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27/4/2024 0 Comments Courageous Inclusion: The modelFirst published 2019, edited and amended 2023 Inclusion is an organisational priority In 2017, Deloitte reported that 69% of executives rate diversity and inclusion an important issue (up from 59%in 2014) and 38% of executives report that the primary sponsor of the company’s diversity efforts is the CEO. Not surprising as the evidence demonstrates that leaders, teams and organisations who are inclusive achieve fantastic results. Read more to discover the Courageous Inclusion model and how it can transform your organisation.
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From the archives: July 2020
The recent increase in visibility of the Black Lives Matter movement and awareness of racism in our societies has led to a corresponding increase in awareness of racism in our organisations alongside increased dissatisfaction (and no doubt grievances and tribunals to come) from BIPOC (Black, Indigenous, People of Colour). This has resulted in organisations scrabbling to make statements of support then begin to back them up. The go-to actions include an old favourite - unconscious bias training. However, evidence suggests unconscious bias training it doesn’t eliminate bias, indeed it can even backfire and increase bias (e.g. ‘it’s okay to be racist because that’s how the human brain works’). Indeed, we could also argue – what now is still unconscious? I’m sure there’s a lot, and we also have lots of conscious awareness to process. https://www.cipd.co.uk/Images/7926-diversity-and-inclusion-report-revised_tcm18-65334.pdf As a business psychologist I understand brain functioning and how bias can be ‘hard wired’ into how we process information and make decisions. However, it has never been my solution for diversity and inclusion training because there is no evidence that understanding these processes or improves people’s ability to be inclusive of diversity. Read more to discover what really makes a difference in D&I training. From the archives: June 2013
One of the most common challenges I’m asked to help with is translating corporate values into employee behaviours. Often values are created and communicated, maybe even measured via employee surveys but somehow they don’t create a change in employee behaviours. So how can you make a difference?
From the Archives: June 2013
I have recently been integrating authentic leadership more frequently in my practice. This has prompted me to consider what does authenticity really mean? What does it mean for me as a leader? What does it mean for leadership development and organisation development / culture change? Authentic Leadership is about aligning who you are with what you do. This includes congruence and integrity as well as;
27/4/2024 0 Comments Change is simple!From the archives: November 2012
Change is Simple! Okay so we all know that’s not always the case and I’m being deliberately provocative to catch your attention so how about, Change can be simple…? Based on my knowledge and experience, change in organisations can be achieved effectively and without resistance if you engage with its people and the organisational context. Here are some tips you can use to do this.
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