Boyscouts Diversity As A Tool of Leadership 3

DIVERSITY:
A Tool for Leadership

Boy Scouts
Introduction Summary:
Diversity an Introduction
We will approach Diversity as a tool of leadership by looking at 3 dimensions of leadership. People, Process and Power.
Diversity is the who, the People In our organizations, those we serve and stakeholder who believe in our mission .
Diversity includes both the accounting and recognition of the legal and general understanding of difference and
commonalities as we seek the full utilization and development of all human potential to effectively achieve our common
objectives or goals.
Equity is how, the Processes. Equity differs from Equality in that equality suggest processes are the same for every person
regardless of differences or context. Equity takes into account the uniques needs and the context, both current and past,
and seeks to provide accessible entry points into the organizations resources, influence and power..
Inclusion is what we do that allows power to flow. Inclusion is what is built when we account for commonalities and
differences and create accessibility to the organization resources in ways that capitalize on a diversity of skills and
backgrounds in our groups. Also .Inclusion is a set of policies, procedures and paradigms that provide systematic
opportunities for the organization to maximize the contributions of staff, communities we serve and stakeholders to build
its capacity to meet the challenges of changing demographics.
Andre Koen / AM HORIZONS TRAINING GROUP / copyright 2017 / andrekoen.com / 651-998-9376 / andre@amhorizons.com
Segment Time Topics Worksheets
Video 1: 15 V:1:1 Diversity: Commonality/Difference Reflection Sheet:

What Is Diversity MIN What
V:1:2 Equity: How We Treat People So What
Now What
V:1:3 Inclusion: Removing Barriers to Participation Dos/Donts
Diversity is the accounting and mindfulness of our commonalities and differences. Often organizations have focused on one
of those aspects or the other. Differences are easy to see, communication styles, social backgrounds, gender and race are
often the aspects where we draw lines of difference. The Equal opportunity employment commission, the americans with
disabilities act and Title 9, Gender equality in educations are all attempts to heal the systemic harms caused by the false
inferiority and under valued gifts that differences offer. Yet, when we look at the core motivations of human beings we can
recognize we are all seeking safety, significance and belonging. The Human experience provides for us many similar
challenges and experiences that require universal responses. We need Safe spaces to develop, we long to Love and be
loved and desire community where our talents can be utilized.Our Methods may be very different, the words we use to
express our core values may have contextual meaning and many of the desires we seek may look very different. It is these
human commonalities that allow us to look past our superficial differences and unite around our common goals. Yes, working
with differences comes at a cost, but groups that value and leverage diversity achieve greater performance and more impact.
It is not easy and require attention and work. This is is the call of leaders and servant leadership. ( 220 word count=2 minutes)

Now What
Diversity is the accounting of and recognition of our commonalities and differences. We express and attempt to reach our
common goals in different in ways. We can discuss methods when they differ when we remind ourselves and the people we
work with that we share many of the same values.
3 Things to remember
We are more alike than we are different
We have common goals and we express them differently
We can build strength by recognizing and accepting our differences
3 Things to do:
Acknowledge visible and invisible differences and commonalities; for example :learning styles, personality preference,
cultural backgrounds
Require team members to regularly change roles, responsibilities and work with people they dont work with
often
Encourage team members continue to build relationships outside of the working sessions
Summary:
We've talked about what diversity is, why it is important, how to engage people, and incorporate approaches that are rooted
in diverse experiences. This look at diversity is the first step in the artful demonstration of effective leadership.
As leaders our task in working towards maximizing diversity in organizations and group will require practice and skill
development. In the next few sections we will explore how to what culture is, how to build relationships with from individuals
from different cultures, that allow us as leaders to help groups build on multicultural perspectives to work towards common
goals and develop character.
It is important for each of us to be aware of how our own cultural experiences have shaped our paradigms and worldviews.
Although we all dont want the same things, we do yearn for similar things, Safety, significance and belonging. The
differences we think we see are just OBSTACLE illusions, Artificial barriers to human development and relationships. By
recognizing our differences and our commonalities,We can transform our groups and organizations,into equitable
non-oppressive, and inclusive development spaces for leaders.
Reflection
aesthetics (the art of what we
What is one thing you are going to do)
do: personal (self awareness)
ethics (moral knowledge)
in the next 24 hours, empirics (scientific knowledge)
in the next week, i
n the next month,
in the next year.


