New Leadership Models- Season 2 - Ep. 26 # Charles Matheus

Name: New Leadership Models- Season 2 - Ep. 26 # Charles Matheus
Uploaded: 2022-01-19T21:34:11+00:00
Duration: 1 min 34 s
Channel: Virginie Glaenzer
Description: In this segment, the speaker highlights the compelling business case for inclusive leadership, citing a Deloitte study that found inclusive organizations…

19 Jan 2022 · 2 min

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1:34

In this segment, the speaker highlights the compelling business case for inclusive leadership, citing a Deloitte study that found inclusive organizations are eight times more likely to achieve business goals, six times more likely to meet financial targets, and four times more innovative—qualities especially vital during the COVID era. The speaker then shifts to a personal narrative, describing how a promotion led them to revert to a top‑down, micromanaging style, neglecting relational skills. After receiving coaching, they consciously let go of that approach, embracing vulnerability, listening, and trust. They openly admitted their shortcomings to their team—micromanagement, resource withholding, and disengagement—and asked for help to become a better leader. The team responded positively, rising to support the speaker’s growth, illustrating how inclusive, cooperative leadership can be both a strategic advantage and a personal development pathway.

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Inclusive leadership is one of the phrases that gets put around, and like Deloitte came out with a study a few years ago that showed that inclusive organizations were 8 times more likely to reach their business goals, 6 times more likely to reach your financial goals. 4 times more innovative and creative. All of the things we desperately needed during COVID times, right? Innovation, creativity, success. So it's very clear that there's a business case for this kind of inclusive, cooperative leadership. And I'm making the case that there's also a personal case for that. I mean, I know that when I, I was one of the leaders who fell back on my old, the old crap. When I became— when I got promoted to almost to my level of incompetence, I forgot all my relational capacities for a little bit. I got some coaching and did the inner work to release my reliance on top-down behavior and reopened myself to vulnerability, to connection, to listening, to trust. And then I had to be vulnerable to my team and said, I've been screwing up. I've been, I've been bad to you. I've been micromanaging you. I've been ignoring you. I've been withholding resources from you. I need your help to be a better leader. And I was— and they rose up to meet me and help me out.