Not Everyone Wants To Come On Our Inclusion Journey [Episode 200]

This is Episode 200 of the show!

Get your pen and paper ready because we’ve all got some decisions to make about the future even though not everyone wants to come along.

Listen to the end of the show to hear how you can come along to our event to mark 4 years of the show and episode 200!

In today’s show we discuss several things including:

  • The importance of understanding first principles
  • Accepting that not everyone agrees with your approach
  • Our plans to support you further and much more

People buy into the first principles, but they don’t always buy into the Pace

“The rate of change that I want to see, doesn’t always match the rate of change that others want to see. If you listen to the show you’ll notice that I present the inclusion challenges of the workplace as being urgent.”

People buy into the first principles, but they don’t always buy into the Perspective

“Here’s some data, here’s some research, here’s what’s wrong with the data and what’s wrong with the research, Here’s what I think,  here’s why I’m biased, here’s what I haven’t considered. Here’s my perspective”

People buy into the first principles, but they don’t always buy into the Practice

“If you say you want inclusion, how are you trying to make that happen? Practically.. what are you doing? “

SHOWNOTES  

The Diversity & Inclusion Advice No One Will Give You [Pilot Episode]

Why We Desperately Need Deep Knowledge Experts To Create An Inclusive Workplace [Episode 20]

3 Biggest Problems In Organisations Trying To Become More Inclusive

White Fragility [Book Review]

Justice 

The Reason People Leave their Boss and Not their Job: Interactional Justice

Six Rules For An Inclusive Organisation Using Procedural Justice

7 Common Mistakes 

Why Relying On a Generic Business Case For Diversity is an Inclusion Mistake

Why Relying On Credibility Indicators is an Inclusion Mistake

Why Relying On A One Off Intervention Is An Inclusion Mistake

Why Using Common Sense is a Diversity & Inclusion Mistake

Why Adopting a “One At A Time” Approach to Diversity is an Inclusion Mistake

Why a One Size Fits All Approach to Diversity is an Inclusion Mistake

The 7 Biggest Diversity & Inclusion Mistakes Being Made in Your Organisation: Leadership

Element of Inclusion Community

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