People development theme (2): Promotion of Diversity & Inclusion / Development of female leaders

Objectives and targets

"Development of female leaders" x "Promotion of Diversity & Inclusion"

A corporate culture that accommodates and encourages diverse leadership styles is essential for developing female leaders. Value & Vision believes that "development of female leaders" and "promotion of Diversity & Inclusion" are inseparable and should be treated as a set of integral components. We connect these two components and address both female leaders (candidates) and managers simultaneously to change their mindsets and behavior.

Targets: Female managers (and candidates) and their bosses / Executives and middle managers / Other employees

Approaches to "Promotion of Diversity & Inclusion / Development of female leaders"

Premises

Diversity consists of a variety of elements, both visible and invisible. In Value & Vision's programs, we start with the general advantages and disadvantages of Diversity & Inclusion, not jumping to "women" at the beginning, but touching on other D&I elements such as nationality and age.

"Development of female leaders" is a subset of "Development of global leaders (executives through the next generation)" under the title of "People development theme (1)". The only difference is that the former is for women while the latter is for both men and women. Therefore, the approaches and program examples in "Development of global leaders (executives through the next generation)" also applies to "Development of female leaders."

There are two reasons why "women only" sessions are necessary and meaningful:

①	Female participants can concentrate on overcoming woman-specific challenges rather than gender-neutral challenges
②	Women can share their real feelings with the rest of their group in a safe environment with no gender bias and experience a deeper level of learning without distraction

We take the following basic stance when we work on "Promotion of Diversity & Inclusion / Development of female leaders."

(When we say that we take View ② below, we do not mean that we condone unwarranted discrimination against women. We mean that we are against the tacit pressure for "uniformity" that is placed on women in the name of "fairness.")

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Our basic stance

	View ①	Value & Vision's stance View ②
Assumed values	Do not discriminate between men and women = No difference = Pursue fairness	Differentiate between men and women = Different = Pursue business case
Actions taken based on these values	Bring minorities and women closer to the male majority Match in numbers Tacit pressure on women to "conform"	Approach each from both sides, leveraging each other's strengths
Effect on the organization	Short-term increase in the number of women Short-term positive evaluation from outside as a "woman-friendly company" Mid-term wear and tear on female employees Demotivation of male employees	Increase in the number of capable women and improved retention Sustained positive evaluation from the outside as "a company where women have active roles" Corporate culture encourages both men and women to do their best Enhanced performance in sales and profits

Our approach

Perspectives on leveraging differences: reinforce organizational capabilities by combining the strengths of men and women

We ask the question: "How can you leverage the combined strengths of men and women to reinforce your organization?" Assuming that there are physiological differences between men and women, as recent scientific research has shown, we, together with our participants, consider how we can best use these differences in decision making and problem solving.

As a Japanese proverb states: "Those who first suggest it should be the first to do it." We, a man and woman team, work together by utilizing our different strengths and experiences

Kondo, with managerial experience as a woman, and Tokuda, with managerial experience as a man, work together and execute sessions as a unit. We address a variety of issues that our participants present to us, with multiple perspectives such as "women's vs. men's," "workplace vs. management."

Real-life examples of diversity

Value & Vision's professionals have rich experience in collaborating with people of varied backgrounds, including nationality, ethnicity, and job classification, and we have experienced wonderful moments as well as hardships. We tell you our real-life "war stories," not dry theories.

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Program example (1)

"Development of female leaders"

Targets

20 female managers (candidates)

Duration

6 months

Number of sessions

(3 days x 2 times) + (2 days x 4 times) = 14 days in total

An example of a program with ❶ Establishment of leadership, and ❷ Soft skills [people related]

❶ Establishment of leadership

❷ Soft skills [people related]
(self/team management & communication)

❸ Hard skills [object-related]
(thinking and decision making)

❶ Establishment of leadership

Self-discovery, MBTI

Authentic leadership

Career development

Coaching
(from lecturers to groups/individuals)

