Case Study: Inclusive Leadership at Vodafone Communications giant Vodafone wanted to improve the inclusive culture at their organization. They partnered with the business consulting firm of Schneider & Ross and the drama learning program Steps to create a more inclusive culture at Vodafone through education and action planning. The initial push, designed to raise awareness of the need for inclusive behavior, was made to 250 of Vodafone's senior leaders from all over the world. To accomplish this, Vodafone and its consultant built a 1 1/2-day experiential learning event designed to communicate important information about inclusive practices in a very practical, applicable, and consequential positive way. The program was designed to focus on two specific elements related to inclusion: To help those senior leaders understand why an inclusive culture is so important, and what kinds of contributions are made when organizations practice inclusivity. To give the senior leaders the tools they needed to both practice and model inclusive behavior in the workplace. These tools, provided to the senior leadership, were very practical in nature and focused on how to implement inclusive policies rather than just learning the theory behind them. Inclusive Culture Experience To promote engagement by the attendees, the one-and-a-half-day workshop used a combination of methods to deliver the educational content. Specifically, the event included high-profile guest speakers, interactive audience participation, and a substantial amount of learning delivered through simulation or role-play content. It was this role-play that made the difference for the Vodafone executives. Integrating the role-play into the training event created an environment that promoted honesty and candid communication about difficult issues in the workplace. Specifically, individuals involved in the role-play acted out scenes in which exclusionary behavior was modeled in a funny but informative manner. As the event's participants watched, Vodafone leaders saw how some of their responses and practices were exclusionary even when no such thing was intended. Authenticity was deeply important to the team putting this training together. The workshops were held in 20 different countries around the globe, and each event's role-players were drawn from the local regions. This was critically important because many of the non-inclusive behaviors targeted involved cultural nuances, body language, or figures of speech that might not be culturally relevant in other locations. This improved engagement and made self-reflection inescapable. Did It Make a Difference? So, was this resource-intensive undertaking worth it? It was. A few tangible outcomes that demonstrated success included: Personal action plans Workshop participants used time during the event to create a personalized roadmap to inclusive behavior. Participants took these action plans with them, integrated them into day-to-day business operations, and used them as models for others in the organization who are also focusing on being more inclusive. Women in leadership Executives at Vodafone used the workshop as a launchpad for programs designed to put more women into senior leadership positions. In short, the program was designed to ensure that qualified women were recruited and given fair consideration for executive leadership positions. Recruiting and hiring changes For the senior leaders involved in personnel decisions, the event sparked new interest in the process of recruiting and hiring using inclusive practices. Many of Vodafone's previous recruiting and selection processes were reworked so that they functioned in a more inclusive way. Inclusion beyond the company's employees Diversity and inclusiveness are not practiced within a bubble. Vodafone's relationship with its customers and vendors changed as the company became more inclusive. Vodafone looked at customers differently and vice versa as a result of the company's commitment to inclusive practices. New training tools Since it would not be feasible, given the resources at hand, to put all Vodafone employees through a 1 1/2-day workshop, the most important elements of the event were turned into training tools that could be used over and over again. Specifically, important portions of the event were burned to DVD so that others within the organization could see the role-playing and receive the same benefit from it as the participants. What did Vodafone company do to promote inclusive behavior and with which firm did they partner with? Describe the workshop designed in your own words. What was the outcome of the workshop? Write the answer in your own words.
Case Study: Inclusive Leadership at Vodafone
Communications giant Vodafone wanted to improve the inclusive culture at their organization. They partnered with the business consulting firm of Schneider & Ross and the drama learning program Steps to create a more inclusive culture at Vodafone through education and action planning. The initial push, designed to raise awareness of the need for inclusive behavior, was made to 250 of Vodafone's senior leaders from all over the world. To accomplish this, Vodafone and its consultant built a 1 1/2-day experiential learning event designed to communicate important information about inclusive practices in a very practical, applicable, and consequential positive way.
The program was designed to focus on two specific elements related to inclusion:
- To help those senior leaders understand why an inclusive culture is so important, and what kinds of contributions are made when organizations practice inclusivity.
- To give the senior leaders the tools they needed to both practice and model inclusive behavior in the workplace.
These tools, provided to the senior leadership, were very practical in nature and focused on how to implement inclusive policies rather than just learning the theory behind them.
Inclusive Culture Experience
To promote engagement by the attendees, the one-and-a-half-day workshop used a combination of methods to deliver the educational content. Specifically, the event included high-profile guest speakers, interactive audience participation, and a substantial amount of learning delivered through simulation or role-play content. It was this role-play that made the difference for the Vodafone executives.
Integrating the role-play into the training event created an environment that promoted honesty and candid communication about difficult issues in the workplace. Specifically, individuals involved in the role-play acted out scenes in which exclusionary behavior was modeled in a funny but informative manner.
As the event's participants watched, Vodafone leaders saw how some of their responses and practices were exclusionary even when no such thing was intended.
Authenticity was deeply important to the team putting this training together. The workshops were held in 20 different countries around the globe, and each event's role-players were drawn from the local regions. This was critically important because many of the non-inclusive behaviors targeted involved cultural nuances, body language, or figures of speech that might not be culturally relevant in other locations. This improved engagement and made self-reflection inescapable.
Did It Make a Difference?
So, was this resource-intensive undertaking worth it? It was. A few tangible outcomes that demonstrated success included:
Personal action plans
Workshop participants used time during the event to create a personalized roadmap to inclusive behavior. Participants took these action plans with them, integrated them into day-to-day business operations, and used them as models for others in the organization who are also focusing on being more inclusive.
Women in leadership
Executives at Vodafone used the workshop as a launchpad for programs designed to put more women into senior leadership positions. In short, the program was designed to ensure that qualified women were recruited and given fair consideration for executive leadership positions.
Recruiting and hiring changes
For the senior leaders involved in personnel decisions, the event sparked new interest in the process of recruiting and hiring using inclusive practices. Many of Vodafone's previous recruiting and selection processes were reworked so that they functioned in a more inclusive way.
Inclusion beyond the company's employees
Diversity and inclusiveness are not practiced within a bubble. Vodafone's relationship with its customers and vendors changed as the company became more inclusive. Vodafone looked at customers differently and vice versa as a result of the company's commitment to inclusive practices.
New training tools
Since it would not be feasible, given the resources at hand, to put all Vodafone employees through a 1 1/2-day workshop, the most important elements of the event were turned into training tools that could be used over and over again. Specifically, important portions of the event were burned to DVD so that others within the organization could see the role-playing and receive the same benefit from it as the participants.
- What did Vodafone company do to promote inclusive behavior and with which firm did they partner with?
- Describe the workshop designed in your own words.
- What was the outcome of the workshop? Write the answer in your own words.
Trending now
This is a popular solution!
Step by step
Solved in 3 steps
