More behavioral enablers
More systemic enablers
Global
Geography Split
Gender
Race
Seniority
Middle
management
Entry
level
Middle
management
Senior
executives
UK, FRANCE, GERMANY, ITALY
US, CANADA, AUSTRALIA
DATA SAMPLE: GEOGRAPHY BY SENIORITY
Across geographies, inclusion among junior employees tends to rely more on behavioral enablers, particularly the way their supervisors behave, while inclusion among senior employees focused on career progression is more dependent on systemic enablers that can help or hinder their success.
Entry
level
Senior
executives
Even split between behavioral and
systemic enablers
Most effective enablers | UK, FRANCE, GERMANY, ITALY | Senior Executives
• Perf measurement reviews
• Talent development programs
• Coaching & PD conversations
• Team content meetings
• DEI mission and goals
Systemic enablers
• Growth op and transp. feedback
• LT treats all employees equally
• Helping others navigate the org
• Language that helps team engage
• Show empathy for others
• Actively solicit everyone’s opinion
• Honor personal boundaries
• Vulnerabilities without judgment
• Trust and autonomy in my work
• Self-awareness and ownership
• Visibility into context for work
• Right people “brought to the table”
• L: Growth
• L: Diversity of thought
• P: Growth
Behavioral enablers
Most effective enablers | US, CANADA, AUSTRALIA | Senior Executives
• Perf. measurement reviews
• Well-being programs
• Coaching & PD conversations
• Team content meetings
• Employee acknowledgments
• Recognition from leadership
• Safe spaces with supervisor
• Team feedback sessions
• DEI mission and goals
• Company values
Systemic enablers
• Growth op and transp. feedback
• Helping others navigate the org
• Encourage different POVs
• L: Growth
• L: Role modeling
• L: Openness
• L: Sustainability
• P: Growth
• P: Integrity
• P: Role modeling
Behavioral enablers
Most effective enablers | US, CANADA, AUSTRALIA | Middle management
• Talent development programs
• Articulated decision-making resp.
• Promotion opportunities
• Work facilities
• DEI mission and goals
Systemic enablers
• Growth op and transp. feedback
• LT treats all employees equally
• Language that helps team engage
• Right people “brought to the table”
• Helping others navigate the org
• Open and honest communication
• Vulnerabilities without judgment
• Encourage different POVs
• Visibility into context for work
• Address “bad behaviors”
• Visibly authentic to others
• Show empathy for others
• Actively solicit everyone’s opinion
• L: Openness
• L: Growth
Behavioral enablers
Most effective enablers | US, CANADA, AUSTRALIA | ENTRY LEVEL
• Company values
Systemic enablers
• Open and honest communication
• Encourage different POVs
• Show empathy for others
• Growth op and transp. feedback
• Right people “brought to the table”
• Visibly authentic to others
• Helping others navigate the org
• LT treats all employees equally
• Language that helps team engage
• Self-awareness and ownership
• Embrace different working styles
• Actively solicit everyone’s opinion
• Vulnerabilities without judgment
• Visibility into context for work
• Address “bad behaviors”
• Honor personal boundaries
• L: Openness
• L: Sustainability
• L: Growth
Behavioral enablers
Most effective enablers | UK, FRANCE, GERMANY, ITALY | Middle management
• Articulated decision-making resp.
