Perhaps more so than any other financial centre, Singapore sits at the nexus of East and West. This quote from one of the executives that we spoke to highlights the role of leaders as tone-setters and climate-setters who give permission or otherwise to diverse voices.
If there isn’t an environment of trust, people wouldn’t express themselves authentically whether they are asked to speak first or last”.
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However, once in the room, we don’t know how to ensure that people are heard. “We have policies and guidance on how to get people into the room. This is especially important when the team is culturally, cognitively, and linguistically diverse. Leaders who may have been promoted on the basis of their core technical expertise would benefit from training in inclusive practices. Inclusiveness as a style and form of leadership has to be deliberately honed. The pivotal role of leadership in a cross-cultural setting While the report provides a nine-point framework conveniently represented by the acronym INCLUSION, our findings may be grouped into three major categories: This also incorporates prior work done by the LSE Inclusion Initiative (TII) in London on how working from home impacts workplace inclusion, and how inclusion can be enhanced for women in particular. The second is a body of insights from behavioural studies in academia. The first is a set of structured interviews with thirty-five professionals who have senior management oversight for operations in Singapore. We built our report on the basis of two foundations. Singapore offers a unique context: a global and regional financial hub that attracts expatriate professionals alongside a multi-cultural, multi-ethnic host population. Small changes in context can result in drastically different reactions and outcomes even if the basic ingredients are constant. Whether a set of factors and initiatives result in inclusive outcomes or not depend on the commingling and interactions between them. And, if not done correctly, those initiatives could backfire and become self-defeating. D&I initiatives require deliberate, intentional investment of resources. However, realising those benefits is non-trivial. The benefits range from better scouting of opportunities through catalysing innovation to more comprehensive scanning for risk.
Grace Lordan and Lutfey Siddiqi did structured interviews with thirty-five professionals who have senior management oversight for operations in financial services in Singapore and drew three major insights to guide corporations in their D&I initiatives. In the case of globally active multinationals, it matters whether the leadership team includes a sufficiently diverse set of experiences including those gained outside of western capitals. Including word-for-word interview answers, resumes, cover letters, scripts and everything to get you into investment banking.Sitting at a focal point between east and west, Singapore has a nuanced and multi-layered cultural landscape that exemplify the importance of context for behavioural interventions to promote diversity and inclusion (D&I). How will you? – By following our step-by-step guide compiled by 13 investment bankers sharing every secret, technique and tip. The only way to get into investment banking is to follow the footstep of those who have done it before you… Most successful candidates use their insider connections to get this information.
That means the other 9,980 candidates have wasted years of studying and tens of thousands on an education only to be rejected. Think about it… Only 20 candidates out of 1,000 applicants will get the job. Less than 2% of applicants are successful The real question is how do you break in? Of course you do!… who would ever say no to the most lucrative career in finance…
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