Now What
Equity, is about how we treat people. A word picture that is often used when explaining Equity and its counter part Equality,
with that Equality is making sure that everyone has shoes, while Equity is making sure people have shoes that fit. Let's take
this one step further...and ask this question Why do we want shoes that fit people? Political Correctness has done most of
us an intellectual dis-service by socially mandating what can and cannot be thought or spoken. We would better be served by
asking the question and demanding answers to this question: Why would I want to call them or How does that behavior
help the situation? We know that human potential most often rises and falls to the level of expectation of leaders, parents,
teachers or police officers. Equity is about how we create space for the maximization of human development by removing or
mitigate barriers that only get in the way of that development. Bureaucracies are systems designed to benefit those who
create them even at the detriment of those who use the systems. Equality is about Fairness, but we only have to turn to our
early upbring to see the fallacy of that mindset, Life is not fair! is often the anthem of parenting. Equity is Unfair, it is about
learning what works, what motivates and how we eliminate barriers that limit human potential. It is unfair for stadiums to
provide two womens lavatories to every one male Lavatory, yes a 2:1 ratio or gender neutral spaces. Who benefits? We all
do.

Now What
Equality is about Fairness, Equity is Unfair, it is about learning what works. As leaders we must be critical and systematic to
find the methods, resources and approaches that bring out the best of our groups as we seek to build competence and
character.
3 things to remember:
Equality focuses on fairness of opportunity
Equity focuses on quality of outcome
Equity may look like different treatment
3 Things to do:
Define your goal or desired outcomes for diversity and equity
Think about the many paths to that goal or outcome given your group's diversity
Remove barriers or procedures that keep them safe, builds character but may limit the group's ability to reach the
goals.
Summary:V:1:2 Equity: How We Treat People
A disorienting dilemma loss of job, divorce,
marriage, back to school, or moving to a new
culture
Self-examination with feelings of fear, anger,
guilt, or shame
A critical assessment of assumptions
Recognition that ones discontent and the
process of transformation are shared
Exploration of options for new roles, relationships
and actions
Planning a course of action
Acquiring knowledge and skills for implementing
ones plans
Provisional testing of new roles
Building competence and self-confidence in new
roles and relationships
A reintegration into ones life on the basis of
conditions dictated by ones new perspective.
Video 1: 15 V:1:3 Inclusion: Removing Barriers to Participation Reflection Sheet:

So What
Inclusion is about removing barriers to participation. As Leader we must create space where process, attitude and behaviors
Now What
that dont aid in the reaching of are goals are questioned.Physical barriers to participation like how, where and at what time
we meet need to be taken into account, especially for those with special need or transportation issues. Dos/Donts
Inclusion is not about
lowering the bar it is about asking the purpose of the bar and augmenting that bar if it in fact helps us reach our
predetermined outcome. Inclusion is also about power. Power is the ability to get things done or to do work. What in our
society allows people to get things done? Often money, political influence, acquisition of resources or an appointed position
are equated with power. However, many of us know individuals without huge political influence, who have not accumulated
large sums of wealth but have used their power to change the world. So inclusion is about how do we recognized the
contributions of diverse voices, provide access to resources, provide decision making process that affirm the individual and
moves beyond tokenism.
Tokenism is the practice of making a symbolic effort to do a particular thing, especially by recruiting a small number of people from
underrepresented groups in order to give the appearance of equality within an organization or group. Tokenism is problematic because
places an undue responsibility on the underrepresented group to speak for all of their group but also create a false sense of feeling of
accountability and accomplishment. An Inclusive approach would ask key question that drive and influence group dynamics,
performance and growth. Key Questions: how do we Recruit new people to lead? How do we Build bridges to underserved
population and resources that are mutually benifiecial? n

