Driving Motivation in Diverse Teams
summary
Claims that leadership is 75% men and 64% white (McKinsey) and that 85 million specialist and manager roles go unfilled by 2030 drive concrete fixes: McKinsey 75% men 64% white, 85 million roles by 2030. Recommended tools are blind CV screening and data transparency dashboards that map salary, promotion and leadership gaps. Cited frameworks include Herzberg’s two‑factor model, intersectionality and the see‑it‑be‑it effect. Reported outcomes are higher engagement, lower turnover and clearer promotion criteria when organizations act on the data.
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chapters (9)
- 0:00Introduction
- 3:38Why motivation in diverse teams
- 8:01Defining diversity and intersectionality
- 13:28Diverse teams for innovation
- 16:48Motivation theories and drivers
- 24:23Tailoring communication
- 31:09Data and transparency to close gaps
- 34:37Diversity as motivation and leadership
- 37:49Q&A
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