Role model discovery

Guest speaker sessions/panel discussions

❷ Soft skills [people-related]
(self/team management & communication)

Time management

Self-control, anger control

Team management

Diversity & Inclusion

Multicultural communication

Facilitation

Feedback skills

Coaching skills

Interview skills

Business communication

Proposals and recommendations

❸ Hard skills [object-related]
(thinking and decision making)

Decision making

Logical thinking/concepts

Strategy

Strategy formulation process

Marketing

Accounting (financial analysis)

Finance (project evaluation)

Presentation material development

Program Flow

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	Pre- assign- ments	Day 1 (3 days)	Day 2 (2 days)	Day 3 (2 days)	Day 4 (2 days)	Day 5 (2 days)	Day 6 (3 days)
Sessions		Orientation Expected roles Women's strengths and challenges Authentic leadership (1) Self-discovery, MBTI Guidance on action learning	Sharing practical application of learning in the workplace Diversity & Inclusion Facilitation Self-control, anger control Guest speaker session	Sharing practical application of learning in the workplace Time management Presentation material development Action leaning [interim presentation and guidance]	Sharing practical application of learning in the workplace Business communication Proposals and recommendations	Sharing practical application of learning in the workplace Decision making Coaching	Sharing the overall summary of practical application of learning in the workplace Action learning [final presentation] Authentic leadership (2): leadership declaration and action plan
Extra- curricular activities	Self- discovery	Practical application of learning in the workplace (individual work)
		Discovery of role models (group work)
		Action learning (group or individual work: vision development, etc.) Details

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Program example (2)
We can provide the following program in combination with "Development of female leaders".

"Executive Session"

Targets

The top executives including CEO and the Chairman of the Board

Duration

2-3 hours

Content

What is Diversity & Inclusion (D&I)?

Positive impact of D&I on companies (the essentials and trade-offs)

Status-quo promotion of active roles for women (world/Japan/industry)

Challenges and executives' roles of D&I promotion in your company

Points and examples of messages to be delivered by executives

Approach

Two-way lecture, mini group discussion

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Program example (3)
We can provide the following program in combination with "Development of female leaders".

"Development of female leaders' bosses"

Targets

20 female leaders' (candidates') bosses

Duration

1-2 days

Content

What is Diversity & Inclusion (D&I)?

Positive impact of D&I on companies

Negative mindset in the way D&I is promoted - unconscious bias

Status-quo promotion of active roles for women (world/Japan/industry)

Effective ways to develop female employees

Meanings and challenges of D&I promotion in your company

Approach

Two-way lecture, group discussion

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Program example (4)
We can provide the following program in combination with "Development of female leaders".

"Feel-gender-diversity workshop"

Targets

10 female managers (candidates) and their bosses

Duration

2-3 days

Content

Mixed teams of female managers and their bosses work on a given theme as a group.

① Briefing on the theme (two-way lecture)

② Brief advice on the skills necessary for group work (two-way lecture)

③ Group work and presentation

④ Get-together

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Characteristics of Value & Vision's people development

Clients' concerns and needs

Characteristics of Value & Vision's people development

Unable to apply concepts in the workplace

People learn theory and concepts in class and accumulate knowledge, but they don't know how to practically apply their knowledge in the workplace

OJT-orientated Off-JT

Despite theoretically being Off-JT, our sessions are operated and managed in a manner resembling OJT. We work one-on-one with each participant for a long period of time and use “real” cases from each participant’s workplace as our discussion material

Unable to maintain momentum

People find they cannot maintain their new mindset and behavior after they complete the training sessions

Discovery and empowerment

Using coaching principles, we identify and extract each participant's potential. Leveraging our consulting experience, we raise the participant's sight line to a higher management level, thus helping them to continue to progress on their own.

Unable to connect the dots

There are a variety of programs and subjects offered in the training market, but usually each one is compiled by a different lecturer or text writer. The programs are like unconnected dots.

Continuous and consistent content

Our professionals create unique training content based on our work and our learning/teaching experience. We present concepts encompassing different subjects and ensure consistency of wording and frameworks throughout.

