKevin Carter
 
Kevin A Carter Disruptive Inclusion (Diversity Inclusion Innovation) Presenta...
Kevin A Carter Disruptive Inclusion (Diversity Inclusion Innovation) Presenta...Kevin A Carter Disruptive Inclusion (Diversity Inclusion Innovation) Presenta...
Kevin A Carter Disruptive Inclusion (Diversity Inclusion Innovation) Presenta...Kevin Carter
 
Gender diversity and innovations
Gender diversity and innovationsGender diversity and innovations
Gender diversity and innovationsKevin Carter
 
Creating the Future: Reframing the Diversity and Inclusion Conversation
Creating the Future: Reframing the Diversity and Inclusion ConversationCreating the Future: Reframing the Diversity and Inclusion Conversation
Creating the Future: Reframing the Diversity and Inclusion ConversationKevin Carter
 
Campbell Soup Co Hispanic Heritage Event
Campbell Soup Co Hispanic Heritage EventCampbell Soup Co Hispanic Heritage Event
Campbell Soup Co Hispanic Heritage EventKevin Carter
 

Plus de Kevin Carter (20)

Strategic Equity, Diversity and Inclusion (EDI) Leadership Assessment
Strategic Equity, Diversity and Inclusion (EDI) Leadership AssessmentStrategic Equity, Diversity and Inclusion (EDI) Leadership Assessment
Strategic Equity, Diversity and Inclusion (EDI) Leadership Assessment
 
Strategic Diversity Equity and Inclusion Leadership Assessment
Strategic Diversity Equity and Inclusion Leadership AssessmentStrategic Diversity Equity and Inclusion Leadership Assessment
Strategic Diversity Equity and Inclusion Leadership Assessment
 
ManToMan #MeToo Session: Being the Imperfect Ally
ManToMan #MeToo Session: Being the Imperfect AllyManToMan #MeToo Session: Being the Imperfect Ally
ManToMan #MeToo Session: Being the Imperfect Ally
 
On Behalf of Usher's New Look Urban Game Jam Event May 21st
On Behalf of Usher's New Look Urban Game Jam Event May 21stOn Behalf of Usher's New Look Urban Game Jam Event May 21st
On Behalf of Usher's New Look Urban Game Jam Event May 21st
 
Network of Executive Women: The NEW Male Champion blog post series (downloa...
Network of Executive Women:   The NEW Male Champion blog post series (downloa...Network of Executive Women:   The NEW Male Champion blog post series (downloa...
Network of Executive Women: The NEW Male Champion blog post series (downloa...
 
Intercultural Competence and Women's Advancement
Intercultural Competence and Women's AdvancementIntercultural Competence and Women's Advancement
Intercultural Competence and Women's Advancement
 
Network of Executive Women (NEW) The NEW Male Champion Report-Out
Network of Executive Women (NEW) The NEW Male Champion Report-OutNetwork of Executive Women (NEW) The NEW Male Champion Report-Out
Network of Executive Women (NEW) The NEW Male Champion Report-Out
 
Kevin A Carter NEW Leadership Summit 2015 Planning Guide
Kevin A Carter NEW Leadership Summit 2015 Planning GuideKevin A Carter NEW Leadership Summit 2015 Planning Guide
Kevin A Carter NEW Leadership Summit 2015 Planning Guide
 
From Diversity to Impact: Our Journey at Campbell Coup
From Diversity to Impact: Our Journey at Campbell CoupFrom Diversity to Impact: Our Journey at Campbell Coup
From Diversity to Impact: Our Journey at Campbell Coup
 
Inclusive Performance Management
Inclusive Performance ManagementInclusive Performance Management
Inclusive Performance Management
 
Disruptive Inclusion _ Kevin Carter Biography
Disruptive Inclusion _ Kevin Carter BiographyDisruptive Inclusion _ Kevin Carter Biography
Disruptive Inclusion _ Kevin Carter Biography
 
Technology Adoption Lifecycle meets Intercultural Competence Continuum
Technology Adoption Lifecycle meets Intercultural Competence ContinuumTechnology Adoption Lifecycle meets Intercultural Competence Continuum
Technology Adoption Lifecycle meets Intercultural Competence Continuum
 
Disruptive Inclusion: How to Use Internet Technologies to Foster ERG Collabo...
Disruptive Inclusion: How to Use Internet  Technologies to Foster ERG Collabo...Disruptive Inclusion: How to Use Internet  Technologies to Foster ERG Collabo...
Disruptive Inclusion: How to Use Internet Technologies to Foster ERG Collabo...
 
