How Can We Better Measure The Impact Of Workplace Diversity And Inclusion?

One of the mistakes that a lot of companies make is only focusing on Diversity and neglecting Equity, Inclusion and Belonging. A diverse and inclusive company isn’t just focused on talent acquisition.

You can hire a diverse team, but if you don’t take the steps to make sure they feel seen, heard and included, they will leave. Here’s how to address that… Open Blog Post

How Men Can Be More Inclusive Leaders

Male leaders – and men more broadly – are increasingly expected to pursue gender inclusion and equity through deliberate allyship with women. Fortunately, there are ways you can set yourself up to be an inclusive leader and ally. Here are four inclusive leadership strategies to follow… Open Blog Post

We Can Help You Diversify Your Board

Diversifying your board has never been more important – and we can help you make that happen! Have a look at the Female Executives you could hire and contact us today to learn more about our 30% hiring fee discount, and how we can support your growth… Browse Candidates

COVID-19 and gender equality: Countering the regressive effects

What is good for gender equality is good for the economy and society. COVID-19’s impact on women puts that into stark relief and raises critically important choices… Open Blog Post

Reimagining the C-suite for a digital-first world

The old top-down model doesn’t work in the world of remote, virtual, and distributed work. The new way of working is being built on organizational agility, flexibility, and transparency. And the change starts with the literal and figurative transformation of the C-suite. Open Blog Post

The relationship between diversity, equity and inclusion in the workplace

The Wharton School, with support from Moody’s Corporation and DiversityInc, published a new study, “Improving Workplace Culture Through Evidence-Based Diversity, Equity and Inclusion Practices,” examining the relationship between diversity, equity and inclusion (DEI) practices and a variety of workplace outcomes. The study reveals key findings and provides recommendations for managerial DEI actions designed to improve workplace culture…. Open Blog Post

It takes a lifetime to build and a moment to lose

Trust is the fundamental currency of business. Without trust our economies cannot function. And yet many organisations, teams and individuals struggle with trust. They struggle to gain their customers trust; they fail to develop their employees trust. Without trust stakeholders become cynical, disillusioned and de-motivated. Where they can, they move on. Hopefully to work with others (suppliers and employers) in whom they can trust.

How about your organisation?

Here is a short test

Consider how many of the following undermining behaviours are to be found in your organisation:

• Saying one thing and doing another
• Not following through on commitments
• Taking credit for another’s work
• Not sharing information in a timely manner or at all
• Shooting the messenger
• Listening with the intent to reply rather than understand
• Not delegating the best assignments to help develop others
• Revealing confidences and confidential information about others
• Showing superficial concern about others
• Acting like you know something you don’t
• Being defensive about feedback

If you see any of these behaviours regularly demonstrated by your employees then you probably have a problem. One that without action on your part could lead to the destruction of any trust that still exists. Ultimately low or no trust organisations become dysfunctional and fail to achieve results. The end result is going to be failure.

What can be done?

Firstly, own up to the problem. Recognise and accept that it is a real problem; one that needs to be given priority. Also appreciate that it starts at the top. Building trust cannot be achieved if the prevailing attitude is – Do what we say, not what we do.

One of the most effective ways to build trust is to work with the 3 C’s (as used by Novations Consulting Partners)

Consideration – conveying a genuine interest in the well being of others. People are more likely to trust you if they believe you share their concerns about the success of the organisation, if they believe you care about their needs and if they believe you will go out of your way to help them when they need it.

Credibility – conveying evidence that you are trustworthy and have relevant knowledge, skills and influence. People need to have confidence that you have the required knowledge and ability to do your job and that you can successfully exert your influence to be effective in the role. Most importantly people must believe that you are ethical and honest.

Consistency – providing steady, reliable guidance, support and follow-through to accomplish the work. Consistency is based on reliability and dependability. It means making sure your actions match your words. It means following through on the commitments you make. It means setting clear standards and expectations and then providing the support necessary to attain the goal.

Creating a climate of trust taps into people’s desire to contribute and feel valued. People who trust and are trusted are more productive and loyal. They communicate openly and directly. They are willing to share ideas and take appropriate risks. They show creativity and initiative. In other words – organisations based on trust work better.

Wouldn’t you want to work in one yourself?

Trust – takes a lifetime to build and just a moment to lose. You might think about including a session on trust on the agenda of your next board meeting or team session.

About the author: John Schonegevel

Leader of change – for corporates, departments and individuals with a strong business development background.

View John’s short bio