Inclusion is increasingly familiar to executive leaders. Some are criticised for having all-male, all-white, boards; others are following quotas to improve their gender and ethnic representation; nearly all are aware of studies positively linking inclusion with profitability and decision making.
This groundswell of attention has created advocates in the business community and many leaders are actively developing their approaches to inclusion. But there is also a group treating it as an aspiration, and well-meaning words haven’t yet translated into concrete action or evidence of meaningful change.
Introspection is key
More about DEI at Robert Half
According to McKinsey’s Diversity Wins report, companies with more than 30 percent women executives were more likely to outperform companies where this percentage ranged from 10 to 30, and in turn these companies were more likely to outperform those with even fewer women executives, or none at all.
The key to addressing the inclusion in leadership: boards need to look inward first, to understand themselves, their employees and their recruitment methods. The journey doesn’t start with requests for included shortlists; it starts with internal reflection, planning, and then action – to avoid token appointments and the benefit of a long-term view.
Building the vision by asking the questions
Inclusion is a broad topic, of course. Most businesses explore certain aspects, but the definition extends well beyond some already taken measures: Neurodiversity, a balance of thinking styles and approaches to learning, is important; diversity of interests and backgrounds is often overlooked and also matters.
We should therefore encourage executive teams to think broadly at the outset. This will help them to see the linkages between areas of inclusion in leadership and put processes in place to explore them. If they can understand people’s backgrounds, interests, and experiences – and combine them with other areas – they will stand a better chance of delivering the change they want to see.
Here are ten questions that executive leaders should ask themselves:
What is the demographic of our current workforce and how well do we know that?
How well do we understand inclusion and can we, and our employees, positively influence it?
What are we currently doing to promote inclusion and how well is it working?
What’s our vision for the business in five- to ten years’ time?
What will we need to change, or do differently, to deliver this vision successfully?
What are the skills sets we can be flexible with, and what will we really need?
How does that allow us to work with, and combine, more under-represented groups?
How will we communicate our plans with potential recruits and current employees?
How will we know that any new approach to inclusion is working?
Are there organisations with experience that can help us on this journey?
Looking to the future – inclusion in action
Find your next leader
Inclusion is thankfully moving into the mainstream language of boardrooms. But looking ahead there is still plenty of work for executive teams to do. By starting with themselves, being honest about what they find, and developing a long-term plan, they will be able to embrace the practical steps and experience needed, to improve inclusion in leadership in the future.
Clear intentions, combined with communication and practical examples, will help them build momentum. By promoting women into leadership roles, for example, potential candidates become self-selecting because they can see the evidence for themselves; the same is true for e other areas of inclusion. And once momentum is building… there are many organisations willing to help others bridge the inclusion in leadership gap and make the journey a success for everyone.
Charlie Grubb is Managing Director Executive Search at Robert Half UK
