According to research*, the largest UK companies have an average of one ethnic minority leader for every four white leaders. This presence of this trend points to a lack of opportunities for employees from ethnic minority backgrounds, which is often representative of a broader exclusionary culture for all underrepresented groups. This can have a range of knock-on effects for the organisation’s performance, including stunted innovation, creativity, and growth.
Gain insights on how culture is lived now
To move forward with inclusivity, organisations need to start by gaining insights on the current state of play. Leveraging engagement data, employee surveys, and retention metrics offer a strong foundation for leaders to infer what employees are experiencing at work. Once an organisation has developed an understanding of its current culture, leaders can use this as a basis on which to construct a new approach.
“Quantitative data is merely the starting point when assessing an organisation’s culture; deeper exploration from leadership is essential. This includes uncovering systemic barriers, such as a lack of promotions awarded to those from minority backgrounds due to unconscious bias. Insensitive behaviours, such as microaggressions also need to be addressed. These are subtle forms of discrimination, such as speaking over women in meetings.” said Rosie Evans-Krimme, Director Innovation Lab and Behavioural Science at CoachHub.
Understand inclusivity as a strategic imperative
Companies with a diverse workforce are 70% more likely to enter and capture new markets than those without a diverse workforce. For organisations to unlock these benefits, those at the highest levels must implement a strategic and value-driven approach that builds upon the organisation’s existing culture.
“DEI should always be treated as a business imperative by all senior leaders,” said Evans-Krimme. “Often, this critical work becomes the reserve of one leader, typically in HR, but all leaders must be at the forefront of developing and reinforcing culture.”
Cultivate inclusive leadership
Executives are those who set the direction for an organisation, meaning that they hold significant influence among the workforce. As such, it is imperative that leaders display inclusive behaviours in all aspects of their role, so that the adoption of these behaviours is encouraged throughout the wider workforce.
“Inclusive leadership qualities are essential to creating a sense of belonging within a workforce. Leaders can encourage this by always interacting with employees with authenticity and appreciation, regardless of their background or seniority. Equally, all employees should be treated with fairness, and empowered to succeed at work,” said Evans-Krimme.
Introduce digital coaching for a smooth transition
To encourage leaders to develop an inclusive leadership style, organisations can consider introducing digital coaching. Coaching has been cited as one of the most effective change management tools in an organisation’s toolbox. Creating an inclusive workplace is a cultural transformation effort, requiring dedicated reflection, unlearning, learning, and practice of new behaviours – coaching offers the opportunity for this process.
“Coaching provides leaders with a dedicated safe space to question their attitudes and behaviours, allowing them to understand their impact. Through reflection and practise with their coach, leaders often find a new perspective and develop new behaviours accordingly.This can include developing a coaching approach to managing and leading, whereby leaders go on to coach their staff with inclusive behaviours in mind,” said Evans-Krimme.
Regularly reassess and adapt to change
The evolutionary nature of workplace culture is something for senior leaders to celebrate. Equally, leaders should maintain visibility of workplace culture in the months and years that follow an initial cultural shift, to ensure that the culture remains inclusive in response to internal business changes.
“Developing an inclusive organisational culture is about making a commitment to inclusion that lasts for years to come. DEI should not be a short-term action to fulfil certain criteria, but rather a strategic priority throughout every organisation. Then, and only then, can leaders expect to experience the rewards that come from such a commitment,” said Evans-Krimme.
*From DIAL Global
