The Huge Mistakes You’re Making During Black History Month And Other “Big Ticket” Calendar Events

In the UK it’s Black History Month in October and it’s likely that your organisation is about to repeat the same huge mistake it makes every year!

Today, I’m going to tell you how can avoid this not only for Black History month but for all Big Ticket Diversity Events

In todays show we discuss several things including:

  • Why so many of the Big Ticket Diversity Events you attend feel so dissatisfying and repetitive
  • Three things that don’t get discussed enough at Big Ticket Diversity Events
  • The biggest problems with calendar based diversity events and much much more

Here’s some of what I share in the show:

 The Need for Evidence Based Observations

 I explain the importance of making observations based on specific data related to the experiences of employees within that organisation:

“What doesn’t get talked about is what that looks like in your specific organisation. This means any discussion about what challenges are experienced by black people in your company will be in abstract terms that are not specific or compelling to the audience. This is dissatisfying”

 The Need to Highlight Meaningful Progress

 I discuss why it’s valuable to demonstrate measurable progress:

 “What I never hear is last year we had 3% black leaders and now we are at 5% and here is why”

 A Programme of Change

I explain why this event needs to discuss the ongoing experiences and programme of change for the employees in question:

“Black History Month is portrayed as a single event, a snapshot in time where the historical contributions of black people are recognised and given the spotlight in a way that they are not normally. However the experiences of black employees aren’t confined to Black History Month.”

Show Notes

Diversity Promises and Why You’re Ignoring Them

Developmental Networks: The Most Important Career Tool You’ve Never Heard Of

Jonathan Ashong-Lamptey: Ethnic diversity an issue in UK workplaces

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