Now What
Inclusion is about removing barriers to participation. As Leader we must create space where process, attitude and behaviors
that dont aid in the reaching of are goals are questioned.Physical barriers to participation like how, where and at what time
we meet need to be taken into account, especially for those with special need or transportation issues. Inclusion is not about
lowering the bar it is about asking the purpose of the bar and augmenting that bar if it in fact helps us reach our
predetermined outcome.
3 Thing to think about

We all have challenges we face, they may feel or look different
Inclusion is about created space for us all to work together towards a goal
Inclusion is not about lowering the bar, but changing ineffective or unnecessary bars
3 Things to do
Weigh current policies and practices against the needs of the group, legal boundaries and tradition
Be responsive to information that could help the group develop character and reach outcomes
Be flexible and responsive to the needs of the group in ways that will produce the desired outcomes and builds
character
Summary:V:1:3 Inclusion: Removing Barriers to Participation
An individual has not started living until he can rise above the narrow confines of his individualistic concerns to
the broader concerns of all humanity.
Martin Luther King, Jr.
Summery
Video 2: 15 V:2:1 Leadership for What? Reflection Sheet:

Diversity as a Tool MIN What
of Leadership V:2:2 Culture/Context So What
Now What
V:2:3 Conflict/Communication Dos/Donts
Leadership is the act of moving ideas or groups towards a set of goals. The leader is the person who drives that process either
from a position of authority or a position of influence. The servant leader a style of leadership where the leader uses
his/her/their knowledge, skills, abilities and resources for the betterment of the group and seek no glory or praise for
themselves. Servant leadership often come at great personal and professional costs.
Can you think of some Servant leaders and what price did they pay? Dr. King, Mother Theresa or Malala Yousafzai just to
name a few. For those you you who dont know, Malala Yousafzai is a Pakistani activist and the youngest-ever Nobel Prize laureate.
Yousafzai was injured on 9 October 2012 by a Taliban gunman when he attempted to murder her for going to school.
Why did they task such huge risks? To be a servant to humanity. No man is an island the old adage states. Humanity is a
relational act. Can you image what would happen to a fruit tree if the juices of that tree were exclusively fed back to that tree?
How healthy would that tree be? Not very healthy at all. Why? Because the juice of the tree is design to be consumed by
others. So it is with our leadership, time and talents. Why is it that the World War II Veterans are called the Greatest
Generation? Because of the Great Service they gave. So yes, Dr. King was correct everyone can be great because everyone
can serve.

Now What
Leadership is the act of moving ideas or groups towards a set of goals. Leadership is about service and the recognition that
moving people toward common goals can be challenging but the rewards of goal accomplishment, individual engagement
and team development can outweigh those challenges.

Leadership is more than a position, it is about how to create collective action
Leaders must understand the roles of followers by having been a follower
Leadership is a balance of the goals and the people, it is about service to both
3 Things to do
As a Leader one must be mindful of the goals and outcomes
Engage, enlist, encourage the group in the building of strategies, approaches and action plans towards the goal
Hold the group accountable for the achievement or failure to accomplish the goals; Teachable moments
Summary:V:2:1 Leadership for What?

Now What
Context is Everything! Context is simply the geographic places where we developed, the physical environment we were
socialized in and the governmental and religious systems that educated us. Our methods and learnings from this context we
will call culture. Culture is an adaptation to a particular context. Minnesota and Florida approach winter very differently
because of the context, consequently they have very different cultures. We know that as time moves forwards context
changes. Context is constantly shifting and changing therefore culture is always in a state of flux. Fashions, fads and taboos
are clear markers of these cultural shifts, todays pet rock will be tomorrow's fidget spinner.
Culture has a core set of values that are physically manifested as artifacts. Arts, Music, Food presentation, Clothing are all
representation of the value a culture holds. These artifacts are designed to designed to teach future generations the core
values and history of their cultural group. SO when we see customs we dont understand, communication styles foreign to us
as a leader i might want to find out more about the context from which that cultural norm has come.

