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

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Description

Inclusive Leadership has been officially shortlisted in the 'Management Futures' category for the 2018 Management Book of the Year prize which has just been announced by the Chartered Management Institute (CMI) and the British Library.



The most successful organisations are those with the most diverse and engaged workforces. Studies show an 80% improvement in business performance among those with high diversity levels. When people feel included and able to reach their full potential, they are more engaged, more productive and often more creative.



Inclusive Leadership will help you drive culture change using organisational development principles. It takes you through the key components of leading change throughout the employee lifecycle, your supply chain, and through product development. Crucially, it will help you make a genuine impact on your business, through your people, both now and in the future.
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Product details

  • Paperback | 336 pages
  • 158 x 234 x 18mm | 522g
  • FINANCIAL TIMES PRENTICE HALL
  • Harlow, United Kingdom
  • English
  • 1292112727
  • 9781292112725
  • 68,703

Back cover copy

The most successful organisations are those with the most diverse and engaged workforces. Studies show an 80% improvement in business performance among those with high diversity levels. When people feel included and able to reach their full potential, they are more engaged, more productive and often more creative.







Inclusive Leadership will help you drive culture change using organisational development principles. It takes you through the key components of leading change throughout the employee lifecycle, your supply chain, and through product development. Crucially, it will help you make a genuine impact on your business, through your people, both now and in the future.
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Table of contents

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
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About Charlotte Sweeney

Charlotte Sweeney is an experienced and pragmatic change agent with over 20 years experience of leading significant change programmes in large global organisations, coaching, facilitation and training.



Fleur Bothwick has a Masters in HR Strategic Management, is an advisory member of the Pink Shoe Club Senate and an Ambassador for the CMI. She's the founder of Project Vanguard and in the Queen's 2013 New Years Honours List, she received an OBE in recognition of her contribution to Diversity and Inclusion in the workplace.
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