Advertisement

Accelerating Diverse Leader Readiness Through Foresight and Futures Thinking

  • Priscilla Gill
  • Tami FranceEmail author
Chapter

Abstract

This chapter highlights Mayo Clinic’s journey to accelerating diverse leader readiness through foresight and futures thinking. Workforce leadership diversity has a substantial impact on organizational economic, political, and cultural wellbeing. Research still places women in < 5% of CEO positions (Chira in New York Times, 2017; Kaiser and Wallace in Consulting Psychology Journal: Practice and Research 68:72, 2016), and suggests the inability to recruit and retain women and ethnic minorities in healthcare professions puts the future of academic medicine in jeopardy (cited by Murrell and South-Paul in Mentoring diverse leaders, Routledge, New York, NY, pp. 85–103, 2017). The challenge lies in sustainable strategies to close the gap and promote a culture where all levels of leadership are more inclusive of women and ethnic minorities (Johns 2013). Mayo Clinic discovered a dearth of preparation for leadership that mirrors the global society. These findings resulted in a targeted development program to ensure a diverse leadership talent pool is prepared to effectively lead with fortitude and impact through rapid global, technological, and environmental changes.

Keywords

Workforce diversity Foresight strategy  Futures thinking Organizational leadership Leader development Talent management 

References

  1. Belasen, A., & Belasen, A. (2016). Value in the middle: Cultivating middle managers in healthcare organizations. Journal of Management Development, 35(9), 1149–1162.CrossRefGoogle Scholar
  2. Bolman, L. G., & Deal, T. E. (2013). Reframing organizations. San Francisco, CA: Jossey-Bass.Google Scholar
  3. Bryson, J. M. (2004). Strategic planning for public and nonprofit organizations. San Francisco, CA: Jossey-Bass.Google Scholar
  4. Charan, R. (2017). What “high-potential leader” means now. Leadership Excellence Essentials, 34(5), 5–6.Google Scholar
  5. Chen, C., & Velsor, E. V. (1996). New directions for research and practice in diversity leadership. Leadership Quarterly, 7(2), 285–302.CrossRefGoogle Scholar
  6. Chin, J. L., Desormeaux, L., & Sawyer, K. (2016). Making way for paradigms of diversity leadership. Consulting Psychology Journal: Practice and Research, 68(1), 49.CrossRefGoogle Scholar
  7. Chira, S. (2017, July 21). Why women aren’t C.E.O.s, according to women who almost were. New York Times. Retrieved from: https://www.nytimes.com/2017/07/21/sunday-review/women-ceos-glass-ceiling.html.
  8. Colby, S. L., & Ortman, J. M. (2015). Projections of the size and composition of the U.S. population: 2014 to 2060 (No. P25–1143). Washington, DC: U.S. Census Bureau. Retrieved from: http://www.census.gov/content/dam/Census/library/publications/2015/demo/p25-1143.pdf.
  9. Feffer, M. (2017, August). 8 tips for creating a learning culture: How to make learning and growth a part of your organizational DNA. HR Magazine, 50–54.Google Scholar
  10. France, T. (2015). Dimensions of cross-cultural professional success: Experiences of western women living and working in eastern cultures. A mixed-methods study (Unpublished doctoral dissertation). Antioch University, Yellow Springs, OH.Google Scholar
  11. France, T. (2017). Cross-cultural collaborators: Expatriate and host country national inclusive relationships. In A. Boitano, R. Lagomarsino, & H. E. Schockman (Eds.), Breaking the zero sum game: Transforming societies through inclusive leadership (pp. 437–457). Bingley: Emerald Group Publishing.CrossRefGoogle Scholar
  12. George, B. (2003). Authentic leadership: Rediscovering the secrets to creating lasting value. San Francisco, CA: Jossey-Bass.Google Scholar