Catalyst Study: Turnover and Retention
Catalyst Study: Turnover and RetentionCatalyst Study: Turnover and Retention
Catalyst Study: Turnover and Retention
 
Updated Diversity, Inclusion & Innovation - Strategic Leadership Assessment tool
Updated Diversity, Inclusion & Innovation - Strategic Leadership Assessment toolUpdated Diversity, Inclusion & Innovation - Strategic Leadership Assessment tool
Updated Diversity, Inclusion & Innovation - Strategic Leadership Assessment tool
 
Inclusion Innovates Brochure
Inclusion Innovates BrochureInclusion Innovates Brochure
Inclusion Innovates Brochure
 
Kevin A Carter Disruptive Inclusion (Diversity Inclusion Innovation) Presenta...
Kevin A Carter Disruptive Inclusion (Diversity Inclusion Innovation) Presenta...Kevin A Carter Disruptive Inclusion (Diversity Inclusion Innovation) Presenta...
Kevin A Carter Disruptive Inclusion (Diversity Inclusion Innovation) Presenta...
 
Gender diversity and innovations
Gender diversity and innovationsGender diversity and innovations
Gender diversity and innovations
 
Creating the Future: Reframing the Diversity and Inclusion Conversation
Creating the Future: Reframing the Diversity and Inclusion ConversationCreating the Future: Reframing the Diversity and Inclusion Conversation
Creating the Future: Reframing the Diversity and Inclusion Conversation
 
Campbell Soup Co Hispanic Heritage Event
Campbell Soup Co Hispanic Heritage EventCampbell Soup Co Hispanic Heritage Event
Campbell Soup Co Hispanic Heritage Event
 

Dernier

Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...IMARC Group
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examplesamberjiles31
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Chapter_Five_The_Rural_Development_Policies_and_Strategy_of_Ethiopia.pptx
Chapter_Five_The_Rural_Development_Policies_and_Strategy_of_Ethiopia.pptxChapter_Five_The_Rural_Development_Policies_and_Strategy_of_Ethiopia.pptx
Chapter_Five_The_Rural_Development_Policies_and_Strategy_of_Ethiopia.pptxesiyasmengesha
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Winbusinessin
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..dlewis191
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 

Dernier (20)

Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
Boat Trailers Market PPT: Growth, Outlook, Demand, Keyplayer Analysis and Opp...
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Intellectual Property Licensing Examples
Intellectual Property Licensing ExamplesIntellectual Property Licensing Examples
Intellectual Property Licensing Examples
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Chapter_Five_The_Rural_Development_Policies_and_Strategy_of_Ethiopia.pptx
Chapter_Five_The_Rural_Development_Policies_and_Strategy_of_Ethiopia.pptxChapter_Five_The_Rural_Development_Policies_and_Strategy_of_Ethiopia.pptx
Chapter_Five_The_Rural_Development_Policies_and_Strategy_of_Ethiopia.pptx
 
Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024Ethical stalking by Mark Williams. UpliftLive 2024
Ethical stalking by Mark Williams. UpliftLive 2024
 
Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..Team B Mind Map for Organizational Chg..
Team B Mind Map for Organizational Chg..
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
Investment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV IndustriesInvestment Opportunity for Thailand's Automotive & EV Industries
Investment Opportunity for Thailand's Automotive & EV Industries
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 

