Why We Desperately Need Deep Knowledge Experts To Create An Inclusive Workplace

This episode is a response to a number of requests that I’ve received from listeners to the show.

As you can imagine I’m often having conversations Diversity & Inclusion and I’ve found myself repeating a number of messages to different audiences. And so I’ve been asked to share some of my thoughts and opinions about Diversity & Inclusion as an emerging field.

In todays show I’m going to discuss several things including

  • Why what got us here won’t take us there
  • Why deep expertise and knowledge is going to be necessary for lasting change
  • The role of Diversity & Inclusion leaders as curators and much much more.

Here’s some of the wisdom that I share in the show:

Why what got us here won’t take us there

I describe how current economic and political circumstances have changed to the extent that the strategies that were previously employed to create change may not work in the future. I explain how organisations are going to move away from one of interventions to seeking long-term mutually beneficial relationships:

“What I think is going to happen is that organisations will move towards long term relationships with partners that support their values and their strategies”

Why deep expertise and knowledge is going to be necessary for lasting change

Given the increasingly complex requirements of organisations seeking to become more inclusive. I suggest that Diversity & Inclusion as a field is going to fragment into clearly defined disciplines. I acknowledge that Diversity & Inclusion is already comprised of several disciplines however I explain how this will be increasingly recognised by the mainstream who will need the help of subject matter experts:

“People are going to use the term Diversity & Inclusion less generically and they’re going to really want to be specific about what their challenges are….. this means that we’re going to need subject matter experts and move away from those with more general expertise”

Diversity & Inclusion leaders as curators

I describe how I think the role of Diversity & Inclusion leaders will evolve; specifically I suggest that Diversity & Inclusion leaders will be required to become curators of knowledge for their organisations:

“A comprehensive Diversity & Inclusion strategy is going to have lots of moving parts, this means that D&I leaders in organisations are going to start to resemble curators. They’re going to pick and choose what’s appropriate for their organisations and they’re going to be doing that with people who are deep subject matter experts”

Show notes

Here are some selected links to for the resources and reports I discuss in the episode.

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The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences