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Inclusive Leadership : The Definitive Guide To Developing And Executing An Impactful Diversity And Inclusion Strategy
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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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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.
show more
Product details
- Paperback | 336 pages
- 160 x 235 x 20mm | 520g
- 10 Mar 2017
- Pearson Education Limited
- Harlow, United Kingdom
- English
- 1292112727
- 9781292112725
- 384,495
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.
show more
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.
show more
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
show more
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
show more
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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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.
show more