Now What
Context is Everything. Understanding someone background is critical the understanding them. The more information you
have about the people in your groups the better you will be able to recognize what they all have to offer the team. As you
move these individuals in toa functional team the recognition of their background could be critical the the team's
development.
Context is the nurturing or developmental environment we have had very little control over
Geography, location and our generations have a huge impact on our world view
To better understand individuals and groups it helpful to get to know where they come from, their stories
3 Things to do
Recognize that you have a context and culture that has helped you produce a worldview and paradigm
Provide opportunities for your group to share back ground, learning styles and challenges they have overcome
Ask groups when faced with conflict to take a step back and ask if the impasse could be a context or cultural issue?
Summary:V:2:2 Culture/Context

Now What
There is no inherent conflict between human beings. People have to be taught to dislike each.
What we typically refer to as conflict is often differing methods to a similar goal. High context Cultures, Low context cultures,
Personality types, personal preferences could all be sources of perceived conflicts when in fact they are more about our
approaches to goal attainment. We want similar things but not all the same things. We can engage in interpersonal conflict
which are often rooted in our worldview. It is important as leaders to recognize the difference between personal conflict and
conflict around ideas or solutions. Conflict around ideas or solution are also have emotional attachments that require the
leader to engage the emotional responses, address the concerns and help the group move towards the shared goals.
We dont all want the same things. There is more than one car company, our jeans selection is almost limitless and the
resources we seek to advance our lives can be augmented, replaced or repurposed. How we communicate could also be a
source of conflict. Conflicts in Communication often result from a lack of understanding culture, a lack of time building
relationships and a lack of understanding core motivations. Many individuals would rather avoid conflict, as leaders we must
use our tools of communication to help navigate perceived conflict.
Understanding group dynamics, Bruce Tuckman in 1965, said that these Norming, forming, storming, and performing phases
are all necessary and inevitable in order for the team to grow, face up to challenges, tackle problems, find solutions, plan
work, and deliver results. As a leader it is important to use the tool of communication to navigate individual and groups
through conflict
Andre Koen to results.
/ AM HORIZONS TRAINING GROUP / copyright 2017 / andrekoen.com / 651-998-9376 / andre@amhorizons.com

Now What
Forming The team meets and learns about the opportunities and challenges, and then agrees on goals and begins to tackle the tasks.
Team members tend to behave quite independently. They may be motivated but are usually relatively uninformed of the issues and objectives
of the team. Team members are usually on their best behavior but very focused on themselves. Mature team members begin to model
appropriate behavior even at this early phase. The meeting environment also plays an important role to model the initial behaviors of each
individual. The major task functions also concern orientation. Members attempt to become oriented to the tasks as well as to one another.
Discussion centers around defining the scope of the task, how to approach it, and similar concerns. To grow from this stage to the next, each
member must relinquish the comfort of non-threatening topics and risk the possibility of conflict.

Now What
Storming In this stage "...participants form opinions about the character and integrity of the other participants and feel compelled to voice
these opinions if they find someone shirking responsibility or attempting to dominate. Sometimes participants question the actions or decision of
the leader as the expedition grows harder...".disagreements and personality clashes must be resolved before the team can progress out of this
stage, and so some teams may never emerge from "storming"or re-enter that phase if new challenges or disputes arise. [4] In Tuckman's 1965
paper, only 50% of the studies identified a stage of intragroup conflict, and some of the remaining studies jumped directly from stage 1 to stage
[5]
3. Some groups may avoid the phase altogether, but for those who don't, the duration, intensity and destructiveness of the "storms" can be
varied. Tolerance of each team member and their differences should be emphasized; without tolerance and patience the team will fail. This
phase can become destructive to the team and will lower motivation if allowed to get out of control. Some teams will never develop past this
stage; however, disagreements within the team can make members stronger, more versatile, and able to work more effectively as a team.
Supervisors of the team during this phase may be more accessible, but tend to remain directive in their guidance of decision-making and
professional behaviour. The team members will therefore resolve their differences and members will be able to participate with one another

Now What
Norming "Resolved disagreements and personality clashes result in greater intimacy, and a spirit of cooperation emerges." [6] This
happens when the team is aware of competition and they share a common goal. In this stage, all team members take the responsibility and
have the ambition to work for the success of the team's goals. They start tolerating the whims and fancies of the other team members. They
accept others as they are and make an effort to move on. The danger here is that members may be so focused on preventing conflict that they
are reluctant to share controversial ideas.
Performing"With group norms and roles established, group members focus on achieving common goals, often reaching an unexpectedly
high level of success."[7] By this time, they are motivated and knowledgeable. The team members are now competent, autonomous and able to
handle the decision-making process without supervision. Dissent is expected and allowed as long as it is channelled through means acceptable
to the team.

