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

Once you accept that there is a business case for diversity, increasing diversity will be good for business.

If only it was that simple!

Get your pen and paper ready because I’m going to explain why relying on generic business case for diversity is a huge mistake that can take you away from becoming inclusive

In todays show we discuss several things including:

  • Misleading Statements About Inclusion
  • The False Relationship Between Diversity and Inclusion
  • Why Your Inclusion ‘Clothes’ Should Fit and much more

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

Leaders assume diversity leads to inclusion or vice versa

“Increasing diversity simply increases the variety of people within an organisation. It does not mean that the culture has changed or these individuals will be able to reach their potential or enjoy a sense of belonging or authenticity or be able to bring their best self to work”

Leaders don’t explore their own business case for diversity

“Organisations buy into the generic business case for diversity based on research or popular sentiment but when it comes to doing the work, it’s often done without due care to the particular circumstances of the organisation”

Leaders think of a business case for diversity in narrow terms

“Don’t get   me wrong. I’m a chartered accountant, I used to be an auditor, so I completely understand the bottom line and the need to contribute to the bottom line. In fact, I probably understand it more than you do because I was the person who you would have to answer to at month end”

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