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Inclusion Companion Summer 2010

DiversityTrainersPlus - The Inclusion Companion
TIPS, TOOLS AND TECHNIQUES  - SUMMER 2010
 
IN THIS ISSUE OF THE INCLUSION COMPANION
 
 
Mentoring Tips, Tools and Techniques
Bridging the Gender Gap through a Culture of Mentoring (go to it)
Mentoring as a Business Tool at IBM (go to it)
Mentoring through Job-Shadowing (go to it)
Successful Mentoring Across Differences (go to it)
Mentoring as a Vehicle for New Immigrant Integration (go to it)
Communication: A Critical Tool to Strengthen Cross-Gender Mentoring Relationships (go to it)
Bookshelf
Cross-Cultural and Cross-Racial Mentoring: Strategies for Mentors, Protégés and Mentoring Organizations, Maureen J. Brown, 2010 (go to it)
Statistically Speaking
Women and Mentoring (go to it)
Summer Diversity Challenge
Mentoring for Women in Management (go to it)
Latest News
Diversity Management Boot Camp a success, DTP Tool Shop Open & Maureen Brown at Metropolis  (go to it)
 
  Building Inclusion... through Mentoring!  
 

“Relationships across lines of difference are essential for the possibility of social transformation.”
Beverly Daniel Tatum, PhD, Can We Talk about Race?

 
  Maureen Brown | Practice DirectorWelcome to the spring edition of The Inclusion Companion! In this issue we look at mentoring, one of those “mutual relationships” Beverly Daniel Tatum speaks about. Mentoring is a big topic so we focus on mentoring across lines of diversity, particularly gender, race, culture, language and religion. In countries around the world mentoring is increasingly being embraced not only as a tool for professional advancement but also for social integration and transformation. In this issue, for example, we feature tips, tools and techniques from a global mentoring conference I spoke at last fall in Copenhagen. The theme was Mentoring and Networking: Women Building Trust in Our Cities. (View a video here). We also share notes from the workshop I facilitated that featured companies such as IBM and Novo Nordisk, a world leader in diabetes care with offices in 79 countries. I am excited too in this issue to feature my own 54-page booklet, Cross-Cultural and Cross-Racial Mentoring: Strategies for Mentors, Protégés and Mentoring Organizations, which grew out of my Denmark presentation. Mentoring is a powerful tool. See how you can use it to leverage the power of diversity in your organization.

Enjoy!
Maureen Brown | Practice Director and Lead Trainer
 

 
  IN A WORD  
  “If the reality of diversity is not part of the norm (in a mentoring relationship), if it is an afterthought or worse yet, not acknowledged at all, it will either intrude as an uninvited guest…or ignored, it will keep interrupting the (mentoring) dance until it gets the attention it needs.”

Maureen Brown,
Cross-Cultural and Cross-Racial Mentoring: Strategies for Mentors, Protégés and Mentoring Organizations

 
 

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BEST PRACTICE IN REVIEW

 
  Mentoring and Networking: Women Building Trust in Our Cities Conference, Copenhagen, November 2009  

Bridging the Gender Gap through a Culture of Mentoring at Novo Nordisk
Notes from presentation by Eric Dziedzic

Forty-four percent of Novo Nordisk’s 28,000 employees are women. Hear how Novo Nordisk, a world leader in diabetes care did it. Read more..

Mentoring as a Business Tool at IBM
Notes from presentation by Nana Balle

Find out about IBM’s array of mentoring programs, from cross-generation and cross-cultural matching, to reverse and online mentoringRead more..

Mentoring through Job-Shadowing
New Danes in Denmark Program, ISS

Find out how the more than a century-old ISS, Denmark’s largest a facilities management service provider, (world-wide the company has 450,000 staff.) is using mentoring to bring ‘New Danes’-- i.e. new immigrants—from countries such as Turkey, Poland, Sri Lanka and Pakistan into management.  Read more..

 

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TIPS, TOOLS AND TECHNIQUES

Successful Mentoring Across Differences

  1. Start with a narrow definition of diversity (i.e. one or two specific groups) but make it clear you will expand the target groups as the program takes root.
  2. Equip all participants with skills to manage dialogue across the barriers of difference
  3. Ensure that at the highest levels the program has substantial, long-term support and make sure everyone (participants, sponsors and other stakeholders) knows it
  4. Encourage senior leaders to be mentored by more junior employees from diverse backgrounds (‘reverse mentoring')– this sets the tone of mutual learning
  5. Measure attitude shifts by both parties and use this data to promote the program more widely

David Clutterbuck, international mentoring expert and author of several books on mentoring, including Mentoring and Diversity: An International Perspective.