Now What
There is no inherent conflict between human beings. Although we may want many of the same thing, how we attain these
things may be quite different. People have to be taught to dislike each other.
As the song statement from the Musical South Pacific:
To hate and fear, You've got to be taught From year to year, It's got to be drummed In your dear little ear You've got to be carefully taught.

Conflict is often rooted in a perception that goals cant or won't accomplished or reached
Conflict can be mitigated when we seek to understand culture, goals and motivations
All human beings are looking for Safety, Significance and belonging
3 Things to do
Educate the group on the learning and life cycle of groups, Forming , Norming, Storming, Performing
Practice working through conflict, team building games or activities
Hold the group accountable for conflict negotiations by working through them and reminding them of the goals and
outcomes.
summary:V:2:3 Conflict/Communication
Video 3: 15 V:3:1 Servant Leadership Reflection Sheet:

Diversity MIN What
Demonstrated V:3:2 Leader as Coach So What
Through Now What
Leadership V:3:3 Leader as Mediator Dos/Donts
While servant leadership is a timeless concept, the phrase servant leadership was coined by Robert K.
Greenleaf in The Servant as Leader, an essay that he first published in 1970. In that essay, Greenleaf said:
The servant-leader is servant first It begins with the natural feeling that one wants to serve, to serve first.Then conscious
choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need
to assuage an unusual power drive or to acquire material possessionsThe leader-first and the servant-first are two extreme
types. Between them there are shadings and blends that are part of the infinite variety of human nature.
The difference manifests itself in the care taken by the servant-first to make sure that other peoples highest priority needs
are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served,
become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the
least privileged in society? Will they benefit or at least not be further deprived?
A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While
traditional leadership generally involves the accumulation and exercise of power by one at the top of the pyramid, servant
leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform
as highly as possible.

Diversity MIN What
Through Now What
Servant-leadership is about building the capacity of the group to solve their problems, come up with solution and take actions
that you as the leader help facilitate. As the leader it is important that one focuses the group on its ability to respond to
challenges to the goals and not rely on the leader as the only source of knowledge and inspiration. The leader's job is to help
them do the work.

Servant Leadership is mission and people focused
Power, resource and influence is accumulated in the service of the mission or the group
Your gifts and talents are designed to advance the groups and not yourself although you may gain much from the
groups success
3 Things to do
Keep the goals of the group as the central focus, it is the group's job to do things
Make sure that the group does not focus primarily on one person or small group to do the majority of the work
Engage all group members and share knowledge and resources as much and as often as you can,
Practice: Servant Leadership
Exercise:
Before you go on, write down a list of Three leaders you know personally, know about or are people you admire
tremendously.
What about their leadership is compelling to you?
What are they or did they accomplish that draws you to them?
How do they/ did they engage others to follow them?
What personality traits do they have that mirror your own?
Which of them would you say the qualities of a Servant Leader as described in this session?
In your opinion Does their Servant Leadership approach impact their effectiveness?
IN SUMMARY
Servant Leadership
Advancing diversity, equity and inclusion begins with recognizing that we each have the power to serve and lead. According
to Robert Greenleaf, who coined the term servant leadership, this exercise of power begins with the natural feeling that
one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.
The servant leader recognizes that leadership much like any tools must be used in concert with other tools. As A hammer is
a tool, it is important to have an understanding about how one can use that tool and in whose hands that tool is in. Servant
leadership can be used to build; to create; to accomplish group and organizational goals. Servant leadership places the
leader as the facilitator of the group's effort and not the center of their focus.
The Servant leader practices the following skills in hopes of mastering them as a carpenter uses a concert of tools to build
a home:
These skills include:
Listening to others, both minority and majority voices

Involving others, of all skill levels, backgrounds and learning styles
Promoting teamwork rather than individual decision making, consensus building
Enhance problem-solving skills, allows to group to create methods to achieve outcomes
The wise servant, then, is as careful with power as they would be with any tool,, always trying to make sure to use the
correct techniques to gain the desired outcomes not for themselves but to insure the increased capacity and character
development of the group in advancement towards a goal.