Diversity, Inclusion and Innovation Strategic Leadership Assessment Tool

  • 1. Diversity, Inclusion & Innovation – Strategic Leadership Assessment tool @Copyright KACarterGroup All Rights Reserved
  • 2. DIVERSITY, INCLUSION & INNOVATION (DII) STRATEGIC LEADERSHIP SELF-ASSESSMENT TOOL Name (optional) Date Diversity & Inclusion (D&I) is the awareness and ability to acknowledge, value and leverage individual commonalities and differences to achieve personal, team and organizational objectives. This tool assists individuals in leveraging D&I for business innovation and impact.  STEP 1: QUESTIONNAIRE Completion of questions and scoring may take approximately twenty minutes. The more honest your answers, the more you will be able to identify your strengths and developmental opportunities. For each of the statements ask “How often is this statement true for me?” and circle the appropriate number. A A l l m m o o S s s o t t m U S e s a n e t u l e l i a w v d m l a e o e l y r m s y s 1. I actively and critically examine the factors influencing my values, beliefs, preferences and 1 2 3 4 5 behaviors when engaging with others. 2. I know how to align D&I to business or team objectives so that D&I is an important component 1 2 3 4 5 of my performance review. 3. I seek out different perspectives before I make and/or contribute to people decisions (e.g. 1 2 3 4 5 recruitment, reward, assessment, coaching, assignment, development etc.). 4. I actively encourage discussion and evaluation of work-life balance, particularly through the use 1 2 3 4 5 of Internet technologies, for the purpose of meeting individual and team objectives, 5. I ask colleagues for feedback on the impact of what I say and do through informal conversations 1 2 3 4 5 and/or formal feedback tools. 6. I can confidently report on employee demographic data (current and future trends) and utilize 1 2 3 4 5 this data to inform my talent recruitment, selection, development and advancement decisions. 7. I actively and personally utilize Internet technologies to build relationships and affinity with 1 2 3 4 5 people that could aid talent recruitment, selection, development and advancement. 8. I know how to utilize Internet technologies to leverage D&I to foster business practice, process 1 2 3 4 5 and product innovation. 9. I appreciate that behaviors and words can take on different meanings in different cultures and 1 2 3 4 5 adapt my actions appropriately to foster collaboration. 10. I say what I am thinking and feeling, with consideration of others and cultural differences, and 1 2 3 4 5 match my actions with my words and values. 11. I actively ensure the outcomes of my people decisions, and/or those that I contribute, are fair 1 2 3 4 5 and consistent such as deliberately reviewing people decisions that take place over time. 12. In some manner, I regularly inquire of my colleagues, team members and direct reports “what 1 2 3 4 5 © 2012 Kevin A. Carter / KACarterGroup / All Rights Reserved / Not to be used without prior permission 1
  • 3. DIVERSITY, INCLUSION & INNOVATION (DII) STRATEGIC LEADERSHIP SELF-ASSESSMENT TOOL don’t I know about you that could aid our collective success?” A A l l m m o o S s s o t t m U S e s a n e t u l e l i a w v d m l a e o e l y r m s y s 13. I give constructive and appropriate feedback to all the people I manage, coach, support, or 1 2 3 4 5 collaborate. 14. When developing and/or implementing my plans, I consider the needs of, impact on and 1 2 3 4 5 mutually advantageous opportunities related to diverse communities, clients, customers, consumers and business partners. 15. In interactions, I focus on the speaker, listen closely without interrupting, observe verbal and 1 2 3 4 5 non-verbal cues and check for understanding. 16. I say or do something, in an appropriate way, to disapprove when others stereotype, 1 2 3 4 5 discriminate against or treat people poorly on the basis of their individual characteristics (e.g. race, ethnicity, culture, religion, sexual orientation, job level/seniority, contractual arrangement etc.). 17. I can manage the tensions and emotions that often arise when talking about D&I. 1 2 3 4 5 18. I mentor, coach and encourage others I perceive as different than me in terms of age, gender, 1 2 3 4 5 race, religion or other differences. 19. I understand how my strengths can prevent others from utilizing their strengths in pursuit of 1 2 3 4 5 organizational goals. 20. I am conscious of the impact that I can have on people and situations and use that power in 1 2 3 4 5 visible and subtle ways to include people and discourage exclusion. 21. I champion the benefits of a diverse and inclusive organization with colleagues inside and 1 2 3 4 5 outside the organization. 22. Respecting privacy, I engage in non-work related conversations with my team members, both 1 2 3 4 5 in-person and through Internet technologies, to get to know each of them as individuals. 23. I regularly investigate and incorporate my knowledge of other disciplines such as process 1 2 3 4 5 improvement, financial management and technology into D&I efforts to foster innovation and business impact. 24. I work to create a safe and inclusion environment in which everyone feels valued and 1 2 3 4 5 empowered to share their skills, expertise and interests in pursuit of organizational goals. © 2012 Kevin A. Carter / KACarterGroup / All Rights Reserved / Not to be used without prior permission 2
