There has been much written about the business case for a more inclusive workplace as organizations embrace diversity, equity, inclusion and belonging. In our latest blog series, 4 Steps to Making a Real & Lasting DE&I Impact, we addressed why the traditional business case has not delivered the outcomes promised, the importance of level-setting with a cultural assessment, and then building a road map to reach your inclusion goals.
Next up, let’s talk about building inclusive leadership across your business (#3 of the four steps).
I have been in the business of change long enough to know that any kind of change is hard, and something that can’t be forced onto people. Forcing often results in resistance and resentment, and failed efforts. Changing to a culture of inclusivity is quite possibly one of the hardest kinds of change to embrace. And to say it’s complex and highly charged is an understatement. There is no silver bullet or magic wand. It takes time and a multi-pronged ever-dynamic approach to translate good intentions into consistent and inclusive practices.
As global advisors to organizations for over 15 years, we know our approach and proven solutions change mindsets, which will then lead to behavior change, and create the kind of culture and impacts that organizations aspire to.
Today I offer up a checklist for action which is informed by our own research hub, the Center for Diversity & Inclusion, and further validated by our global experts and clients (more on that later).
By using this ‘leader-led top-down approach’, we helped Finnish telecommunications giant, Nokia, make huge strides towards developing an inclusive culture last year despite the travails of the Coronavirus pandemic. The missive came from the CEO who declared in 2019 that Nokia would become an inclusive organization for all. With our partnership and ‘Navigating Bias’ training, Nokia successfully trained their line managers across the globe to focus on recruiting, engaging, and developing diverse teams. As commented on in their annual report, the inclusion training “overachieved its targeted participation rate, reaching over 85% of all line managers; this training aims to advance bias-free leadership by educating managers to recognize and counteract their mindset and potential bias.”
Sometimes getting started is the trickiest piece of the equation as you try to land on the perfect road map for action. We can help. As we think about the climate in which we are all living and operating, there is no question that businesses must respond and adapt to change. The 5-point checklist above will help steer you in the right direction. My advice is to forget striving for the perfect plan, and instead, opt for sensible, practical, and proven steps that will deliver progress.
For more information, or to discuss your organization’s specific DE&I-related needs, let’s talk about partnering together to move you towards your goal of creating a more inclusive culture. Together, we can help deliver sustained and extraordinary outcomes to your organization for years to come. #FutureForward
The next part of our prescription for DE&I success is to support your under-represented talent with additional leadership preparation and to create equal access to opportunities––to level what is often (unintentionally) a very biased playing field.
Read ON!