Diversity MIN What
Through Now What
Leader as Coach
A coach is one who teaches, develops and helps their group identify obstacles that prevent their ability to
achieve common goals. Coaching is about strategically and tactfully asking the right questions, providing the
space to create answers that make sense for the group in its context. Coaches employ the Socratic Method,
asking questions that get the group to think, often in new and different ways. Asking strategic questions guides
thinking. Facil, in spanish means easy, it is the leader's responsibility to make the groups work easy by creating
space for group problem solving. Leaders as Coach dont look to solve problems but is seen as the facilitator of
processes where the group creates the value for the actions they will choose to take. The leader may see a
faster or simpler way and want to help the team, this however in many circumstances will delay the skill
development of the group. Coach takes time, and when practiced, the group develops in ways or create
solutions that the leader may not have even thought of. Coaches are thoughtful,energetic, passionate and lead
by example.

Diversity MIN What
Through Now What
Leader as Coach is really about the development of the team. Modeling, Teaching and correcting their skills and character
development with a goal in mind. Coaches look for the unique gift or talent in each individuals and works to develop a team
that complement and accentuates these talents toward a common goal.
3 Things to think about
Coaches are more focused on development, knowing success comes from sound foundational skills
Coaches are strategic in the use of discipline, reward and critical feedback, all focused on the development of their
team and are comfortable with small failures as these lead to greater understanding and hire performance
Coaches make complex processes accessible and seem easy as they require excellence in the practicing of those
skills
3 Things to do
Instruct, offer opportunities for guided practice and offer continued support
Build on the failures and success of the group, Teachable moments, Model what you want your group to be
Hold high standard for character development and skill acquisition while taking time to build toward those skills
Summary:V:3:2 Leader as Coach

Diversity MIN What
Through Now What
Leader as Mediator:Being a leader means you must be a source of inspiration for groups your serve. You must
sense when morale is low and do something that revitalizes them. Mahatma Gandhi said be the change you
wish you see, so if you want upbeat, take initiative type individuals, it starts with your modeling. Leaders look
to clarify goals while bringing the diversity of thought, attitudes, mindsets and behaviors to work in concert
towards goals. Leadership in this role requires decisive decision making and the building of consensus to work
towards the goal in the face of disagreement. Mediators, understand culture, context, communication styles,
conflict styles and work to get the group through conflict upholding the highest values of the group.
Helping groups navigate through challenges together, while not losing attention and enthusiasm takes a leader
who is committed to the development of the group. Sometimes it is more important to be effective then to be
right and Mediators look for those solutions that increase effectiveness even if the road seems longer.

Diversity MIN What
Through Now What
Leadership is best demonstrated when the leader can maximize all the talent of the group, navigate them through challenges
and encouraging them to do more than they set up to accomplish. Helping the group be decisive and own successes and
failures is the hallmark of this leadership style.

You must be a source of inspiration and encouragement
Mediators must have or voice minority opinions that might not otherwise be heard
Must make sound decisive decisions once all the information has been gathered.
3 Things to do
Keeps the diversity of skills, thoughts and backgrounds focused on the accomplishment of goals
Look for solutions that help develop character, individual skill and group effectiveness
Work to continue Understanding the role context, culture and conflict play in process of group decision making
Summary:V:3:3 Leader as Mediator
Reflection; Take this time to think about the concepts in this session.
What
Video 1: What Is Diversity
Objectives Reflection Questions
Diversity: -Assessing self accurately How do you know who you are? What things might you have in
Commonality/ -Recognizes commonalities and common with someone you see as different? What differences
differences might in others could be seen as a strength? How might people
Difference
-Values the contributions of all draw strength from their differences and commonalities?
Equity: How We -Works towards engaging group