Too cookie-cutter

Training content is cookie-cutter and not tailored to the client's specific issues and concerns.

Tailor-made

Our consistent, original content allows us to develop and propose program structures tailored to each client's development needs.

Japanese-English joint sessions

We would like to hold joint sessions for Japanese and non-Japanese managers in a mixture of Japanese and English languages.

Bilingual program

We can provide material and operate programs in English. We can also deliver sessions conducted in a mixture of Japanese and English without using interpreters.

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Down-to-earth

I could learn a lot from the vivid real-life examples and could apply what I learned to my everyday business. The sessions were not one-way lecturers, and participants were encouraged to weigh in at any time. That's why I could learn, not only from the lecturers but from my fellow participants

Female manager participant in "Development of female leaders"
Boosted self-awareness overcame excessive uneasiness

The self-discovery sessions enabled me to deeply understand my latent strengths and challenges. As a result, I could overcome my excessive uneasiness and unwarranted lack of self-confidence.

Female manager candidate participant in "Development of female leaders"
Changes in behavior became evident as the sessions went on

My subordinate began to understand her particular challenges through the sessions. As a matter of fact, I had pointed out the same issues to her over and over again, but she just turned a deaf ear. I was happy to notice the change in her behavior as she participated in more and more sessions.

Boss participant in "Development of female leaders"
Creating momentum for participants' change

I appreciate your efforts in understanding our current situation and coming up with a tailor-made program in such a short time. I noticed that one group was staying beyond the formal session time to continue their discussion. I believe your session provided the momentum for them to change their way of thinking.

Male manager participant in "Promotion of Diversity & Inclusion"
Persuasive sessions backed with real experiences

The sessions offered a rich structure, with formats including lectures, discussions, and workshops, and I was never bored. I could learn practical tips like women's internal walls, which I was immediately able to apply in my day-to-day management. I also found the lectures persuasive because they were backed by the real-life experiences of both male and female professionals.

Male manager participant in "Development of female leaders' bosses"
Understanding why companies need Diversity & Inclusion

I realized the importance of D&I, not only from the standpoint of developing female employees, but from the standpoint of the company's fundamental needs. The lecturers' real-life experiences enabled me to clearly visualize the benefits of D&I.

Male manager participant in "Development of female leaders' bosses"
Discovering hidden gender bias

I realized I had a hidden gender bias. Looking back, I may have paid too much attention to the "female" aspects of my women subordinates when I allocated jobs. My excessive care may have hindered their personal growth.

Male manager participant in "Development of female leaders' bosses"
Realizing that women have unique strengths that are different from men's strengths

The "Feel-gender-diversity workshop" made me aware of our female employees' potential and their unique strengths. I strongly believe that active roles for women are indispensable for the future of our company.

Male manager participant in "Feel-gender-diversity workshop"
Gaining confidence in me

I tended to be reserved in my workplace as women are a minority. In a workshop with a 50/50 gender ratio, I was able to freely express myself without a "minority complex," and I gained confidence in my behavior.

Female manager participant in "Feel-gender-diversity workshop"

Objectives and targets

"Development of female leaders" x "Promotion of Diversity & Inclusion"

Approaches to "Promotion of Diversity & Inclusion / Development of female leaders"

Perspectives on leveraging differences: reinforce organizational capabilities by combining the strengths of men and women

As a Japanese proverb states: "Those who first suggest it should be the first to do it." We, a man and woman team, work together by utilizing our different strengths and experiences

Real-life examples of diversity

Program example (1)

Program example (2)

Program example (3)

Program example (4)

Characteristics of Value & Vision's people development

Down-to-earth

Boosted self-awareness overcame excessive uneasiness

Changes in behavior became evident as the sessions went on

Creating momentum for participants' change

Persuasive sessions backed with real experiences

Understanding why companies need Diversity & Inclusion

Discovering hidden gender bias

Realizing that women have unique strengths that are different from men's strengths

Gaining confidence in me