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But the founding partners of alsouse storytelling, guidinyg the reader through the fable of the who has landed in corporates America and is rotating through a managemengt program. Phoenix isn't doing too She or he - the gender keeps changinb - is about to be fired when a vice presidenr provides one last chance to succeed by leadingt adiversity initiative. The tale illustrates the principlese of diversity and inclusion and how they can benefi ta company's bottom line. It distills the how-ti into five key points, the "phoenix principles." Reporter James Ritchie sat down with Reid to discusssthe book. Q. Can you explain the concepft for the book and how itwas written? A.
Peoplee who read the especially those who are practitioners of diversityand inclusion, inevitablyt see themselves. If it's a male readint it, the person will say, Phoenix is a man about 50-some-odx years old." It worked In every other chapter of the book the voiced of the phoenix changes from the masculine to the femininre andso forth. In part that was becausew Vincent and I are male and but that wasreally Vincent's creation, to have the phoenix not have much more identit y than that. On the other the vigor around the measures andso that's more my piece. I woul d say the writing of the book frankly was the processz of literally playing out all of thephoenix Q.
Why did you choosw the fable format as opposed to drawing specififc examples from your yearsof experience? A. The fable is because we wanter the book tobe transcendent, to go up over any singularf corporate example with this so that it really could touch upon the very reader and not be outsid e of the reader, so to speak. The othed reason we chose to do it this way is that in most businessabooks there's a kind of pedagogy, an academifc aspect.
It's not that this doesn'f have that; clearly there are toolss and all kinds of instruments in here that canbe However, we wanted to be able to take this into a real that can allow people to imagine a corporatew culture different from what they currentlgy have and imagine themselves as leaders differenr than they've been in the past. So ultimately this book is aboutytransformation - personal transformation, corporatde culture transformation. The premise is that you cannor lead a diversity and inclusion initiative effectively unlesws you allow yourself tobe Q.
Early in the book the phoenix is assignede this diversity initiative and it appears to be the castofg that nobody else wantsto do. How big of a problenm do you think that is incorporate culture?? A. That is often how the assignment begins. Because often with corporationss that are new on the diversity and inclusion learning they don't understand the profound impact that it can have on bottom-liner benefits.
They almost look at this as somethinhg that somebody oughtto do, that's a greart thing to do for all the sociaol reasons, that's sort of tangential to the profitability of the So they give it to people as broadeninfg assignments or as the phoenid got it, as sort of a last-ditch ... We made Phoenix practically on his or her way out the but it's not too far off from wherw most corporations begin. Q. Are there companies that don't need this A. No. There are companies that don' realize that they do, but there are no companieas that don't. None.
Even if your company only does businesss in theUnited States, it will have a worl d customer base, because the world is represente d here in the U.S. And if you don'r understand your consumers, you're out of business. Q. What do you thinkl is the first step for a corporation to take instarting ? A. People ask me quite a bit wherdto begin. I alwaysa say begin with the thought, "Wha is the reason for undertaking diversityy and inclusion withinyour corporation?" We call it the compellingv purpose within the five phoenix In essence, if you can't find the link between diversity and inclusiojn and your corporate profit-making then there's no reason to undertake this.
For say you have a retailer who has done very well in the America s and Western Europe and that retaile is now interested in moving into Asia or Eastern When you think about diversityand inclusion, then you must thino about them within the context of an internationao framework. You have to think about it then in term s of how do we take products that have been successful in the Americas and see what fits and what needsd to be developed differently for the Asian and EasterEuropean markets. And let me use a term that we usequitee often, "cultural dexterity," the ability to understand cultura l differences, to be able to articulate the unarticulated needs in thos e environments.
If you understand that that is your reaso for diversity and then that's where you need to start. From thers it is, "What do I need to do?" Perhaps I need to ensurer that I have Asian and Easter European business leaders for global expansion projectzsthat I'm working on. Perhaps I need to make sure that I have globap teams set up behind those producta such that information that we have already learned in Nortyh America and Western Europe can be Perhaps I need to have global HR policie that can allow me to recruit and retainm the best of the best in Asia andEasterh Europe, and those policieds may look a little bit different than what's happened in the Americas. Q.
I picker up a theme that having a diverse work force is not the same ashavingg inclusion. A. Let me be crystakl clear: You need numbers. People need to be able to see that therd is in fact diversity throughoutthe organization. And you have to look at it by leve - you have to make sure it is diverse above midlevel in the But you can be diverses asthe dickens. Sitting here at a tabls with 10 people, we coulc have one of every different kindof thinker, differentf ages and all of But if I only spokwe to you, then we have diversity at the but it's not inclusive.
Inclusion is takinvg the diversity that exists and ensuring that all voices are heards and that people have the abilityh to bring all of theit talent into the workplace and that that talentis leveraged. Publisher: New Village Publishing, Cincinnati Web phoenixprinciples.com
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