inclusion considerations have risen to the top of the boardroom agenda. The dichotomy for many leaders however is maintaining the focus and momentum of such initiatives when other perceived, more important, business priorities continue to take over quarter after quarter. Not only does this hinder an organisation’s ability to progress on these important strategic priorities, but failing to connect pledges to results also creates cognitive dissonance across an organisation.
HERE ARE FOUR STEPS AN ORGANISATION CAN TAKE:
1. MISSION AND PURPOSE Your approach to creating a culture of inclusion and sustainability, as well as social impact, all starts with your mission and purpose. Revisiting these as we emerge into a very different economic landscape is important. Take the time to define what is truly unique about
your company and how it can change the world through its business processes. Remember your company’s purpose should not just
be purely about financial returns, but also should be a clear statement of how the company intends to deliver a positive environmental and social impact.
2. FIT FOR PURPOSE LEADERSHIP Do your board and senior leaders have the skills, know- how and commitment to DEI and ESG, including (but not limited to) the transition to net zero for example? Where this is considered lacking explore what steps
you need to take in order to upskill your capability. This can be through board training, working with trusted strategic partners, and/or changes to board composition. What is important is to understand your current capability and take action to remedy the situation.
3. GOVERNANCE Linked with fit-for-purpose leadership is governance. Governance should be regularly reviewed and adjusted if you want any change to last and not be dependent on one or two committed individuals. Governance reporting is also becoming more commonplace and is only set to intensify as governments and regulators are stepping up and playing an active role in steering both the public and private sectors through regulations, incentives and penalties.
4. METRICS The last thing is the metrics. Begin with the end in mind when it comes to designing your roadmap. Weaving metrics and incentives into this roadmap will ensure focus and accountability, but also aid momentum.
CONCLUSION Organisations are increasingly tuning into how fragile our planet is becoming, and environmental issues are now becoming top of the leadership agenda. Whilst leaders plot the direction of strategic travel for an organisation it’s important for them to remember that they play a vital role in setting the tone and role modeling behaviors. Through the pandemic, we have seen a shift from
top-down command and control toward more inclusive leadership. People want to follow authentic leaders. These are leaders who know and recognise the value of unique differences and human connection. Leaders
TERESA BOUGHEY MA FCIPD is CEO of award-winning Jungle HR and founder of Inclusion 247. She is a TEDx speaker, a non-executive director, and author of Amazon-bestseller, Closing the Gap, which was highly commended as an Exceptional Book that Promotes Diversity at the Business Book Awards 2020, and supports business professionals at every stage of their inclusivity journey. Teresa is on the Board of Advisors for the Royal Holloway University, School of Business & Management and is a Business Board member of the Women and Enterprise All-Party Parliamentary Group, and Chair of the Environment & EDI Workstream, influencing government and industry on policy. Learn more at
https://www.junglehr.com/
who know the importance of being courageous and becoming activists when it comes to translating pledges into purposeful action. Organisations should move beyond considering
key areas such as environment and inclusion efforts to be stand-alone and tokenistic, but to recognise the beneficial impact that can be achieved for their people, their customers, and wider society when environment, social, and governance (ESG) in conjunction with their diversity, equity & inclusion (DEI) are at the heart of an organisation. Businesses with weak performances concerning
diversity, equality, and inclusion as well as ESG can be viewed as a red flag for customers, investors, and stakeholders as this often signals that the company’s purpose is not well-aligned with the interests of the wider society. As a consequence, it can bring a business’s long-term sustainability into question. Conversely, when an organisation has a strong ESG profile, combined with a culture of inclusion it can enhance its brand and reputation and therefore gain a competitive advantage. Those who lead the way will become more attractive to potential investors, lenders, employees, and customers, and as such safeguard their long-term sustainability.
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THINK GLOBAL PEOPLE LEADERSHIP, DIVERSITY & INCLUSION
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