Page 128 - Appreciative Leadership

The Genius of Inclusion 101

Appreciative leaders balance the power of their position with the
positive power of inclusion. Th ey find creative ways to participate in

conversations as equals. By leaving their titles at the door, they foster

safety and confidence among those whose voices are not oft en heard.

They sidestep attempts to make themselves the center of attention
and authority by evoking self-organizing and shared responsibility.
The leadership of the U.S. Navy, for example, circumvented the sig-

nificant pressure of hierarchy in a series of three-day Appreciative

Inquiry Summits. To achieve their purpose—to cultivate leadership
at all levels—would require a level playing field. So they called for

casual dress at the meetings. Decorated admirals, suddenly indis-

tinguishable from first mates, worked side by side with hundreds

of other participants. By leveling the playing field, the leadership
unleashed unprecedented levels of grassroots engagement, insight,
and collaborative action.

Innovation: The Business Case for Inclusion

Appreciative leaders practice inclusion for a number of reasons. It is
the right thing to do to give people a voice in their own future. It
ensures shared visions and collaboration. It builds trust, respect, and
a positive emotional environment. The strongest case for inclusion,

however, is that it is a key ingredient for innovation. Nothing stimu-
lates creativity and innovation as well as inclusion. When the same
people talk with each other about the same issues over and over again,
the results are the same. When new people are invited into a conversa-
tion, new possibilities arise.

The leaders of Hunter Douglas Window Fashions Division
engaged nearly 100 people—from frontline supervisors to the com-
pany’s president—in their strategic planning process. Participants
prepared in advance by reading reports of the business and conduct-
ing appreciative interviews focused on the company’s competitive
strengths and opportunities. During the meeting they articulated the
division’s core capabilities: