How To Lead Diverse Teams | Dr. Warren Chalklen | Skillshare
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4 Lessons (16m)
    • 1. DD Developing Diversity Conscious Leadership Skills

    • 2. DD Barriers to Leading Across Lines of Difference

    • 3. DD Creating an action plan

    • 4. DD Final Assessment

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About This Class

To build prosperous communities, nurturing schools, and innovative businesses; we require understanding of how to work with people from all walks of life. This course systematically prepares anyone interested in diversity and multiculturalism with important skills to make their environments more inclusive, safe, productive, and connected.

Concepts covered include the cultural, historical, and philosophical foundations of education in a multicultural society. We begin by outlining  the principles of multicultural education, before looking at the connections between issues such as race, class, gender, and sexual orientation.

We also cover less addressed issues of diversity such as language, geography, religion, and the youth culture. Optional discussions, activities, and a range of additional readings deepen the learning so that anyone taking the class can put the ideas into practice right away.

Meet Your Teacher

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Dr. Warren Chalklen

Education Innovator


Dr. Warren Chalklen is an education innovator who has taught over 92,000+ students across 179 countries using online and face to face platforms. He is passionate about building individual and organizational capacity in the fields of diversity, policy analysis, and data driven performance with softwares such as Excel, Salesforce and Balanced Scorecard tools. In his spare time he loves to travel and recently returned from a vacation in Cuba!

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1. DD Developing Diversity Conscious Leadership Skills: What are the skills necessary to develop diversity conscious? Need a ship? That's exactly what we're gonna cover in this session. Firstly, let's talk about some myths. The first myth is that diversity conscious leaders are naturally people, persons. That's absolutely incorrect. Diversity conscious leaders are those that a conscious off the ways in which they could leverage diversities of strengths. Right. And through this cause you, you clean some skills and some components that you can use in your workplace. Some of what you're gonna be on the next slides toe actually make the workplace a more inclusive and productive place, right? So you don't have to be naturally good at anything. You just have to know the tools that you could use to make this happen. So that's first myth debunked. The second myth is that diversity conscious leadership is a ray ability. Once again, there is nothing rare about this in this cause. You've learned some valuable skills and insights that you can then apply to your workplace , right? And so using those skills makes it something that's mainstream rather than ramp. So movement to debunked. Three diversity conscious leaders are intellectually brilliant. This is an incredibly misleading Mitt. And here's why diversity consciousness has nothing to do with intellect and everything to do with your experience in the world. Understanding that you have a family and that you have close relationships and that you exist in a society is not rocket science. However, understanding how those things connect, how the society can next to your family and how your family can next to you is really, really important. And that's what this course has been all about. It's simple and has tools that can help you think through these pieces. So I'm gonna totally debunk me. Three with four diversity conscious leaders are charismatic extroverts. In fact, the most powerful leaders in any organization are not those who have to tell you that their leaders at all diversity conscious leaders are those that have a commitment to being away off the ways in which power plays out in their organization. Andi being brave and courageous enough to make changes when necessary. Finally, the versus diversity conscious leaders must be able to persuade a control people despite differences, divested consciousness is not about controlling anyone. Being a leader is about bringing out the best in everyone and so understanding the differences in the way that these things play out can actually make you less of a control freak and more about trying to control the outcomes and not the people, because that's what leadership is about making sure that we achieve the outcomes and not making so that we spend all our time trying to control people and be someone that takes them in directions that they don't want to go in. Right. Okay, so those the most totally debunked one of the skills you need. These are the three things that you should sit as. Professional development goals are informal goals in some. In some ways, the 1st 1 is adaption. A diversity conscious leader is someone who understands that life is requires flexibility. So as a leader, you are thinking about ways in which you can adapt your practice to meet the needs of people meeting your your direct reports where they are and taking them to where they can. That's required some adaption right there. The second thing is thinking and communicating inclusively, thinking about the ways in which you bring people in rather than push people out both and the things that you say, And the things that you do. Okay, let me give you an example. There's a phrase that's called radical hospitality, thinking about the ways in which people feel like they're included in a space, taking that extra effort to perhaps sit at the lunch room next to some of that you have not spoken to before introducing herself, someone who may be visiting the organization, being culturally away about holidays and certain religious days of importance for certain people and asking them about how that went communicating in that way says to that person that they are valued, that they are affirmed and they're more likely to trust you and to work with you. Third and most important piece is assessing and monitoring, opening up communication about how people are feeling in the organization and the ways in which certain policies and practices impact them. Let me give you some practical tools. Number one. It is important to make sure that people across lines of race class, sexual orientation and gender are paid the same for the roles that they before. So there is a very, very strong practice off paying men more than women, even though those two groups may be performing the same job, so it's important to address that and monitor that as a leader. Number two. It's important to understand the ways in which families impact the organization. So, for example, when a woman eyes pregnant and has to go through certain processes to make sure that her baby is happy and healthy, this is an opportunity for you as a leader in your organization, to interrogate policies that might make it difficult for her to fully function in the organization. And secondly, once the baby is born to really nurture and take care of that baby, um, and so you would have to think about with, Ah, accommodations are being made for those people, so you need to assess and monitor. Finally, it's important to lay down some hard goals around diversity, equity and inclusion. It's important to think about how many people are different groups are included in your organization and to set goals around those things and actively recruit those things. So, for example, making sure that your interview pool is incredibly diverse is a very, very helpful start for your recruitment team. For your H R T. They need to be trained in cultural sensitivity, and they need to for full, certain professional development metrics in order to be equipped to deal with diverse perspectives and situations that might occur in the organization. And finally, there needs to be a safe space for people to be able to share their experiences off the organization, both with you and with others. And you need to make sure that that space is both safe and that you're able to monitor that space so that it is kept safe and it is kept a place where people can fully bring themselves. So these are some tools and skills that you could use is the leader to develop your diversity consciousness. 