Through inclusive leadership, organisations place inclusion and diversity at the heart of their business model. For many, there is an unarguable commercial case to embrace increasingly diverse markets, customers, talents and ideas.
Fairness, inclusion and diversity enshrined in an organisation’s corporate values improves business effectiveness. Driving culture change, or building and reinforcing corporate values, is not easy. It has to be an organisation-wide effort, driven by the leadership and underpinned by policies, procedures and training – whilst maintaining ‘business as usual’.
We work hand-in-glove with our clients to ensure that our programmes meet their specific needs and expectations.
Through our experiential drama-based training programmes, we can:
- CHALLENGE entrenched attitudes
- BUILD shared aspirations and understanding of the business case
- LEVERAGE core inclusive leadership behaviours
- HELP build a culture of inclusion
“Inclusive leaders get the best out of all their people, helping their organisations to succeed in today’s complex, diverse national and global environment. Through their skills in adaptability, building relationships and developing talent, inclusive leaders are able to increase performance and innovation.”
Inclusive Leadership: Culture Change for Business Success, report by Opportunity Now and Shapiro Consulting
The further study showed that Inclusive Leaders have 15 core competencies, which are not seen together in the existing Inclusive Leadership models.
- Individualised Consideration – showing individual interest and offering one-to-one support for people
- Idealised Influence – providing an appealing vision that inspires others 3. Inspirational Motivation – encouraging others to develop ideas and to be challenging
- Intellectual Stimulation – encouraging creative thinking 5. Unqualified Acceptance – showing acceptance of everyone without bias
- Empathy – being able to appreciate the perspective of others and endeavouring to understand how others feel
- Listening – truly listening to the opinions of others
- Persuasion – having an influence on people’s actions without force or coercion
- Confidence Building – providing positive feedback to boost people’s self-efficacy
- Growth – providing opportunities for all employees to realise potential, make autonomous and unique contributions and progress with the organisation
- Foresight – being able to consider the views of others about possible outcomes
- Conceptualisation – being able to focus on how employees contribute to long-term objectives
- Awareness – having self-awareness of how preconceived views can influence behaviour towards others
- Stewardship – showing a commitment to leading by serving others for the good of everyone rather than for self-gain
- Healing – showing a respect for the wellbeing of all employees
The research concluded that IL depends on all 15 competencies being present as they are all equally important in their own right. The coherence of the ratings suggests that the behaviours and skills required for IL are likely to co-exist in the same leaders since these leaders are likely to have a holistic approach to leadership, deeply rooted in the desire to lead through forming strong interpersonal relations with people. (source)
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A 2014 report on Inclusive Leadership: Culture Change for Business Success produced by Opportunity Now and Shapiro Consulting, explored how five pioneering
organisations, including the British Army, helped form a five point framework to develop and embed inclusive leadership.
Case studies highlight how the Army went about embedding diversity and inclusion into their existing leadership framework.
The Garnett Foundation has been responsible for designing and delivering these elements into core leadership programmes, including for new recruits.
The report also highlighted a training DVD we produced on Challenging Behaviours with the aim of developing behaviours and actions that characterise great inclusive leaders.