Systemic enablers
• Growth op and transp. feedback
• Open and honest communication
• Visibility into context for work
• Language that helps team engage
• LT treats all employees equally
• Address “bad behaviors“
• Right people “brought to the table”
• Encourage different POVs
• Show empathy for others
• Vulnerabilities without judgment
• Visibly authentic to others
• Actively solicit everyone’s opinion
• Helping others navigate the org
• Embrace different working styles
• L: Coaching
• L: Growth
• L: Openness
• L: Sustainability
• L: Diversity of thought
Behavioral enablers
Most effective enablers | UK, FRANCE, GERMANY, ITALY | ENTRY LEVEL
• Growth op and transp. feedback
• Helping others navigate the org
• Encourage different POVs
• Right people “brought to the table”
• Show empathy for others
• Open and honest communication
• LT treats all employees equally
• Visibility into context for work
• Vulnerabilities without judgment
• Actively solicit everyone’s opinion
• Address “bad behaviors”
• Language that helps team engage
• Visibly authentic to others
• Honor personal boundaries
• Self-awareness and ownership
• Embrace different working styles
• L: Openness
• L: Growth
• L: Diversity of thought
• L: Coaching
Behavioral enablers
All races except white
White
All races except white
White
DATA SAMPLE: GEOGRAPHY BY RACE
This cut of the data shows that systemic enablers provide more increase in inclusion, across all geographies, for employees who identify with races other than white; this analysis shows that if the systems of your organization weren’t built for you, you often need greater systemic support to feel fully included. Adding additional lenses, such as gender or seniority, would reveal additional distinctions.
Most effective enablers | US, CANADA, AUSTRALIA | All races except white
• DEI programming and education
• Talent development programs
• Formal mentorship
• Articulated decision-making resp.
• Coaching & PD conversations
• DEI mission and goals
Systemic enablers
• Growth op and transp. feedback
• Language that helps team engage
• Open and honest communication
• Right people “brought to the table”
• Encourage different POVs
• Helping others navigate the org
• Vulnerabilities without judgment
• Visibility into context for work
• LT treats all employees equally
• Show empathy for others
• Address “bad behaviors”
• Visibly authentic to others
• L: Growth
• L: Openness
Behavioral enablers
Most effective enablers | US, CANADA, AUSTRALIA | white
• Articulated decision-making resp.
• Promotion opportunities
Systemic enablers
• Growth op and transp. feedback
• Open and honest communication
• LT treats all employees equally
• Right people “brought to the table”
• Helping others navigate the org
• Encourage different POVs
• Language that helps team engage
• Visibly authentic to others
• Show empathy for others
• Vulnerabilities without judgment
• Visibility into context for work
• Actively solicit everyone’s opinion
• Self-awareness and ownership
• Address “bad behaviors”
• Embrace different working styles
• Trust and autonomy in my work
• L: Openness
• L: Growth
Behavioral enablers
Most effective enablers | UK, FRANCE, GERMANY, ITALY | All races except white
• Coaching & PD conversations
• DEI mission and goals
Systemic enablers
• Growth op and transp. feedback
• Open and honest communication
• Embrace different working styles
• Language that helps team engage
• Honor personal boundaries
• Address “bad behaviors”
• Right people “brought to the table”
• Encourage different POVs
• Helping others navigate the org
• Show empathy for others
• Visibility into context for work
• Vulnerabilities without judgment
• LT treats all employees equally
• L: Growth
• L: Role modeling
• L: Coaching
• L: Sustainability
• L: Openness
Behavioral enablers
Most effective enablers | UK, FRANCE, GERMANY, ITALY | white
• Articulated decision-making resp.
Systemic enablers
• Growth op and transp. feedback
• Right people “brought to the table”
• Open and honest communication
• Show empathy for others
• Encourage different POVs
• Helping others navigate the org
• LT treats all employees equally
• Visibility into context for work
• Vulnerabilities without judgment
• Actively solicit everyone’s opinion
• Visibly authentic to others
• Language that helps team engage
• Address “bad behaviors”
• Self-awareness and ownership
• Honor personal boundaries
• L: Growth
• L: Openness
• L: Diversity of thought
• L: Coaching
Behavioral enablers
UK, France, Germany, Italy
US, Canada, Australia
Geography Split
Adding a geographic lens reveals that systemic enablers play a larger role in creating inclusion for employees in the US, Canada, and Australia, countries with less comprehensive workforce regulations, than in France, Germany, Italy, or the UK, where behavioral enablers tend to carry greater weight in promoting inclusion.
Most effective enablers | US, CANADA, AUSTRALIA | respondents
• Articulated decision-making resp.