2. DD Barriers to Leading Across Lines of Difference: leading across lines of difference. To lead across lines of difference is a skill that will not only enhance the productivity of your organization but will equip you with the unique skill to truly operate in a global context. When did the key areas of leadership is communication? So here's some barriers to effective communication. The 1st 1 is cultural bias. We've spoken a little bit about bias in this course, and a bias is essentially a blind spot or away off emphasizing one thing and de emphasizing another. This could be both conscious and subconscious. In many ways, bias reflects ourselves and sort of assumed that our cultural norms and the ways in which we see the world our uniform okay, that's number one number two, a lack of awareness off cultural differences, people who see everyone as the same. And he emphasised, the differences amongst people are guilty off a lack of awareness as a leader understanding the differences and more importantly, the strengths of each and every person is a very, very important piece in tackling complex challenges. So awareness, rather than a lack of awareness, will increase her ability to communicate third language differences. Even though In many parts of the world, people speak the same language, the way in which languages used can often be interpreted differently. Remember, there's the language that we speak. And then there's the language that we receive. And after nick and be a disconnect between those two things. It's very important to ask probing questions, therefore, about with what someone interprets your instructions to be. For example, if you tell someone, uh, complete this task by this date, all right, they may not understand what you mean by complete. In their mind. Complete might be checking a few boxes, whereas you might interpret it as a not only checking the boxes but going back in assessing the quality off those particular tasks, right? So you have quality and completeness in your mind. The person may be interpreting it as just going through and checking boxes, so it's important for you to really dive in and probe in terms of the language that the person may be using. The 4th 1 is ethnocentrism. We spoke about this term earlier, where we believe that our ethnicity or the ways in which we are, is superior to the ways in which other people are. That could be a large barrier to communication because people can pick up when they feel that 1 may feel that they are superior to another persons. Right, remember, 90% of communication is nonverbal, and so be aware of how you are communicating both verbally and non verbally and finally, in active listening, an active listening describes a process where someone is just putting out or responding in general ways that don't provide the space for active listening. So let me give you an example of this. If I'm talking to someone and they just saying yes, yes, yes, but I can see that they clearly distracted. That is an example of enacted listening, however, if they were acting in a way that was fully present with me and engaged with me in a culturally sensitive way that I could feel that I am being listened to. In other words, that person is demonstrating active listening. So as a leader, if you can recognize some of these things in your practice and address them, you can improve your cultural communication. The next important point to bring up is microaggressions. Micro aggression is a brief, often unintentional bias that people communicate by virtue of what they say do or the environment they create. And this is by someone called Gerald Wing Suit. I provided three examples and the key thing for us. He has to think about the hidden message. So the 1st 1 is when a white man or woman catches their purse or checks. They want it as a black or Latino man approaches or passes them. So this gives a message that you and your group are criminals, right? That's what a micro aggression looks like. It's very subtle in some ways, and sometimes not so subtle whistles or catcalls or heard from men as woman walks down the street, the hidden messages that your appearance or body is for the enjoyment of men. You are a sex object, right? So that's what a micro aggression does it. It sends hidden messages of someone and positions them in a certain way. Ah, blind man reports that people often raise their voice. Been speaking to him, he responds by saying, Please don't raise your voice. I can hear you perfectly well. The hidden message here is that a person with the disability is defined us lesser in all aspects off physical and mental functioning. So that's how microaggressions operate. It's important to manage and be very, very critical and careful about how these micro aggressions might operate in your organization. The next piece that's helpful for years. A leader to work through our difficult dialogues. And these are spaces where perhaps you are thinking about how to communicate around diversity and so that there's some eight ground rules that are important. The 1st 1 is to be open and honest. Okay, as you can as you feel you can be. The second important rule is to respect each other's right to be heard right to you being honest as much as you can be. But you're so respecting people's right to fully engage and fully be heard in the conversation. Remember that you might be a manager, but you also have the space to learn from others. Learn both as a teacher and the learner. Alright, become an active listener and remember the recon all participate in our own ways. Do not judge other people's feelings, focus on behavior rather than the person said. Don't use terms like you. You and your kind are like this rather focus on the behavior of the person that's easier to address. Never asked someone to be a spokesperson for the whole group, right? So never asked women to talk on behalf of all other women, for example, and listen, even when you do not want to this very, very important I myself and someone who is quick to interrupt someone, right, so that's not a very good ground. That's not a very good practice in a difficult dialogue situation. So you, as a leader would be great of you and professional of you to really hone in on these skills when engaging in difficult dialogues. 3. DD Creating an action plan: creating an action plan. Imagine you are a H R manager for a large financial for during a staff meeting, the CEO mentions that they have been an increase in complaints. Specifically, LGBT members of staff are encountering prejudice and discrimination in the workplace. The LGBT members of Star feel that this is a result of a negative work culture that makes them feel excluded and that their concerns to be addressed by the organisation. The CEO asked you to a bit of an action plan. She feels the organization needs a clear line of communication with staff to encourage open , inclusive and honest dialogue. On this issue, your job is to develop a two page summary of what you propose include the rationale behind your action plan. Please, can you write out this action plan and post it for all the members of our class to see and we can comment and engage and hopefully come up with some ideas to help address the situation 4. DD Final Assessment: Welcome to your final assessment. You have been appointed to serve in an organization wide task waas. Your task force requires you to create orientation, cause all incoming stuff. The peppers of this causes to acquaint the stock members with skills they need to be successful. Your responsibility focuses on the part that deals with diversity skills. Your directive submitted outline of the diversity skills taught briefly. Describe each skill, the connection between each skill and stuff success and 10 specific resource is they will use, which include books, websites, articles, videos. Let's the skill each resource addresses.