1 / 21

Inclusive Leadership

Inclusive Leadership. Revisiting the business case. Current statistics – CIPD survey 2010 (24,000 participants). 75% of women experienced sexual harassment in the workplace in the last 12 months “if only women would lighten up and get a sense of humour the issue would disappear”. Sepp Blatter.

myrrh
Download Presentation

Inclusive Leadership

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Inclusive Leadership Revisiting the business case

  2. Current statistics – CIPD survey 2010 (24,000 participants) • 75% of women experienced sexual harassment in the workplace in the last 12 months • “if only women would lighten up and get a sense of humour the issue would disappear”

  3. Sepp Blatter • Sexism: “women should wear tighter shorts and low cut shirts... to create a more female aesthetic and attract more male fans.” 2004 • Racism: "During a match you may say something to someone who's not looking exactly like you, but at end of match it's forgotten.” 17 November 2011 • Homophobia: Qatar 2022 “Gay fans should refrain from any sexual activities." 14 December 2010

  4. Reflection • What is the dominate culture in your organisation? • Do you think that current practices are equitable and fair? • Are you a member of management and therefore define the culture of the organisation?

  5. Buying into Diversity • Dominant group projects moral boundary • Uses own preferences as template • Diversity has to be a personal issue or will be dismissed as irrelevant, a waste of money and a capitulation to wrong-headed “political correctness”

  6. Self fulfilling prophecy

  7. Role of Leaders • Create an inclusive environment • Power to determine organisational priorities and which policies to adopt • Widen the pool of talent – working hard to recruit and keep talent • Leaders are the business case for diversity

  8. Turning the business case into action • Top management buy-in and support key • Visible role models – “walk the talk” • Diversity impacts on all parts of the business • Demonstrate a commitment not meerly state a commitment

  9. Leadership diversity and inclusion competences • Developing people • Valuing individuals • Championing diversity • Strategic diversity focus

  10. Developing People - indicators • Applies policies openly and fairly • Directly but sensitively addresses performance • Provides learning and development opportunities • Provides constructive feedback • Judges performance against clear and objective criteria • Listens to and addresses staff needs and concerns • Supports staff and students to reach their potential • Recognises emotions surrounding change initiatives • Motivates staff by focusing on individual drivers

  11. Valuing individuals - indicators • Treats staff and students as individuals • Treats others with dignity and respect • Shows respect for the ideas and views of others • Recognises the value of different working styles and skills • Tries to accommodate staff and student out of work commitments

  12. Championing Diversity - indicators • Acts as a role model for diversity • Recognises unacceptable behaviour and takes appropriate action • Challenges those not committed to diversity and inclusion • Challenges existing practices • Demonstrates an understanding of diversity and inclusion policies • Demonstrates knowledge and understanding of anti-discrimination legislation • Ensures all employees understand what is unacceptable behaviour • Communicates the business benefits of diversity and inclusion • Promotes individuality and open communication

  13. Strategic diversity focus - indicators • Has a vision of diversity within own area of the business • Incorporates diversity as an integral part of business planning • Understands the demographic profile of staff and students • Understands the impact of policies

  14. We never said it would be easy! • “the usual business case states a set of benefits, and defines the tasks to realise the benefits. Diversity turns this model on its head. In order to bring the benefits of diversity to the enterprise, we must first examine and if necessary change the behaviours of our leaders.” B Kandola. 2010 (The value of difference)

  15. Key lessons • Must work at individual level to nurture the wider benefits for the organisation as a whole; • Diversity is not value-directed but values- driven;

  16. Leadership Responsibilities • Display the behaviours leaders wish to see in others • Leaders are the business case • Creating an inclusive environment is only possible if the dominant culture buys into diversity • Personal commitment to diversity

More Related