• Talent development programs
• Promotion opportunities
Systemic enablers
• Growth op and transp. feedback
• Open and honest communication
• LT treats all employees equally
• Right people “brought to the table”
• Encourage different POVs
• Helping others navigate the org
• Language that helps team engage
• Show empathy for others
• Visibly authentic to others
• Vulnerabilities without judgment
• Visibility into context for work
• Self-awareness and ownership
• Actively solicit everyone’s opinion
• Address “bad behaviors”
• Embrace different working styles
• L: Openness
• L: Growth
Behavioral enablers
Most effective enablers | UK, FRANCE, GERMANY, ITALY | respondents
• Growth op and transp. feedback
• Open and honest communication
• Right people “brought to the table”
• Helping others navigate the org
• Show empathy for others
• Encourage different POVs
• LT treats all employees equally
• Visibility into context for work
• Vulnerabilities without judgment
• Language that helps team engage
• Actively solicit everyone’s opinion
• Address “bad behaviors”
• Visibly authentic to others
• Honor personal boundaries
• Self-awareness and ownership
• Embrace different working styles
• L: Growth
• L: Openness
• L: Diversity of thought
• L: Coaching
Behavioral enablers
Global
GLOBAL OVERVIEW
Across the world and different groups, Bain’s aggregated data initially appears to show that behavioral enablers are more important than systemic ones for creating inclusion. But when we look through additional lenses, or combinations of lenses, different views emerge. A few of those intersectional lenses are shown here, but many more combinations are possible and reveal deeper insights that have informed our research.
Most effective enablers | Global
• Articulated decision-making resp.
Systemic enablers
• Growth op and transp. feedback
• Open and honest communication
• Right people “brought to the table”
• LT treats all employees equally
• Encourage different POVs
• Helping others navigate the org
• Show empathy for others
• Language that helps team engage
• Visibility into context for work
• Vulnerabilities without judgment
• Visibly authentic to others
• Actively solicit everyone’s opinion
• Address “bad behaviors”
• Self-awareness and ownership
• Honor personal boundaries
• Embrace different working styles
• L: Openness
• L: Growth
• L: Diversity of thought
Behavioral enablers
UK, FRANCE, GERMANY, ITALY
US, CANADA, AUSTRALIA
Men
Women
Men
Women
DATA SAMPLE: Geography by Gender
Viewed through the lenses of both geography and gender, the data shows that behavioral and systemic enablers have different effects on men and women, particularly in the US, Canada, and Australia, where men, for example, gain a greater sense of inclusion from systemic enablers.
Most effective enablers | US, CANADA, AUSTRALIA | men
• Articulated decision-making resp.
• Talent development programs
• Promotion opportunities
• Coaching & PD conversations
• DEI mission and goals
• Company values
• Org op principles for behavior
Systemic enablers
• Growth op and transp. feedback
• LT treats all employees equally
• Encourage different POVs
• Right people “brought to the table”
• Open and honest communication
• Helping others navigate the org
• Visibly authentic to others
• Self-awareness and ownership
• L: Openness
• L: Integrity
• L: Growth
• P: Growth
Behavioral enablers
Most effective enablers | US, CANADA, AUSTRALIA | women
• Articulated decision-making resp.
Systemic enablers
• Open and honest communication
• Growth op and transp. feedback
• LT treats all employees equally
• Encourage different POVs
• Show empathy for others
• Right people “brought to the table”
• Helping others navigate the org
• Language that helps team engage
• Vulnerabilities without judgment
• Visibly authentic to others
• Visibility into context for work
• Actively solicit everyone’s opinion
• Address “bad behaviors”
• Self-awareness and ownership
• Embrace different working styles
• Honor personal boundaries
• L: Openness
• L: Growth
• L: Sustainability
Behavioral enablers
Most effective enablers | UK, FRANCE, GERMANY, ITALY | men
• Articulated decision-making resp.