  13. Gill, P. (2017). Validation of a process for the leadership development of women and ethnic minorities in a health care organization (Unpublished doctoral dissertation). Nova Southeastern University, Fort Lauderdale, FL.Google Scholar
  14. Hogan Assessment Systems, Inc. (2016). POTENTIAL: Strengths and competencies for leadership. Retrieved from http://www.awair.eu/wp-content/uploads/2017/04/full_LFS_ENG_Sample.pdf.
  15. Houben, G., Lenie, K., & Vanhoof, K. (1999). A knowledge-based SWOT-analysis system as an instrument for strategic planning in small and medium sized enterprises. Elsevier Science, 26, 125–135.Google Scholar
  16. Hoyt, C. L., & Murphy, S. E. (2016). Managing to clear the air: Stereotype threat, women, and leadership. The Leadership Quarterly, 27(3), 387–399.CrossRefGoogle Scholar
  17. Johns, M. L. (2013). Breaking the glass ceiling: Structural, cultural, and organizational barriers preventing women from achieving senior and executive positions. Perspectives in Health Information Management, 10(1) (Winter).Google Scholar
  18. Jorm, C., & Parker, M. (2015). Medical leadership is the new black: Or is it? Australian Health Review, 39, 217–219.CrossRefGoogle Scholar
  19. Kaiser, R. B., & Wallace, W. T. (2016). Gender bias and substantive differences in ratings of leadership behavior: Toward a new narrative. Consulting Psychology Journal: Practice and Research, 68(1), 72.CrossRefGoogle Scholar
  20. LeanIn.Org and McKinsey & Company. (2017). Women in the workplace. Retrieved from https://womenintheworkplace.com/.
  21. Linden, R. M. (2010). Leading across boundaries: Creating collaborative agencies in a networked world. San Francisco, CA: Jossey-Bass.Google Scholar
  22. Lindgren, M., & Bandhold, H. (2009). Scenario Planning. New York, NY: Palgrave Macmillan.Google Scholar
  23. MacNeise, B., & Bowen, J. (2016). Mayo Clinic: The three shields of health. Chapter 12 in Powerhouse: Insider accounts into the world’s top high-performance organizations. London: Kogan Page Limited.Google Scholar
  24. Morgan, G. (1998). Images of organization: The executive edition. San Francisco, CA and Thousand Oaks, CA: Berrett-Koehler Publishers Inc. and Sage.Google Scholar
  25. Murrell, A. J., & South-Paul, J. E. (2017). The emerging power of peer mentoring within academic medicine. In A. J. Murrell & S. Blake-Beard (Eds.), Mentoring diverse leaders (pp. 85–103). New York, NY: Routledge.CrossRefGoogle Scholar
  26. Petri, A. E. (2017, July 7). When potential mentors are mostly white and male. The Atlantic. Retrieved from: https://www.theatlantic.com/business/archive/2017/07/mentorship-implicit-bias/532953/.
  27. Proudman, B. (2017). Gender Parity by 2055: American cannot afford to wait that long. Leadership Excellence Essentials, 34(5).Google Scholar
  28. Riggio, R. (2008). Leadership development: The current state and future expectations. Consulting Psychology Journal: Practice and Research, 60(4), 383.CrossRefGoogle Scholar
  29. Swensen, S., Gorringe, G., Caviness, J., & Peters, D. (2016). Leadership by design: Intentional organization development of physician leaders. Journal of Management Development, 35(4), 549–570.CrossRefGoogle Scholar
  30. Voros, J. (2003). A Generic foresight process framework. Foresight, 5(3), 10–21.CrossRefGoogle Scholar
  31. Watkins, M. (2003). The first 90 days. Boston, MA: Harvard Business School Press.Google Scholar
  32. Winslow, R. (2017, June 2). Mayo Clinic’s unusual challenge: Overhaul a business that’s working. The Wall Street Journal. Retrieved from: https://www.wsj.com/articles/mayo-clinics-unusual-challenge-overhaul-a-business-thats-working-1496415044.
  33. Wright, J. (2017). Your leadership pipeline strategy: 3 keys to successfully incorporating culture and values. Leadership Excellence Essentials, 34(6), 36–37.Google Scholar

Copyright information

© The Author(s) 2019

Authors and Affiliations

  1. 1.HR Workforce LearningMayo ClinicRochesterUSA

Personalised recommendations