Treat People members
-Recognizes the importance of
listening
-Implements practices that create
respectful environments
Inclusion: -Manages Human resources by

Removing assessing skills and distributing
work
Barriers to
-Helping others learn needed
Participation knowledge and skills
-Working with people from diverse
backgrounds
Video 2: Diversity as a Tool of Leadership
V:2:1 -Leadership is relational

Leadershi -Moving towards goals
p for -Service to others
What?
V:2:2 -Context drives Culture

Culture/C -Understanding others Context
ontext -Core Human Motivations
V:2:3 -Nature of Conflict and

Conflict/C Communications issues
ommunic -Skills for navigating Conflict
ation and better Communication
-Working with people from
diverse backgrounds
Video 3: Diversity Demonstrated Through Leadership
V:3:1 -Your Fruit is not for you

Servant -Resources to help group attain
goals
Leaders
-Everyone can be great, everyone
hip can serve
V:3:2 -My Own Self: Know and Value

Leader themselves
-At My Very Best: Leaders empower
as
strengths of others
Coach -All the Time: For a variety of
situation
V:3:3 -Understands groups dynamics

Leader -Works to help the group solve its
problems
as
-Stands firmly on the guiding core
Mediator principles
Chapter 1 Chapter 5
Chapter 2 Chapter 6 Vocabulary
Chapter 3 Chapter 7 Reflection
Chapter 4 Chapter 8 Q&A
Chapter 5 Chapter 9
Diversity: Commonalities and Differences
-Assessing self accurately
-Recognizes commonalities and differences
-Values the contributions of all
Race is real...However, it has nothing to do with people. It is
not enough to say"Race is a social construct", Race is a tool
used by Governments to control, explain and ration resources
to the people in their provincial territories.
One cannot look to Human Biology/ Genome to support the
ideology of race.
Racism is the system by which the real and perceived access
to goods, jobs, services, and money are rationed, augmented
and distributed with Race as the qualifying determinant.
We will approach Diversity as a tool of leadership by looking at 3
dimensions of leadership. People, Process and Power. Diversity is
the who, the People In our organizations, . Diversity includes both
the accounting or recognition of the legal and general understanding
of difference and commonalities as we seek the full utilization of
and development of all human potential to effectively achieve a
common objective or goal.
Equity is how, the Processes. Equity differs from Equality in that

equality suggest processes are the same for every person regardless
of context. Equity takes into account the context, both current and
past, to provide accessible entry points into the organization.
Inclusion is what we do that allows power to flow. Inclusion is a set of

policies, procedures and paradigms that provide systematic
opportunities for the organization to maximize the contributions of
clients and stakeholders to build its capacity to meet the challenges
of changing demographics.
Human Motivation
DIVERSITY
COMMONALITIES
DIFFERENCES
Equity: How we treat people
-Works towards engaging group members
-Recognizes the importance of listening
-Implements practices that create respectful environments
Which of these best represents your Race?
Inclusion
-Manages Human resources by assessing skills and distributing work
-Helping others learn needed knowledge and skills
-Working with people from diverse backgrounds
Leadership for What?
-Leadership is relational
-Moving towards goals
-Service to others
Culture and Context
-Context drives Culture
-Understanding others Context
-Core Human Motivations
CULTURE
ARTIFACTS
VALUES
(Adaptation to the Context)

CONTEXT
GEOGRAPHY
LINEAR TIME
ENVIRONMENT
CULTURE DEFINES
MEMBERSHIP
RELATIONSHIPS
TIME
BEING
WORTH
PURPOSE
POWER
CONTEXT
CONSTANT CHANGE
NURTURES ADAPTATION
SETS IDEOLOGIES
INSPIRES INGENUITY
REQUIRES FLEXIBILITY
REWARDs AGILITY
Cultural Competence: Basic
Knowledge and Awareness of other
cultures.
Cultural Humility: The recognition of