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  Mentoring as a Vehicle for New Immigrant Integration…KVINFO, Denmark

In 2003 KVINFO, Denmark’s primary women service organization, created its Mentor Network, which matches refugee and immigrant women with women who are established in the Danish workforce. Executive Director Elisabeth Jensen shares critical lessons learned. Read more..

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  Communication: A Critical Tool to Strengthen Cross-Gender Mentoring Relationships

What happens when the mentor and the protégé are different from each other in ways such as race, gender and culture? Does mentoring across differences compromise the outcomes? Chips Klien, inventor and business woman, counts mentoring—including cross-gender mentoring—as one of the keys to her success. She shares her observations and experience as a mentor and also as a protégé: Read more..

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  BOOKSHELF  
  Cross-Cultural and Cross-Racial Mentoring:
Strategies for Mentors, Protégés and Mentoring Organizations
Maureen J. Brown, 2010

This 54-page booklet offers insight and practical advice to those participating in mentoring. It presents generic information on mentoring and targeted research on cross-racial and cross-cultural mentoring. Mentoring, it says, is a delicate “dance between two individuals who come together under the glare of the mentoring program and/or their individual need to engage with each other for mutually beneficial reasons”. In cross-cultural or cross-racial relationships some see race and culture as unwelcome ‘cut-ins’, disrupting efforts to be ‘race-blind’. Others, however, view these ‘cut-ins’ as an inevitable dimension that cannot be ignored. What makes the difference in whether race and culture are welcomed or shunned as part of the context within which the mentoring relationship is taking place? What shapes the lenses mentoring organizations or mentoring partners use in deciding whether race and culture should be acknowledged or ignored? The booklet explores this question from the perspective of the mentor, the protégé and the organization. Read more..

 
 

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STATISTICALLY SPEAKING

Did you know…

  • 77% of companies report that mentoring programs increase retention (Centre for Creative Leadership)
  • 35% of employees in companies plan to look for another job within the next year, compared to 16% in companies with mentoring programs (Emerging Workforce Study, 1999. Quoted in Business Week Magazine, March 1999)
  • In a 2001 Catalyst survey 70% of women cited lack of mentoring as a barrier to women’s advancement in financial services firms, while 67% point to exclusion from informal communication networks as the major cause. Response from men were 38% and 25% respectively.
  • In the 2001 Catalyst survey 46% of women of color cited lack of mentoring as the main barrier to their advancement.

View more mentoring statistics here.

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  SUMMER DIVERSITY CHALLENGE  
  Your organization has instituted a mentoring program in an effort to boost the number of women in management. The organization sends out an open invitation to all management but you notice that women members of the management team are visibly absent from the mentor list. What factors would you consider in explaining this result?
 
Possibility #1: The women managers do not feel qualified to take on this task
Possibility #2: The women managers do not trust the organization’s intentions
Possibility #3: The women managers worry that they will be displaced by new rivals
(a.k.a. ‘Queen Bee Syndrome’)
Possibility #4: The women managers deep down feel resentful of the opportunities being ‘handed’ to others that they themselves did not have
Possibility #5: The pool of women managers was too small

Tell us which possibility/possibilities you would act on.  Click here and post your answer.

 
 

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DTP LATEST NEWS

 
  Diversity Management Boot Camp a Success!

Participants from a cross-section of organizations—ranging from the provincial government to small not-for-profits—enjoyed a challenging and productive day April 22 at our first Diversity Management Boot Camp. The workshop was designed ‘boot camp style’ to use tools and training provided to get straight to the heart of specific diversity challenges in their organizations. The afternoon’s ‘fun and games’ had a serious problem-solving purpose, using DTP’s 3 new interactive tools: The Bridges of Empathy Game; the Become Intelligent…Cultural Intelligent Game™; and the Communication Filter Zone Game™. Who says grown-ups can’t learn with building blocks, stick men and poker chips!
View video, pictures and rave reviews from some of our participants..

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DTP Tool Shop Open

The tool shop is open! Our available offerings are small right now but keep checking in with us…many more resources are in the works, including our new tool kit containing the games launched at the Diversity Management Boot Camp which will be available for sale over the upcoming weeks.
Go to DTP Tool Shop..

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Maureen Brown at Metropolis

In March Maureen Brown joined a team from Peel Region that presented on creating inclusion for new immigrants at the Metropolis Conference held in Montreal. The Metropolis theme this year was Immigration and Diversity--Crossroads of Cultures: Engines of Economic Development. Maureen’s presentation was titled: Action Plans to Build Inclusion—Lessons Learnt. Click here for presentation highlights.

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