Diversity Leader Self-Assessment
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Consider how often you exhibit the behaviors listed. Check a "U" next to the behaviors you usually do, an "S" next to the things you sometimes do, an "R" next to the things you rarely do, and an "N" next to the things you never do. Please use the examples and the definitions of the behavior to guide you. We will E-mail you a copy of your answers for future comparison and reference. We keep all information confidential.

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  1. Courage (Stating your mind and standing up for your beliefs.)
    Example: After trying a new work process and gathering feedback from colleagues and customers, you come to the conclusion that, although top management enthusiastically embraces the process, it doesn't work and is not good for business.
    • I write up my thoughts, including how I gathered information, what I have concluded, my recommendations, and why. I present these to decision-makers as appropriate in my organization.
    • I respectfully share my conclusion about the process, and am willing to test my own recommendations by doing what I think will work best and measuring results.
    • Rating:
  2. Discernment (Identifying assumptions based on stereotypes or faulty information that underlie specific actions. Recognizing subtle instances of exclusion.)
    Example: You notice that one person in a meeting is not heard as readily. She shares an idea, and others seem to dismiss it. When others share ideas, they are mulled over and considered.
    • I notice small things, like gestures or words that cause some people to feel like outsiders.
    • I notice the things that happen in groups that lead to some members being included, while others are left out.
    • Rating:

  3. Effective communication (Listening and hearing with a willingness to be influenced as well as getting your own point across, to people at all levels in the organization ­ those who report to you, those you report to, peers, customers, and others you work with.)
    Example: In the scenario from #3, above, you, too find yourself less enthusiastic about this person's ideas.
    • I take the time to actively listen to the things people say, the messages they send non-verbally, and the things they do not say. I am even more conscientious about this when I listen to the ideas offered by the person I and the rest of the team seem to be dismissing.
    • People understand the points that I try to make.
    • Rating:

  4. Integrity (Leading by example, role modeling. Advocating appropriately, and in the moment, for those who are excluded.)
    Example: A top manager has directed you to do something you do not believe is aligned with your organization's stated values.
    • I facilitate a discussion with the manager about how this action fits into the organization's value system, asking for her/his perspective as well as sharing my own.
    • I advocate appropriately, and in the moment, even if it means declining to follow the manager's directive.
    • Rating:
  5. Intellectual energy and curiosity (Ability and desire to learn from others. Thoughtful contemplation for meaning, co-creation, or breakthrough learning.)
    Example: You are spending six months on a special project with people who have radically, even annoyingly, different backgrounds from yours.
    • I have some specific, realistic ideas on how I can learn from my new team.
    • I take the time and effort to follow through on those ideas.
    • I want to learn from everyone around me.
    • I am able to use what I have learned in doing my own job better.
    • Rating:

  6. Intercultural proficiency (Understanding how different viewpoints can effect interactions and adjusting your own style accordingly.)
    Example: You believe that collaboration improves the final product, and therefore feel it is important to meet with relevant colleagues often, gathering their feedback, sharing your thoughts, and brainstorming. Several of your teammates are reluctant to participate in these meetings. Either they do not show up at all, or they do not participate.
    • I understand the cultural basis of my belief in this approach.
    • I recognize when and how differing viewpoints are effecting interactions, including during these meetings.
    • I can and do adjust my style as appropriate to remain true to myself while interacting in the most effective manner possible. I look for different approaches to collaboration, so that all of my teammates are more likely to be involved.
    • Rating:

  7. Leveraging diversity and inclusion (Building on the diversity (unique skills, experiences, and perspectives) of each team member to enhance business results)
    Example: You are given the opportunity to assign tasks to a group of people working on a new project with you.
    • I get to know the people I work with, including their hobbies, backgrounds,and other skills that may not seem obviously related to the work at hand.
    • I use what I know about people's unique backgrounds, skills, and experiences to give them the kinds of assignments that make the most of their unique talents.
    • I ask people what they want to do, as well as making suggestions that I think can build on their uniqueness.
    • I help teammates find opportunities to communicate with, involve, support, teach, and learn from each other.
    • Rating:
  8. Managing up (Ability to reiterate business case to the people you report to. Including diversity in daily decision making.)
    Example: You have been asked to work on a task team that is addressing retention issues in your organization. Many people, including your boss, see this as strictly a compensation issue, while you see the potential for addressing how the organization values, supports, and leverages employees' unique talents and experiences.
    • I can and do reiterate the business case for diversity, as it relates to retention, to the people I report to, as well as those I work with, and to people who report to me.
    • I include diversity in daily decision making, including the decisions I make as a part of the retention task team.
    • Rating:

  9. Mentoring others (Helping others to succeed through a relationship framed by mutual trust and respect. Sharing your position in relation to others.)
    Example: You work with an administrative assistant who wants to move into a hierarchically higher level of responsibility.
    • I help him or her to succeed through a relationship framed by mutual trust and respect, where I share my experience and ask her or him to do the same.
    • I look for opportunities to help her or him.
    • I know how to develop a relationship framed by mutual trust and respect with this individual.
    • Others, including this person, seek me out for advice or feedback.
    • Rating:

  10. Pragmatism (Understanding the realities of our environment and finding ways to work with them. Remaining persistent.)
    Example: You work in a decentralized, complex organization in which budgets have been slashed. Though you see a comprehensive organizational development strategy as ideal, the system is too complex, and senior leaders interest and support is too varied, for this type of approach to be feasible.
    • I look for opportunities, including organizational needs and leadership support in one small part of the system, and find ways to work with them.
    • I remain persistent in reaching my goal even when the environment includes barriers.
    • Rating:

  11. Self-knowledge (Ability to notice and temporarily suspend reactions, feelings, opinions, and assumptions that are or may be based on stereotypes or incomplete information. Understanding your own culture.)
    Examples:
    • I am aware of, and can name to myself, stereotypes that I hold about specific groups of people.
    • I work at not acting on stereotypes, and at overcoming them.
    • I am aware of the values, beliefs, and norms I live by that are culturally based.
    • I work to understand other cultures¹ values, beliefs and norms.
    • Rating:

  12. Sense of humor (Not taking yourself too seriously. Ability to help others become more comfortable through laughter.)
    Examples:
    • I can laugh at myself.
    • I do not take myself too seriously.
    • I help others become more comfortable through laughter.
    • I use humor that includes everyone and does not put anyone down.
    • Rating:

  13. Skilled with change (Ability to utilize organizational change for constructive transformation and competitive advantage.)
    Example: After yet another reorganization, your department is down-staffed by two full-time people, yet is asked to take on significant additional responsibilities.

    • I look for ways to make this a learning experience.
    • I am comfortable with trying out the change to see if it makes sense for the business.
    • I pull the team together to leverage their skills and technology, with the ultimate goal of an even better end result.
    • Rating:
  14. Strategic vision (Understanding the current organizational climate, including long-range goals and projected challenges, and creatively finding ways to move forward.)
    Example: You are responsible for diversity strategy in a financially struggling organization. Your company has reorganized countless times, and has spun off major subsidiaries in just the last two years. It is likely that the board is considering a merger.
    • I understand the current organizational climate and focus the diversity strategy on ways to be most effective in times of sudden change.
    • I creatively find ways to move forward with the diversity initiative.
    • Rating:

 
 
 
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