So What? cultural similarities and differences
when work with a group.
So what do we do with this? Cultural Responsiveness: The
ability to recognize and augment
services or processes to maximize
the cultural strengths of the group.
Conflict & Communication
-Nature of Conflict and Communications issues
-Skills for navigating Conflict and better Communication
-Working with people from diverse backgrounds
CONFLICT: DIFFERING
METHODS
APPROACHES
COMMUNICATION
PREFERENCES
APPROACHES
Know Thyself
Leaders
Servant Leadership
-Your Fruit is not for you
-Resources to help group attain goals
-Everyone can be great, everyone can serve
Servant
Leadership asks
different
questions.
What is wrong
with you?
What happened
to you?
Leader as Coach
-My Own Self: Know and Value themselves
-At My Very Best: Leaders empower strengths of others
-All the Time: For a variety of situation
LEADER AS COACH
Leaders recognize that people
develop in a context and work
with them to help them reach
their potential.
Develops approaches to problem

solving that draws for the skills
developed out of peoples
cultural context.
Encourages and supports

cultural norms that enhances
group effectiveness.
Leader as Mediator
-Understands groups dynamics
-Works to help the group solve its problems
-Stands firmly on the guiding core principles

Boyscouts Diversity As A Tool of Leadership 3

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Boyscouts Diversity As A Tool of Leadership 3

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DIVERSITY:

A Tool for Leadership

Video 1: 15 V:1:1 Diversity: Commonality/Difference Reflection Sheet:

Video 1: 15 V:1:1 Diversity: Commonality/Difference Reflection Sheet:

in the next week, i

n the next month,

in the next year.

Video 1: 15 V:1:1 Diversity: Commonality/Difference Reflection Sheet:

Video 1: 15 V:1:1 Diversity: Commonality/Difference Reflection Sheet:

Video 1: 15 V:1:3 Inclusion: Removing Barriers to Participation Reflection Sheet:

Video 1: 15 V:1:1 Diversity: Commonality/Difference Reflection Sheet:

3 Thing to think about

Martin Luther King, Jr.

Video 2: 15 V:2:1 Leadership for What? Reflection Sheet:

Video 2: 15 V:2:1 Leadership for What? Reflection Sheet:

3 Thing to think about

Video 2: 15 V:2:1 Leadership for What? Reflection Sheet:

Video 2: 15 V:2:1 Leadership for What? Reflection Sheet:

Video 2: 15 V:2:1 Leadership for What? Reflection Sheet:

Video 2: 15 V:2:1 Leadership for What? Reflection Sheet:

Video 2: 15 V:2:1 Leadership for What? Reflection Sheet:

Video 2: 15 V:2:1 Leadership for What? Reflection Sheet:

Video 2: 15 V:2:1 Leadership for What? Reflection Sheet:

3 Thing to think about

Video 3: 15 V:3:1 Servant Leadership Reflection Sheet:

Video 3: 15 V:3:1 Servant Leadership Reflection Sheet:

3 Thing to think about

These skills include:

Listening to others, both minority and majority voices

Video 3: 15 V:3:1 Servant Leadership Reflection Sheet:

Video 3: 15 V:3:1 Servant Leadership Reflection Sheet:

Video 3: 15 V:3:1 Servant Leadership Reflection Sheet:

Video 3: 15 V:3:1 Servant Leadership Reflection Sheet:

3 Thing to think about

Objectives Reflection Questions

Equity: How We -Works towards engaging group

Inclusion: -Manages Human resources by

Objectives Reflection Questions

V:2:1 -Leadership is relational

V:2:2 -Context drives Culture

V:2:3 -Nature of Conflict and

Objectives Reflection Questions

V:3:1 -Your Fruit is not for you

V:3:2 -My Own Self: Know and Value

V:3:3 -Understands groups dynamics

Equity is how, the Processes. Equity differs from Equality in that

Inclusion is what we do that allows power to flow. Inclusion is a set of

(Adaptation to the Context)

Cultural Humility: The recognition of

Develops approaches to problem

Encourages and supports

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