Increasing productivity through inclusion | Belton Flournoy, Managing Director, Technology Consulting practice Protiviti

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Diversity and inclusion are not evenly distributed throughout an organisation, and the view at the board level may not correspond with reality further down. This creates missed opportunities and prevents companies from unlocking the true potential of their talent and their organisations. Often, firms can increase productivity by doing more to be truly inclusive.

In this podcast, Dr Sabine Dembkowski, Founder and Managing Director of Better Boards, discusses increasing productivity through inclusion with Belton Flournoy, Managing Director of the Technology Consulting practice at Protiviti.

"When I was young, I looked up and didn't see many people like me”
Belton is passionate about inclusion for two reasons. First, he feels that when you don’t see anyone like yourself, you fear society won’t allow you in certain circles. Second, he continues to see people limiting which parts of their identity they show or hide, and this holds people back from expressing their true potential.

“We don't just need to focus on diversity initiatives and how they make people feel. We need to link them to the increased productivity”
Belton sees an incredible opportunity to translate the existing dialogues about diversity into more meaningful conversations linked to productivity outcomes and business results.

“If you haven't driven the true inclusion values through that middle layer, it won't permeate your organisation, and you might think your organisation is much more inclusion-oriented than it really is…”
Many boards have done serious work on inclusion, building it into the mission, governance, and operations. Yet when you drop into the middle management layer, there’s a sharp drop-off in belief, behaviour, and execution.

“The goal is to create research that helps organisations drive inclusion through evidence-based research”
Belton sees many organisations dealing with inclusion and diversity by conducting surveys and reporting their interpretation of the survey results. This approach lacks rigour. This is part of why he devotes so much time to research partnerships, to help create strictly measured and robust studies that can drive change with hard evidence about what’s happening and what works.

“What you need to do is realise your voice is valid from day one”
Belton rejects a fixed mindset and focuses on cultivating a growth mindset. Secondly, he cultivates an internal locus of control. Rather than assigning control of his life to others or believing that an externally controlled system is responsible for his life outcomes, he frames situations in terms of what he can control and take action on.

The three top takeaways from our conversation for effective boards are:
1.      Create a personal board. As a senior leader, it is hard to get good feedback. So, identify three to six people to talk to about your career in a professional context between one and four times a year. This will transform how you get feedback on challenging issues and help you have a priceless sounding board.
2.     Realise the voice in your head is just a voice. You don’t have to li

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