Accountability is key to enabling Inclusion and Diversity in organizations
February 27, 20200 Comments
Despite increased investment in diversity and inclusion initiatives in the last several years, progress remains slow. Organizations risk being perceived as lacking commitment to building diverse workforces and inclusive cultures without demonstrating continued, tangible effect that validates their own efforts. Many challenges stem from a lack of human and organizational accountability to drive the change When there are many aspects that contribute toward this tendency.
Below are a few of the missteps individuals and well-intentioned organizations take when implementing tips and D&I initiatives to help redirect their strategy and elevate organizational and individual accountability.
Organizations tend to make the following mistakes when it comes to D&I:
Starting with actions rather than outcomes. Many organizations start with taking direct actions that show their commitment. D&I trainings are implemented by them, create employee resource groups, provide statements, and celebrate different religious and cultural holidays. If they are not tied to a comprehensive pair of results, while important, the collective impact of such efforts is restricted. An organization conveys a clear set of D&I results initially and defines and then sets the strategic actions in motion that can help achieve those results.
CLOs can hold their associations accountable by working to shape and execute an enterprise-wide D&I strategy, one that specifies and defines the optimistic, future-focused influence and priorities that the business will realize across culture their ability, customers and communities regarding D&I. Involving senior leaders in the process will boost their accountability and ensure the D&I strategy directly enables the accomplishment of the company’s business ambitions.
Once set up, CLOs can work to co-create and execute the roadmap, saying targeted actions, timelines, achievement measures and termed.
Focusing on coverages over leadership performance. Policies that understand and react to the various needs of a diverse workforce are effective tools for attracting ability. They are capable of retaining talent with no equivalent focus on the leadership required to foster an culture that is inclusive. It’s stories and the daily experiences of a workforce that define a civilization, and it’s the role of leaders to shape the compulsory culture through their actions and interactions. An organization that is accountable complements coverages that are comprehensive with a sharp focus on inclusive leadership performance. These associations tie their business targets and D&I strategy (the”what”) to a clear set of comprehensive leadership expectations that are expected to drive such results (the”how”).
CLOs can help define and state clear inclusive leadership expectations for business leaders. They could hold leaders accountable for demonstrating these expectations by measuring leaders’ demonstration together with tying their effect to overall and performance rewards of behaviours with time.
Defining but maybe not embedding leadership performance. Organizations risk thinking that the work stops at defining what’s demanded to act inclusively. They do not always provide leaders with tools, resources, the investment and support required to help them incorporate leadership practices in their daily work. An accountable organization admits that leadership is complicated, overwhelming and challenging , especially when leading across a workforce that is diverse. Accountable organizations not just explain the required leadership expectations, they invest in leaders’ collective and individual growth to sustain their own impact.
CLOs can work with individuals and teams to consider their leadership styles and interactions compare with the expectations that are inclusive that are essential. They can use this insight to construct a holistic direction strategy that builds leaders’ self-awareness through skill-building, connection, reflection, feedback and action planning. CLOs can improve the collective and individual accountability of leaders to provide the shifts in culture and their direction.
Well-intentioned individuals can inadvertently limit their ownership of D&I within their associations in two key ways:
Seeing D&I as a single construct. D&I is a ever-evolving learning journey individuals must navigate by retesting and testing their biases and assumptions. Individuals who visit D&I as a one-directional training practice miss taking accountability for investing in their own learning and growth within and beyond.
CLOs can help by learning opportunities and framing. For instance, CLOs may offer forums and resources to help individuals have conversations, develop listening skills and build team standards. This will help them break down the idea of D&I into tangible characteristics of their work.
Focusing on what others will need to do, rather than looking at themselves to consider how they could alter the culture and influence through small, important actions. This can be difficult to do, especially for individuals who are excluded on account of the actions of people and others in positions of power.
Individuals that are accountable acknowledge that there is always work they can do to foster environments. They stay awake to their biases, search out a diverse set of connections, feelings and experiences, and continuously challenge themselves to find out about the messages they are sending to others.
CLOs can construct individual accountability by providing individuals the skill and the will to discuss regions of inclusion, diversity, identity and prejudice. Forums for diverse groups to frequently come together to ask questions, share experiences, learn skills and create action plans increases the amount of collective and individual accountability through confidence and agency. Forums will need to be facilitated by individuals who create environments that are respectful safe and high-trust, therefore CLOs can determine who may have the ability to place these requirements through their work and leadership.
Infusing liability in the individual and organizational level is key to building organizations with inclusive cultures. CLOs can construct accountability at multiple levels through their work with senior leaders, both teams and the business by ensuring D&I is framed as a leadership challenge and also an enabler of improved business performance, as well as clarifying the roles and expectations that can contribute towards the company’s collective influence and long-term achievement.
Shane Crabb is head and director of client growth in the Americas at YSC Consulting. Shane is an ICF-accredited facilitator, coach, assessor and thought partner to executives across Fortune 200 and the FTSE 250. To comment, email firstname.lastname@example.org.AdvertisementNext UpCornerstone OnDemand Inc. announces purchase of Saba in $1.395 billion dealElizabeth LoutfiWhat is the future of skills, roles and workforce development?Celeste R. SmithWhy companies must Think about a strategic approach to employee educationVivek SharmaMind above matter: direction mindsets and actions to successfully push resultsLeah ClarkInnovative Learning Group’s Lisa Toenniges shares her livelihood insightsElizabeth Loutfi