Systemic enablers
• Growth op and transp. feedback
• Encourage different POVs
• Visibility into context for work
• LT treats all employees equally
• Language that helps team engage
• Open and honest communication
• Helping others navigate the org
• Vulnerabilities without judgment
• Honor personal boundaries
• Right people “brought to the table”
• Visibly authentic to others
• Show empathy for others
• Actively solicit everyone’s opinion
• Trust and autonomy in my work
• L: Growth
• L: Coaching
• L: Openness
• L: Diversity of thought
• P: Growth
Behavioral enablers
Most effective enablers | UK, FRANCE, GERMANY, ITALY | women
• Growth op and transp. feedback
• Show empathy for others
• Right people “brought to the table”
• Helping others navigate the org
• Open and honest communication
• LT treats all employees equally
• Address “bad behaviors”
• Encourage different POVs
• Actively solicit everyone’s opinion
• Visibility into context for work
• Vulnerabilities without judgment
• Self-awareness and ownership
• Language that helps team engage
• Visibly authentic to others
• Embrace different working styles
• Honor personal boundaries
• L: Openness
• L: Diversity of thought
• L: Growth
• L: Sustainability
Behavioral enablers
UK, FRANCE, GERMANY, ITALY
US, CANADA, AUSTRALIA
Click the demographics below to explore | Click + to view enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
Global
Geography Split
Gender
Race
Seniority
Global
Geography Split
Gender
Race
Seniority
Global
Geography Split
Global
Geography Split
Gender
Race
Seniority
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
Senior
executives
Middle
management
Entry
level
• Visibly authentic to others
• Show empathy for others
• Actively solicit everyone’s opinion
• L: Openness
• L: Growth
Systemic enablers
• Growth op and transp. feedback
• LT treats all employees equally
• Language that helps team engage
• Right people “brought to the table”
• Helping others navigate the org
• Open and honest communication
• Vulnerabilities without judgment
• Encourage different POVs
• Visibility into context for work
• Address “bad behaviors”
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
• Talent development programs
• Articulated decision-making resp.
• Promotion opportunities
• Work facilities
• DEI mission and goals
Senior
executives
Middle
management
Entry
level
• Embrace different working styles
• Actively solicit everyone’s opinion
• Vulnerabilities without judgment
• Visibility into context for work
• Address “bad behaviors”
• Honor personal boundaries
• L: Openness
• L: Sustainability
• L: Growth
• Company values
Systemic enablers
• Open and honest communication
• Encourage different POVs
• Show empathy for others
• Growth op and transp. feedback
• Right people “brought to the table”
• Visibly authentic to others
• Helping others navigate the org
• LT treats all employees equally
• Language that helps team engage
• Self-awareness and ownership
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
• Visibility into context for work
• Right people “brought to the table”
• L: Growth
• L: Diversity of thought
• P: Growth
Systemic enablers
• Growth op and transp. feedback
• LT treats all employees equally
• Helping others navigate the org
• Language that helps team engage
• Show empathy for others
• Actively solicit everyone’s opinion
• Honor personal boundaries
• Vulnerabilities without judgment
• Trust and autonomy in my work
• Self-awareness and ownership
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
• Visibly authentic to others
• Actively solicit everyone’s opinion
• Helping others navigate the org
• Embrace different working styles
• L: Coaching
• L: Growth
• L: Openness
• L: Sustainability
• L: Diversity of thought
• Articulated decision-making resp.
Systemic enablers
• Growth op and transp. feedback
• Open and honest communication
• Visibility into context for work
• Language that helps team engage
• LT treats all employees equally
• Address “bad behaviors“
• Right people “brought to the table”
• Encourage different POVs
• Show empathy for others
• Vulnerabilities without judgment
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
UK, FRANCE, GERMANY, ITALY
• Address “bad behaviors”
• Language that helps team engage
• Visibly authentic to others
• Honor personal boundaries
• Self-awareness and ownership
• Embrace different working styles
• L: Openness
• L: Growth
• L: Diversity of thought
• L: Coaching
• Growth op and transp. feedback
• Helping others navigate the org
• Encourage different POVs
• Right people “brought to the table”
• Show empathy for others
• Open and honest communication
• LT treats all employees equally
• Visibility into context for work
• Vulnerabilities without judgment
• Actively solicit everyone’s opinion
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
Senior
executives
Middle
management
Entry
level
Senior
executives
Middle
management
Entry
level
• Perf measurement reviews
• Talent development programs
• Coaching & PD conversations
• Team content meetings
• DEI mission and goals
Senior
executives
Entry
level
UK, FRANCE, GERMANY, ITALY
US, CANADA, AUSTRALIA
Across the world and different groups, Bain’s aggregated data initially appears to show that behavioral enablers are more important than systemic ones for creating inclusion. But when we look through additional lenses, or combinations of lenses, different views emerge.
