The Lived Experience in an Inclusive Workplace

In the past week, I’ve heard a lot of people talking about the Lived Experience.

Why are people talking lived experiences and why should you care?

Get your pen and paper ready because we’re talking about lived experiences and why you should care about this increasingly used phrase.

In today’s show we discuss several things including:

  • What the Lived Experience means
  • Why The Lived Experience matters in the workplace
  • How people misuse the Lived Experience and much more

Here’s some of what we share on the show:

We all have a lived experience

“We all have a lived experience. The reality is that some people’s lived experience are  often deemed to be more important than others.”

Some organisations are using the lived experience as a lazy shortcut

“Some so called experts will have you believe that their lived experience as part of a particular social identity group alone qualifies them as authorities and leaders.”

Some organisations are using it as part of an ongoing strategy

“This is why understanding the lived experience is useful because for many people in your organisations, it would never occur to anyone that it even mattered”

SHOWNOTES

Organisational Behaviour

My PhD Thesis

Why You should Consider The Gini Coefficient To Measure Inequality

 

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