Many organizations have taken on the task of looking at inclusion as a viable consideration now that the world is steeped in addressing the more equitable treatment of one another. Major corporations are taking decisive action so as to be front and center on the list of companies that are taking Diversity & Inclusion seriously.

Some are doing a stellar job at rethinking how they do business in a climate where all-eyes-on-you can make or break their brand. Others are paying lip service to inclusion, at least until they get a handle on how to approach what for some, feels like a daunting project. Smaller companies are clamoring to find ways to shore up their reputation in the marketplace by ensuring their organizations are evolving in the 21 century, sensitive to the needs of others while focusing on building their brand around what it means to serve a broader population of customers. This includes how you treat the folks within companies that serve your customers.

Now the International Standards Organization ISO 30415 provides a standard for inclusive behavior in organizations. We have a way to quantify and qualify service management as a way of using specific markers to indicate where a company is doing well and where it can be even more effective at inclusion over time.

On an individual level executives can also now get a clear sense of their own strengths and challenges in building and leading inclusive teams with the Living and Being Leadership Vitality Checkup. I recently caught up with Leilani Raashida Henry, founder of Being and Living and creator of the tool. She had this to say.

“The Leadership Vitality Checkup meets the emerging leadership needs of people and organizations. We focus on key factors that enable the positive performance of individuals and the whole system. You will discover how well you foster creative engagement, inclusivity, and connectedness. These key factors that Polish Your Brilliance may be hidden, misplaced, or yet undiscovered amidst stress at work or in life.  Your individual success factors may need to be located, integrated, or simply given permission to soar.  This assessment tool unlocks your ability to create and encourage an equitable and respectful high performing organization.”

We think it is a wonderful tool and we have now included it in our suite of offerings for the corporate executive. Learn more about it in this month’s blog.

When a customer walks into a particular store, they have expectations, from the layout, the level of service, the merchandise on the shelves, and the overall feeling. A small retail boutique will have precious items creatively displayed and a personal greeting from the proprietor, who will provide personalized attention. A large department store will have wide aisles, neat racks of organized clothing in your size, and room to shop and browse.

None of this can happen without structure and predictability. When the main goal is to move products and services quickly and in high volume, these processes set the store up for success. There are clear expectations of every member of the team.

In an earlier blog, I wrote about three steps from my REACH™ tool, Root, Establish and Assess. It’s my approach to identifying and developing a culture. We’ve added the Leadership Vitality Checkup™, a robust assessment tool that allows leaders to identify precisely in what areas they are strong and where they can use shoring up as it relates to inclusivity and building positive work culture.

In addition, organizations can now find out their Inclusion Score by visiting this LINK. Once you learn more about what needs attention in your organization, I can help you develop a change management initiative that will set your company up for success in getting the people’s side of change running with Swiss watch precision.

Click the button below and schedule a strategy session with me to discuss what you desire in your leadership. We can look at what is most important to you and see what we can identify as what might be getting in your way. Should our discovery lean toward the Leadership Vitality Checkup, we can look at that. If the inclusion score proves the most advantages, we can explore that as well. Just click the button now, and let’s connect!

Covid has impacted almost every aspect of our lives, and retail is no exception. Even though COVID rules have relaxed, for the time being, it has changed the way consumers act and think. More customers are turning to online consumerism to avoid getting sick or dealing with new rules for being in public. Managers balance the shortage of employees with the demands of customers. This requires executives to rethink their culture. They face a choice between trying to conduct business as usual with a few (or many) modifications or expanding into a new marketplace. Adaptations to curbside pickup, service over the phone, preventive measures, and keeping up with local regulations are challenging and necessary.

Before the pandemic, I consulted a publishing company focused on retaining talent. There was clarity among leadership that most jobs paid the same across the board in the various publishing roles. The trick was figuring out how to hold onto their staff, who could easily quit and join a different publishing company. The hands-down choice was for this company to focus on how their people are treated and valued.

The post-pandemic consumer is more educated and informed. They are also more open because they have been isolated and are more interested in engaging in public spaces. Time at home had them researching and buying online. Now that they are out and about, this habit translates into purpose-driven consumers who are more knowledgeable about their product, such as ingredients and what products pair well with other products.

Managers tasked with supervising multiple stores face a reorganization of their structure. They may not get to every store with ease or send someone else in their place. Some stores have even reduced the size of their regions due to restrictions on travel. This results in a greater touchpoint with the business and a smaller carbon footprint for the account executive.

Let’s not forget the safety of workers in the past few years. Managers need to recognize the concerns. Partly to avoid exposure to Covid, more people are leaving traditional jobs to start their own businesses. One Washington Post headline reads, “American’s unemployed are sending a message: They’ll go back to work when they feel safe – and well-compensated.”

All this change triggers numerous unexpected events taking place that wouldn’t have had COVID not entered our reality. New situations present themselves that were not on our radar previously such as supply chain activities. The reactions from staff have changed causing managers and leaders to rethink scheduling, hiring, and how employees are trained. Our reality about retail is continually shifting and the stories that speak to the transformation of industry are vital lessons learned that we benefit from cataloging and telling.

Ask yourself, how well-prepared are you to tell the stories of change in your industry? Click the button below and schedule a strategy session with me. We’ll explore how you can develop your skills to tell the story of change and your leadership journey in making it happen to those who matter most, your stakeholders, customers, employees, and the media.

The people who are often most impacted by climate change are usually the ones who contribute least to the footprint left behind. It is more important now than ever before for us to be mindful of our actions as their consequences can sometimes be irreversible.

Starbucks serves as an example. Beginning with the cup. It takes a large amount of distilled water to produce the cups. Even when coupled with recycled paper. Growing and roasting the beans are water-intensive activities. The bags that carry the beans are non-biodegradable expanding the capacity of landfills on a planet that is not growing bigger. The electricity that it takes to run every store is staggering. Starbucks stars in The Top Three food companies with the largest number of outlets in the world with 16,700 outlets to date. This makes Starbucks the largest coffee company in the world.

Click the button below to book a strategy session. Learn how large a footprint you’re leaving as a leader and how it impacts those you lead.