DATA SAMPLE:
GEOGRAPHY BY SENIORITY
A few of those intersectional lenses are shown here, but many more combinations are possible and reveal deeper insights that have informed our research.
• Company values
Systemic enablers
• Embrace different working styles
• Actively solicit everyone’s opinion
• Vulnerabilities without judgment
• Visibility into context for work
• Address “bad behaviors”
• Honor personal boundaries
• L: Openness
• L: Sustainability
• L: Growth
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
• Open and honest communication
• Encourage different POVs
• Show empathy for others
• Growth op and transp. feedback
• Right people “brought to the table”
• Visibly authentic to others
• Helping others navigate the org
• LT treats all employees equally
• Language that helps team engage
• Self-awareness and ownership
Adding a geographic lens reveals that systemic enablers play a larger role in creating inclusion for employees in the US, Canada, and Australia, countries with less comprehensive workforce regulations, than in France, Germany, Italy, or the UK, where behavioral enablers tend to carry greater weight in promoting inclusion.
GLOBAL OVERVIEW
• Articulated decision-making resp.
• Talent development programs
• Promotion opportunities
Systemic enablers
• Visibility into context for work
• Self-awareness and ownership
• Actively solicit everyone’s opinion
• Address “bad behaviors”
• Embrace different working styles
• L: Openness
• L: Growth
• Growth op and transp. feedback
• Open and honest communication
• LT treats all employees equally
• Right people “brought to the table”
• Encourage different POVs
• Helping others navigate the org
• Language that helps team engage
• Show empathy for others
• Visibly authentic to others
• Vulnerabilities without judgment
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
• Actively solicit everyone’s opinion
• Address “bad behaviors”
• Visibly authentic to others
• Honor personal boundaries
• Self-awareness and ownership
• Embrace different working styles
• L: Growth
• L: Openness
• L: Diversity of thought
• L: Coaching
• Growth op and transp. feedback
• Open and honest communication
• Right people “brought to the table”
• Helping others navigate the org
• Show empathy for others
• Encourage different POVs
• LT treats all employees equally
• Visibility into context for work
• Vulnerabilities without judgment
• Language that helps team engage
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
US, Canada, Australia
UK, France, Germany, Italy
Viewed through the lenses of both geography and gender, the data shows that behavioral and systemic enablers have different effects on men and women, particularly in the US, Canada, and Australia, where men, for example, gain a greater sense of inclusion from systemic enablers.
GEOGRAPHY SPLIT
• Articulated decision-making resp.
• Talent development programs
• Promotion opportunities
• Coaching & PD conversations
• DEI mission and goals
• Company values
• Org op principles for behavior
Systemic enablers
• L: Growth
• P: Growth
• Growth op and transp. feedback
• LT treats all employees equally
• Encourage different POVs
• Right people “brought to the table”
• Open and honest communication
• Helping others navigate the org
• Visibly authentic to others
• Self-awareness and ownership
• L: Openness
• L: Integrity
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
• Articulated decision-making resp.
Systemic enablers
• Visibility into context for work
• Actively solicit everyone’s opinion
• Address “bad behaviors”
• Self-awareness and ownership
• Embrace different working styles
• Honor personal boundaries
• L: Openness
• L: Growth
• L: Sustainability
• Open and honest communication
• Growth op and transp. feedback
• LT treats all employees equally
• Encourage different POVs
• Show empathy for others
• Right people “brought to the table”
• Helping others navigate the org
• Language that helps team engage
• Vulnerabilities without judgment
• Visibly authentic to others
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
• Articulated decision-making resp.
