Accelerating Diverse Leader Readiness Through Foresight and Futures Thinking
Leadership, Management & Business
Chapter published in the book: Futures thinking and organizational policy : Case studies for managing rapid change in technology, globalization and workforce diversity. Springer Publishing
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.
Gill P., France T. (2019) Accelerating Diverse Leader Readiness Through Foresight and Futures Thinking. In: Schreiber D., Berge Z. (eds) Futures Thinking and Organizational Policy. Palgrave Macmillan