Inclusive Leadership: The Definitive Guide to Developing and Executing an Impactful Diversity and Inclusion Strategy

Acknowledgements  

Foreword from Larry Hirst CBE

About the Authors  

 

INTRODUCTION

-What is Diversity and Inclusion? 
-Why is it important?
-Who is the book for?
-Why us?
-Further thoughts

PART ONE: STARTING OUT
 

1.    WHAT IS ‘STARTING OUT’?

-Starting Out
-Introducing the STAR framework
-Getting to grips with D&I terminology

2.    ASSESSING YOUR CURRENT POSITION

-What information is available?
-Cultural and community norms
-Analysing your data

3.    CREATING THE CASE FOR CHANGE

-What has worked in the past within your organisation?
-What’s more important – the moral, the legal or the business case? 
-Creating the Burning Platform
-Do you know your SWOT from your PESTLE? 
-What’s In It For Me?
-Use data that is most relevant for your organisation!
-Challenging the Status Quo

4.    BUILDING A STRATEGIC PLAN

-Developing your vision
-Creating your strategic delivery plan
-Achieving short term wins

5.    YOUR ROLE AS A CHANGE AGENT

-What does an effective change agent look like?
-The skills and competencies required
-Building your skills

6.    WHO IS THERE TO HELP? WORKING WITH EXTERNAL PROVIDERS

-External Benchmarking
-Charters and Kitemarks
-Forums and external networks
-Thought Leadership and Research

 

PART TWO: TAKING THE LEAP

 

7.    BUILDING YOUR TEAM 

-Building a wider team
-Where’s the programme office?
-Winning supporters from the board to the shop floor

8.    COMMUNICATING THE CHANGE

-Creating your key messages
-Creating and delivering your plan
-Media channels
-Adapting and embedding into everyday messages

9.    BIAS AND UNCONSCIOUS BIAS TRAINING

-The Impact of bias
-What is Bias?
-Bias  and Unconsious Bias Training

10.  TALENT MANAGEMENT – Recruitment to Career Development

-Recruitment
-Pre-hire and your organisations brand
-Accessing the talent pool
-Effective assessment of your talent pool
-Performance management
-Progression and Promotion
-Training and Development

11. TALENT MANAGEMENT – Reward to Exit

-Reward - pay and benefits
-Leaving a company
-Alumni networks
-Pre-retirement programmes
-Non-Exec Director positions

12.NETWORKS

-What are networks and why build them?
-Creating a network and getting it off the ground
-Taking your local network regional and/or global
-Challenges and obstacles
-Measuring business impact and return on investment

 

PART THREE: ACHIEVING CHANGE

 

13. INCLUSIVE LEADERSHIP DEVELOPMENT 

-What do we mean by inclusive leadership?
-Minority specific leadership development programmes
-Cross cultural working
-Coaching, mentoring and sponsorship for specific communities

14. NEW WAYS OF WORKING

-What is New Ways of Working
-Why the Focus
-What is Flexible Working
-Workplace of the Future (WOFT)
-Challenges and solutions 
-Tips to achieving your vision

15. REMOVING BARRIERS AND OBSTACLES

-Why some D&I strategies fail  
-How to identify your barriers and obstacles
-Overcoming barriers and obstacles and reducing their impact

16.THINKING GLOBAL, ACTING LOCAL

-Glocal – think global, act local
-Creating a global ethos
-Translating a global aspiration to local delivery
-Empowering local employees to deliver their plan

 

PART FOUR: REAPING THE REWARDS

 

17.MEASURING IMPACT AND REALISING BENEFITS  

-Creating the right, trackable measures
-Individual measures
-Targets verses Quotas
-Converting impact measures to business benefits

18.EMBEDDING YOUR STRATEGY INTO THE CULTURE

-Building on the change and continuously improving
-Leveraging progress and successes across the organisation
-Awards – gaining external recognition
-Sponsorship – associating your brand with others

19.LEVERAGING D&I IN THE MARKET

-Supplier Diversity
-Marketing to a diverse consumer base
-Creating products and services for a diverse consumer base

20.LOOKING FORWARD

-Changing Demographics
-The need to connect with your mid level managers
-Small actions, Big impact
-Engaging Men/Allies as Agents for Change
-Multi generational working
-Moving away from a focus on single strands to a more sophisticated approach
-Building the pipeline
-Increase Transparency
-Heightened expectations from other stakeholders
-Structuring the D&I function

21. CONCLUSION