  • 4. DIVERSITY, INCLUSION & INNOVATION (DII) STRATEGIC LEADERSHIP SELF-ASSESSMENT TOOL Self-Scoring The questions in this self-assessment are classified into the following four dimensions of Diversity & Inclusion Leadership.  Please transcribe your responses (1, 2, 3, 4 or 5) in the space provided below for each question. SELF-AWARENESS 1. 5. 10. 12. 15. 20. The total of these 6 scores is ______ / 6 = _______ STRATEGIC CONTEXT 2. 8. 14. 17. 21. 24. The total of these 6 scores is ______ / 6 = _______ INCLUSIVE WORK ENVIRONMENT 4. 9. 16. 19. 22. 23. The total of these 6 scores is ______ / 6 = _______ TALENT MANAGEMENT 3. 6. 7. 11. 13. 18. The total of these 6 scores is ______ / 6 = _______  Now transcribe the overall score you determined for each dimension into the spaces provided on the next page. © 2012 Kevin A. Carter / KACarterGroup / All Rights Reserved / Not to be used without prior permission 3
  • 5. DIVERSITY, INCLUSION & INNOVATION (DII) STRATEGIC LEADERSHIP SELF-ASSESSMENT TOOL  STEP 2: DIMENSIONS REVIEW - Take a couple of minutes to review each dimension’s definition and behaviors _______SELF-AWARENESS - how you are continually increasing your self-awareness and managing your impact on others and situations  Be aware of how your values, beliefs and preferences shape your view of others  Recognize and seek feedback on your impact on others  In new situations and cultural contexts, pay attention to verbal and non-verbal cues and adapt your behavior and communication style to be effective  Use your personal and positional power to support diversity and inclusion  Be authentic _______STRATEGIC CONTEXT - How frequently you: discuss the benefits of D&I; take D&I into account when making business decisions; and demonstrate D&I leadership behavior in external interactions (e.g. with suppliers, partners, communities)  Understand why D&I is important to your organization and the priority of the neighborhoods and communities in which you work  Use D&I to help you accomplish your organizational objectives  Enhance your organization’s reputation by demonstrating D&I leadership in all external relationships  Speak clearly and powerfully to your colleagues about the benefits to D&I  Actively incorporate knowledge in other disciplines and technology in a practical way to achieve D&I objectives _______INCLUSIVE WORK ENVIRONMENT - how actively you create an environment in which all team members feel valued and draw on the rich diversity that exists among your colleagues, particularly using Internet technologies to foster the necessary collaboration for business practice, process and product innovation.  Reinforce inclusive behavior and intervene to stop subtle and explicit exclusionary behavior  Listen to others carefully to understand their meaning, reasoning and intent  Use language and technology that is accessible and makes your values, priorities and needs explicit  Solicit and learn from diverse perspectives and ways of doing things while staying performance driven  Support individuals to achieve their own work-life balance in order to accelerate collaboration and improved performance _______TALENT MANAGEMENT - how effectively you make people decisions based on merit and identify/develop diverse talent taking key demographic data into account and leveraging Internet technologies to foster affinity and build relationships.  Deliver transparent and fair (based on merit) processes and watch for unintentional biases and outcomes  Consider current and changing people demographics when making plans for recruitment  Recognize and value diverse styles of working, learning and leading  Support and motivate all individuals and ask them what they need to develop, and succeed  Give honest feedback on performance to all your direct reports in a respectful way © 2012 Kevin A. Carter / KACarterGroup / All Rights Reserved / Not to be used without prior permission 4
  • 6. DIVERSITY, INCLUSION & INNOVATION (DII) STRATEGIC LEADERSHIP SELF-ASSESSMENT TOOL STEP 3: ACTION PLANNING You may choose to focus your development on one or multiple lower scoring dimensions (your development opportunities). If you have a 4 or higher on each dimension, you may choose to instead focus on one or multiple higher scoring dimensions (your opportunities to build on your strengths).  For each chosen dimension, reference its behaviors (see Step 2: Dimensions Review) and your lower scoring responses to questions associated with that dimension (as indicated in Self-Scoring)  Take a couple of minutes to reflect on and then write down actions you could take to enhance your competence on that Diversity & Inclusion Leadership dimension. In many cases, it may just be to do more of the behavior that is being probed by the question. Dimension: Question no. ACTIONS     Dimension: Question no. ACTIONS     © 2012 Kevin A. Carter / KACarterGroup / All Rights Reserved / Not to be used without prior permission 5