Systemic enablers
• Visibly authentic to others
• Show empathy for others
• Actively solicit everyone’s opinion
• Trust and autonomy in my work
• L: Growth
• L: Coaching
• L: Openness
• L: Diversity of thought
• P: Growth
• Growth op and transp. feedback
• Encourage different POVs
• Visibility into context for work
• LT treats all employees equally
• Language that helps team engage
• Open and honest communication
• Helping others navigate the org
• Vulnerabilities without judgment
• Honor personal boundaries
• Right people “brought to the table”
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
Men
Women
Men
Women
Men
Women
Men
Women
Men
Women
Men
Women
• Vulnerabilities without judgment
• Self-awareness and ownership
• Language that helps team engage
• Visibly authentic to others
• Embrace different working styles
• Honor personal boundaries
• L: Openness
• L: Diversity of thought
• L: Growth
• L: Sustainability
• Growth op and transp. feedback
• Show empathy for others
• Right people “brought to the table”
• Helping others navigate the org
• Open and honest communication
• LT treats all employees equally
• Address “bad behaviors”
• Encourage different POVs
• Actively solicit everyone’s opinion
• Visibility into context for work
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
This cut of the data shows that systemic enablers provide more increase in inclusion, across all geographies, for employees who identify with races other than white; this analysis shows that if the systems of your organization weren’t built for you, you often need greater systemic support to feel fully included. Adding additional lenses, such as gender or seniority, would reveal additional distinctions.
DATA SAMPLE:
GEOGRAPHY BY GENDER
• DEI programming and education
• Talent development programs
• Formal mentorship
• Articulated decision-making resp.
• Coaching & PD conversations
• DEI mission and goals
Systemic enablers
• Address “bad behaviors”
• Visibly authentic to others
• L: Growth
• L: Openness
• Growth op and transp. feedback
• Language that helps team engage
• Open and honest communication
• Right people “brought to the table”
• Encourage different POVs
• Helping others navigate the org
• Vulnerabilities without judgment
• Visibility into context for work
• LT treats all employees equally
• Show empathy for others
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
• Articulated decision-making resp.
• Promotion opportunities
Systemic enablers
• Visibility into context for work
• Actively solicit everyone’s opinion
• Self-awareness and ownership
• Address “bad behaviors”
• Embrace different working styles
• Trust and autonomy in my work
• L: Openness
• L: Growth
• Growth op and transp. feedback
• Open and honest communication
• LT treats all employees equally
• Right people “brought to the table”
• Helping others navigate the org
• Encourage different POVs
• Language that helps team engage
• Visibly authentic to others
• Show empathy for others
• Vulnerabilities without judgment
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
• Coaching & PD conversations
• DEI mission and goals
Systemic enablers
• Visibility into context for work
• Vulnerabilities without judgment
• LT treats all employees equally
• L: Growth
• L: Role modeling
• L: Coaching
• L: Sustainability
• L: Openness
• Growth op and transp. feedback
• Open and honest communication
• Embrace different working styles
• Language that helps team engage
• Honor personal boundaries
• Address “bad behaviors”
• Right people “brought to the table”
• Encourage different POVs
• Helping others navigate the org
• Show empathy for others
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
• Articulated decision-making resp.
Systemic enablers
• Visibly authentic to others
• Language that helps team engage
• Address “bad behaviors”
• Self-awareness and ownership
• Honor personal boundaries
• L: Growth
• L: Openness
• L: Diversity of thought
• L: Coaching
• Growth op and transp. feedback
• Right people “brought to the table”
• Open and honest communication
• Show empathy for others
• Encourage different POVs
• Helping others navigate the org
• LT treats all employees equally
• Visibility into context for work
• Vulnerabilities without judgment
• Actively solicit everyone’s opinion
Behavioral enablers
L: Growth mindset among Leadership
P: Growth mindset among Peers
PD: Professional development
LT: Leadership team
All races except white
White
All races except white
White
All races except white
White
All races except white
White
All races except white
White
All races except white
White
Global
Geography Split