Why Some People Have A Problem With Me Helping You To Become More Inclusive

It’s become clear to me for a while that there are people out there who really aren’t happy with the work I’m doing to help you create an inclusive workplace

Today, I’m going to talk about who they are, their reasons and what I’m going to do about it

In todays show we discuss several things including:

  • Why some academics don’t like what I’m doing
  • Why some “experts” don’t like what I’m doing
  • The “negative feedback” I receive from people about my work to help you and much much more

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

An Academic Approach That Doesn’t Suit Me

I explain why my work to help you differs from traditional academic approaches:

“You should know that there are a lot of academics who look down on me for what I’m doing, for the way that I’m sharing this information”

A Lack of Vision

I discuss why a lack of vision means that some people disapprove of my work:

“People who say this to me don’t see the big picture because they’re too focused on what they can receive instead of focusing on what they can give. This 20th Century approach isn’t going to help us in the 21st century, especially regarding employee resource groups”

False Conflict

I explain a misconception that I’ve observed in the Diversity & Inclusion space:

“I want to consistently and persistently raise the standard to give you the tools that you need to make a difference where you work. As far as I’m concerned, everyone else is a potential ally to make this happen. I try and provide as much value as a I can in a relatively small part of what we can think of as Diversity and Inclusion as a field, don’t get me wrong resource groups cut across everything and this is why there is so much room for collaboration”

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