Great, however, is where DEI is at the core. A balanced leadership programme that addresses:

• Higher levels of Self Awareness
• Understanding the impact we have on others around us
• Business and functional capability for instance setting Visions and Strategies, and operationalising them.
• DEI fundamentals
• Practical Application of Diversity, Equity & Inclusion

The operationalisation of DEI by leaders can be the difference between attending an interesting workshop and making actual change in the organisation for instance:

• How to recognise your unconscious bias and identify your triggers.
• How to drive higher levels of Psychological Safety in your team
• Tailored inclusive communication and how to cascade effectively
• Inclusive Hiring processes
• Setting D&I targets and engaging the appropriate diversified groups
• Engaging the unaffected majority
• Vulnerable Leadership

Here are five practical tips to avoid, many of which remove inclusion in your company.

1. Referring to “The Organisation” as someone to blame or as a saviour. The organisation is four walls and a ceiling.  More recently with many of us working remotely, the “office” has changed massively, for some it is a home office, for others the edge of their bed with a background screen to hide all the unkempt clothes! The real organisation is its people, but not just that, it is its processes and the interaction between departments. It is therefore critical to understand people’s styles, their traits and habits and cultural norms as well as acknowledging their different lived experiences. Therefore, we cannot have a one size fits all approach.  Leaders must have the ability and agility to be flexible.
2. Not referencing DEI in the strategy or investing in Inclusive Leadership Development. There is a massive lack of inclusion confidence amongst leaders.  For instance, a clear articulation of the difference between Diversity, Inclusion and Belonging, Equity Vs. Equality, understanding the different diversified groups.  An awareness of the protected characteristics under the local law.
3. A tendency to default to “HR Policy” all the time. Policy is there to safeguard the business but it is not a solution to every woe or issue an employee may have.  Leaders need to work on their listening skills, asking the right questions – thinking with an equity mindset is critical to problem solving.  We may have similar challenges, but not all of us need the same solution.  Covid forced many of us to think about how to approach a return to the office.  For instance a young new starter, maybe someone on a graduate programme, living in London, may want to be in the office quite regularly as home working for them may not be suitable if they share a flat with others and do not have access to a quiet space. Compared to a working parent who may have a private home office and excellent internet connection who may really value the time not commuting.
4. Not really considering how to bring this to life in the workplace. For instance, attending a session on unconscious bias may be enlightening, learning about all the different biases. But what do we do with this knowledge when we are busy running from one meeting to another? Especially with something that is unconscious – we don’t even realise we are doing. I often talk to clients about having someone act as your mirror. HR Business Partners can be a great sounding board, if you have contracted with them to give you feedback. Spotting the triggers of your bias, so you can check yourself before you default to only listening to the loudest voice in the room, if you have an unconscious bias for enthusiasm for instance.
5. Talking the talk but not walking the walk. I recall attending a workshop years ago, around resilience in the workplace. It was well received by the attendees and certainly needed in the environment we were working in. Before the workshop had ended, the department head said, ignore everything you’ve heard, we need to work harder than ever. In an instant, all the good will was dissolved. Make sure you have the buy in and endorsement from the boss. Nothing derails leadership programmes faster than a contradiction from Senior leadership.