“See me…I see You”: Unlocking the potential of the ‘Global Majority’

Date: December 8, 2021 at 11am EST.

Emotional intelligence and the related competencies must be informed by CQ and by an understanding of DEI to relate and lead most effectively in the diverse contexts of the modern workplace.

Session goals / approach:

  • Goal- Understand by way of personal stories how EQ undergirds and is informed by both an understanding of DEI and cultural competencies.
    • Takeaways:
      • Reframe global majority
      • Advance EQ informed by DEI
      • Advance EQ informed by CQ
  • Introductions
    • Who are you, how did you become who you are?
    • What do you do?
    • What is EQ to you?
  • The moderator defines some parameters of EQ (brief overview)
    • What’s its effect? (disclosing research)
      • Positively correlated to job performance.
      • Cultures of belonging
  • So how do we lead and advance cultures of belonging in global and diverse contexts?
    • What does a culture of belonging mean to you?
      • Global, intercultural, and diverse
        • “Minorities” is a misnomer
    • Who are some of the best examples of high EQ that you know and what do they do differently than others? What does it look like?
      • Empathy and effectiveness
      • Psychological safety to belong and disclose
      • Traits
        • Humility
        • Curiosity
        • Empathy
        • Openness
      • Low EQ:
        • Reactionary, dismissive, condescending
        • Micro inequities and microaggressions.
    • What can you practically do to support high EQ workplaces?
  • What are the practical structures, policies, and behaviors that you personally utilize most frequently to support cultures of belonging in the workplace?
    • Practical
      • Invest in the person, not just the role and function
      • Cultural context to frame experience
      • Compassion at disclosed difficulty
      • Learn to actively listen, immerse yourself in what they’re saying, not just what you need to reply to.
      • Learn names.
      • Ask for feedback
    • Empathetic imagination, watch assumptions of motive. Perspective
    • Practically informed EQ
      • What does the day-to-day look like with EQ? What does it change?
      • What do reviews look like?
      • What does hiring look like?
      • What are some best practices to let your people know you care?
      • What are the biggest challenges in applying EQ in the workplace?
    • Content in system:
      • JW- EQ +reflections - 9 questions

Additional thoughts:

  • Why do you think that research shows that growth in an organization leads to lessening EQ for individuals?
    • “Character is how you treat those who can do nothing for you.” “The lowest ranking person in an organization will likely see the most unadulterated version of each person.”-
      • Create a simple demo that explores one dimension per session, and allows the user to see a sample of the learning content. This can be incorporated as part of each session, allowing a connection to the solution and ideally creating the appetite to learn more.
      • Provide credentials at the end of the 3rd session to allow for “test drive”
  • EQ Feedback
    • Consider presenting research that shows sponsorship and, not just mentoring, are primary factors in advancement (https://www.catalyst.org/research/mentoring-necessary-but-insufficient-for-advancement/ )
    • How can leaders be more inclusive and intentional about mentoring and sponsoring diverse talent?
    • What role do empathy, listening, and self-awareness play in creating inclusive relationships? Visit https://www.ccl.org/articles/leading-effectively-articles/empathy-in-the-workplace-a-tool-for-effective-leadership/
    • Consider using a moderator and having a mentor, mentee, and sponsor on the panel discussing from each perspective; use real-world storytelling to weave in concepts of cultural awareness, communication, and empathy as enablers to effective mentorship and sponsorship
    • Provide key actions and summary learning bringing key learnings from all 3 sessions under the “leading inclusively” in a global environment perspective

Featured Speakers:

Kendice Briggs

SVP of Human Resources, UNIFY Financial

For more than 25 years, Kendice Briggs has provided valuable leadership to organizations in the financial services, retail, and entertainment sectors, leveraging her role in Human Resources to build, refine and redefine corporate culture in some of the most recognizable companies in the world.

Beginning with her extensive experience in the financial services sector, Ms. Briggs’ led the HR function at Downey Savings & Loan Association (now U.S. Bank), she oversaw a team of more than 20 for the $14 Billion financial institution. Ms. Briggs helped to grow the branch infrastructure from 42 branches to over 185 retail bank offices.

In 2008 she joined Westfield Corp., one of the world’s leading shopping center companies with more than $17 Billion in revenue. Leading the HR function at Westfield, Ms. Briggs oversaw all recruitment, employee relations, benefits administration and compliance initiatives for the company’s U.S. corporate division and devised and implemented key programs in the organization’s extensive field operation.

In 2010 one of Ms. Briggs’ most challenging roles so far has been her position as Senior Vice President of Human Resources at Playboy Enterprises, Inc., a brand with more than 97% unaided global awareness, businesses in virtually every corner of the world, and a continually evolving organizational structure.

In 2017 Ms. Briggs leveraged her knowledge and years of expertise in the area of human capital management and opened her own HR consulting service and was able to help numerous clients ranging from entertainment and media firms to non-profit foundations.

Currently Ms. Briggs is the SVP of Human Resources for UNIFY Financial, a $3 Billion financial institution that operates in over 17 states. In addition to overseeing HR, payroll, recruiting and benefits, Ms. Briggs also oversees the facilities function that encompasses all branches and operation centers.

She holds a Bachelor of Arts in Psychology from the University of California, Los Angeles and is currently completing a dual master’s degree in Legal Studies and Dispute Resolution from Pepperdine Caruso School of Law.

Mark A. Tribbitt, Ph.D.

Associate Professor

Dr. Mark A. Tribbitt is an associate professor of strategic management at Pepperdine University. He comes to academia with more than 15 years of experience within the financial services industry. During that time Mark, held a variety of management leadership positions in retail, commercial and wholesale banking.

Mark earned his Ph.D. in Strategic Management from Drexel University, an MBA from Villanova University, and a B.S. in Finance from the University of Delaware. His teaching focuses on strategic management, entrepreneurship, and management of technology and innovation. Mark’s primary research interest deals with the intersection of corporate governance and corporate entrepreneurship.

In addition to teaching and research, Mark has consulted a number of organizations in strategic direction, business model development and operations management. He is also a corporate coach and advisor assisting executives in enhancing their leadership and strategic thinking skills.

Panel Moderator

Dr. Kristin S. Walle

SVP and General Manager, ADP

Kristin’s experience encompasses financial, strategic, and risk with global responsibilities for the past 18 years at Automatic Data Processing (ADP). In this role she oversees $2T of financial transactions, 700 international associates, $140M in expenses, and $100M in new client implementations annually. Her responsibilities extend beyond the global financial operations to include shared services for the compliance solutions division. This includes the client experience, implementation, partner alliance, and program management/lean six sigma operations across seven product lines. Beyond her corporate role, Kristin teaches leadership courses and devotes significant time to the development of leaders through formal mentoring and coaching engagements. Kristin holds a doctorate in organizational leadership and an MBA in finance from Pepperdine University. She also holds a Microsoft greenbelt and has received executive education: Women on Boards from Yale University and executive education: Digital Business Strategy: Harnessing our Digital Future from MIT.

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